Dimensions, Market Attractiveness, Competitive Position, Business Strength, Market Size, Market Share
Factors, The risk of new entrants, Degree of rivalry among established companies, Bargaining power of buyers, Bargaining power of suppliers, Substitute products, Stakeholder forces (optional)
Mission, Purpose, Stakeholder Promises, Public Image, Standards and Behaviour, Values and Beliefs, Strategic Distinctiveness
Vision, BHAGs, Core Values, BHAG, Goals
Five Whys, Why do we exist?, How do we create and capture value?, Who are we?, What must we do?, What is our message?
Dimensions, Market, Existing, New, Product/Brand/Service, Existing, New, Growth Options, Organic Growth, Acquisition, Technological Growth, New Technology, Existing Market, Technological Product Substitution, New Market, High Technology
Strategies, Market Penetration, Product Development, Market development, diversification
Generic Growth Strategies, New Competitive Arenas, New Industry Structure, New Geographic Areas, New Delivery Systems, New Products and Services, Existing Products to New Customers, Existing Products to Existing Customers
Options for Growth, Acquisitions, Joint Ventures, Minority Stakes, Alliances, Marketing Partnerships, Organic Investment
Basis for choice, Operaional skills, Priveliged assets, Growth skills, Special relationships
Dimensions, Financial, Growth, Build the business, New Markets, New Products, New Customers, Increase value in existing customers, Deeper relationships, cross Selling, Productivity, Improve Cost structure, Reduce expenses, Increase Asset Efficiency, Customer, Value Proposition, Market Choice, Internal Process, Operations Management, Supply, Distribution, Production, Risk Management, Customer Management, Selection, Acquisition, Retention, Growth, Innovation Processes, Opportunity Identification, Research, Design and Development, Commercialisation, Societal Processes, Environment, Health and Safety, Employees, Community, Learning and Growth, Human Capital, Information Capital, Organisational Capital, Culture, Leadership, Alignment, Teamwork, Public Sector NFP, Learning and Growth, Internal Perspective, Fiduciary Perspective, Customer Perspective
Indicators, Leading, Lagging
Hard Ss, Strategy, Plans, Goals, Environment, Competition, Customers, Questions, What is our strategy?, How do we intend to achieve our objectives?, How do we deal with competitive pressure?, How are changes in customer demands dealt with?, How is strategy adjusted for environmental issues?, Structure, Organisational, Relationships, Power and Control, Questions, How is the company/team divided?, What is the hierarchy?, How do the various department coordinate activities?, How do the team members organize and align themselves?, Is decision making and controlling centralizedor decentralized?, Where are the lines of communication?, Systems, Procedures, Processes, Questions, What are the main systems that run the organisation?, Financial, HR, Communications, Document Storage, Where are the controls and how are they monitored and evaluated, What internal rules and processes does the team use to keep on track?
Soft Ss, Shared Values, Beliefs, Objectives, Questions, What are the core values?, What is the corporate/team culture?, How strong are the values?, What are the fundamental values that the company/team was built on?, Style, Behaviours, Questions, How participative is the management leadership style?, How effective is that leadership?, Do employees/team members tend to be competitive or cooperative?, Are there real teams or just nominal groups?, Staff, Functionality, Education, Background, Questions, What positions or specializations are represented within the team?, What positions need to be filled?, Are there gaps in required competencies?, Skills, Core Competencies, Questions, What are the strongest skills represented within the organisation?, Are there any skills gaps?, What is the company/team known for doing well?, Do the current employees/team members have the ability to do the job?, How are skills monitored and assessed?
Primary Activities, Inbound Logistics, Operations, Outbound Logistics, Marketing and Sales, Service
Support Activities, Firm Infrastructure, HRM, Technical Development, Procurement
What are you deeply passionate about?
What can you be best in the world at?
What drives your economic engine?
Strategic Frame, Tools, External Analysis, Internal Analysis, Mission/Vision/Values, Goals and Objectives, Quantitative, Qualitative, Organisational Alignment, People, Process, Activities, Structure, Rewards, Policies, Firm Performance, Market, Financial, Other
Elements of Strategy, Arenas, Where will we be active and with how much emphasis, Product Categories, Market Segments, Geographies, Core Technologies, Value Creation, Vehicles, How will we get there?, Internal Development, Joint Ventures, Licensing/Franchising, Acquisitions, Differentiators, How will we win?, Image, Styling, Customisation, Price, Staging, What will be our speed and sequence of moves, Speed of expansion, Sequence of initiatives, Economic Logic, How will we obtain our returns?, Lowest costs, Scele, Scope and replication, Premium prices, service, features
Breakthrough Strategy Canvas
New Value Curve, Reduce, Create, Raise, Eliminate
Customer Value Proposition, Choices, Product Leadership, Operational Excellence, Customer Intimacy, Hierarchy of Needs, Product, Basic Service, Underlying Problems, Success
Strategic Positioning, Variety Based, Needs Based, Access Based
Porter's Competitive Advantage, Unique activities, Activities with Fit, Making clear trade-offs and choices, Generic Strategies, Focus, Differentiation, Cost Leadership
Four, Strategy, Culture, Execution, Structure
Plus Two, Talent, Leadership, Innovation, Mergers and Partnerships