Analysis and Tools In Which Major Markets Does The Firm Desire To Compete?

Data Collection Define Strategic Competitor Groups Identify Attributes & Motivations Competitive Bench- marking Identify Competitor Strengths & Weaknesses Competitor Products, Services, Applications Identify Key Competitor Customers Identify Key Competitors Competitor Analysis Who Are My Competitors? What Do They Look Like? What Makes Them Act The Way They Do? What Are My Competitors’ Cost Structures? Who Are Their Customers? What Products / Services / Applications Do Our Competitors Offer? What Are My Competitors’ Strengths & Weaknesses?

Data Collection Construct Price / Value Curves Product Matrix Competitor Products, Services, Applications Competitor Analysis What Are Our Products Services / Applications And How Do They Relate In Value Versus Price? How Do Our Products / Services / Applications Compare To Our Competitors?

Data Collection Given Competitive Comparisons, Who Are The Company’s Most Threatening Competitors? Who Are They And What Technologies / Strategies Do They Employ?

Data Collection Customer Analysis. Identify Key Customers. Identify Attributes & Motivations. Identify Key Non- Users Identify Key Competitor Customers Shapiro’s Model Who Are My Customers / Non- Users / Competitors’ Customers? What Do They Look Like? What Makes Them Act The Way They Do? Competitor Analysis Non User Analysis

Data Collection. Identify Key Customers. Identify Attributes & Motivations. Identify Key Non- Users Market. Define Strategic Groups Identify Key Competitor Customers Who Are My Customers / Non-Users / Competitor’s Customers? What Do They Look Like? What Makes Them Act The Way They Do? How Does This Information Allow Me To Strategically Group And Align These Customers To Define The Overall Market? Customer Data Competitor Customer Data Non User Data

Analysis and Tools Given The Overall Market, How Do I Segment ALL Customers And Non Users Into Servable Groups?

Analysis and Tools 332Low 321Medium 311High LowMediumHigh 332Low 321Medium 311High LowMediumHigh Ability to Compete Market Attractiveness Given Defined Market Segments, In Which Segments Does The Company Desire To Compete?

Data Collection Internal Analysis Identify Value Streams Strengths & Weaknesses Costs Competitor Analysis Strengths & Weaknesses Costs Competitive Bench- marking Internal Survey Financial Analysis What Are The Company’s Value Streams And How Do They Compare To Competitive Strategic Groups’ Value Streams? How Do Our Strengths, Weaknesses And Costs Compare To Our Competitors?

Data Collection Environ’l Analysis Choose Financial Measures Corporate Financial Objectives Five Forward Five Back What Is Occurring In The Industry Or Economic Environment That Could Provide Opportunities, Pose Threats, Or Provide Key Economic Indicators For The Business? What Are The Appropriate Five Year Financial Objectives For The Company?

Analysis and Tools Given Internal, Competitive And Environmental Data, What Are The Company’s Strengths, Weaknesses, Opportunities And Threats Within The Market?

Analysis and Tools Given The Company’s Strengths, Weaknesses, Opportunities And Threats Within The Market, How Could The Firm Take Advantage Of Opportunities And Minimize / Eliminate Threats?

Strategy Formulation For Each Major Market Chosen, What Is The Company’s Overall Strategic Position? What Is The Company’s Sustainable Competitive Advantage? 332Low 321Medium 311High LowMediumHigh 332Low 321Medium 311High LowMediumHigh Ability to Compete Market Attractiveness

Strategy Formulation For Each Segment Chosen, What Are Appropriate Strategies?

Strategy Formulation For Each Segment Strategy Chosen, What Are The Corresponding Value Propositions To The Market?

Process Evaluation Value Proposition New Processes Effectiveness Changes Cost Reductions New Processes Effectiveness Changes Cost Reductions New Processes New Product Programs New Processes Effectiveness Changes Operational Processes Customer Processes Innovative Processes Regulatory and Social Processes For Each Value Proposition, What Process Changes Need To Occur?

Infrastructure and Capability Evaluation Value Proposition Operational Processes Customer Processes Innovative Processes Regulatory and Social Processes What Organizational Competencies Must Be Present For Each Process Change To Occur? Organizational & Learning Processes – Human, Information and Organizational Capital Organizational Changes New Capabilities Training and Education Programs

Infrastructure and Capability Evaluation Value Proposition Operational Processes Customer Processes Innovative Processes Regulatory and Social Processes What Are The Estimated Financial Impacts of Process Changes and Organizational Competencies? Organizational & Learning Processes – Human, Information and Organizational Capital Financial Impact

Productivity Strategy Growth Strategy Operational Processes Customer Processes Innovative Processes Regulatory and Social Processes Partnering Functions Quality Price Selection Availability Service Value Proposition Brand Attributes Image Relationship Organizational & Learning Processes – Human, Information and Organizational Capital Adapted From Strategy Maps Kaplan, Norton 2004 Internal Perspective Growth and Learning Perspective Strategy Map Long Term Shareholder Value Cost StructureCust. SatisfactionRevenue GrowthAsset Utilization Customer Perspective Financial Perspective

NOW We’re Making Progress… Next Steps: Financial Forecasting Financial Modeling Implementation Plans