1. Quick and Dirty Strategic Planning
1. Are there major structural threats or opportunities? Are there changes on the horizion?
2. Are there actions we can take to (a) position the organization in a favorable niche, or (b) influence industry structure?
3. Catalog Activities
4. What are relative costs of the activities? What drives your costs?
5. Use activities to analyze willingness-to-pay (WTP)
6. Consider alternatives to reduce costs or increase WTP
7. What steps are necessary to implement the actions listed in #6? (What do different functions or units need to do?)

2. 1. Are there major structural threats or opportunities
1. Are there major structural threats or opportunities? Are there changes on the horizion?
Bargaining power of buyers
Bargaining power of suppliers
Competitive rivalry
Threat of substitutes
Threat of entry
How will regulatory, technological, and societal changes influence structure?

3. 2. Are there actions we can take to (a) position the organization in a favorable niche, or (b) influence industry structure?

4. 3. Catalog Activities Support Activities Primary Activities M a r g i
Firm
Infrastructure
Human Resource
Management
Technology Development
Procurement
Support
Activities M a r g i n
Inbound
Logistics
Operations
Outbound
Logistics
Marketing
& Sales
After-Sales Service
Primary Activities

5. 4. What are relative costs of the activities? What drives your costs?
Scale
Learning
Pattern of capacity utilization
Linkages
Interrelationships
Integration
Timing
Policies
Location
Institutional factors
Source: Michael E. Porter, Competitive Advantage
(New York: Free Press, 1985)

6. 5. Use activities to analyze willingness-to-pay (WTP)

7. 6. Consider alternatives to reduce costs or increase WTP

8. 7. What steps are necessary to implement the actions listed in #6
7. What steps are necessary to implement the actions listed in #6? (What do different functions or units need to do?)