Strategy Analysis
Analyse your business and competitive environment through the analysis of your choice
Strategy Analysis is the first step in strategy planning. Analysis models are tools and techniques that help you understand your organizational environment and think more strategically about your business. fruiStrategy supports the most popular techniques.
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SWOT Analysis
SWOT stands for Strengths, Weaknesses, Opportunities and Threats. It is a framework for assessing the internal and external forces that create opportunities or risks for an organization.
- Strengths
- Areas where a company excels and has an advantage over its peers, such as strong brand recognition.
- Weaknesses
- Areas where a business is at a disadvantage relative to its peers, qualitative or quantitative.
- Opportunities
- External factors that represent potential growth or improvement, such as technological advances or new markets.
- Threats
- External forces that represent risks to the business and its ability to operate.
Perform SWOT analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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PESTEL Analysis
Organizations that monitor and respond to changes in the macro-environment can differentiate themselves from competitors and gain an advantage.
- Political
- Government policy and stability, plus trade, fiscal and tax policies.
- Economic
- Interest rates, employment, raw material costs and exchange rates, which affect performance and profitability.
- Social
- Emerging trends in demographics, education, culture, attitudes and lifestyles.
- Technological
- The pace of innovation: digital and mobile technology, automation, R&D, and new distribution, manufacturing and logistics methods.
- Environmental
- Ecological and environmental influences on the organization, such as climate and sustainability.
- Legal
- Legislation and regulation where you operate: employment, consumer, health and safety, and trade restrictions.
Perform PESTEL analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Porter’s Five Force Analysis
The Five Forces model analyzes industry structure and corporate strategy through five forces that shape every market and industry.
- Competition in the industry
- More competitors and equivalent products or services reduce a company’s power.
- Potential of new entrants
- The less time and money it takes to enter the market, the weaker an established company’s position.
- Power of suppliers
- Fewer suppliers, unique inputs and higher switching costs increase dependence on a supplier.
- Power of customers
- Their ability to push prices down depends on how many customers there are, how significant each is, and the cost of finding new markets.
- Threat of substitutes
- Close substitutes limit pricing power. Without them, a company can raise prices and secure favorable terms.
Perform Porter’s Five Forces analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Four Corner Analysis
Developed by Michael Porter, the Four Corners Analysis helps assess a competitor’s intent, its objectives and the strengths it uses to achieve them. It reveals likely strategy changes and how a competitor may react to industry shifts.
- Motivation
- What drives the competitor, at various levels, revealing its future goals.
- Current strategy
- What the competitor is doing and is capable of doing.
- Capabilities
- The strengths and weaknesses of the competitor.
- Management assumptions
- The assumptions made by the competitor’s management team.
Perform Four Corner analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Cause and Effect Analysis
When you have a serious problem, explore everything that could cause it before looking for a solution. That way you solve it completely, first time round, instead of addressing only part of it.
Cause and Effect Analysis is a diagram-based technique that combines brainstorming with a type of mind map. It pushes you to consider all possible causes, not just the obvious ones.
Perform Cause and Effect analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Force Field Analysis
A basic root-cause tool for taking action once the cause is known. Any situation is the result of forces for and against the current state being in balance. Strengthening the favorable forces, or reducing the opposing ones, induces change.
Force Field Analysis
- Presents the positives and negatives of a situation side by side, so they are easy to compare.
- Considers all aspects of making the desired change.
- Builds agreement on the relative priority of the factors on each side.
- Encourages honest reflection on the roots of a problem and its solution.
Perform Force Field analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Tree Diagram Analysis
A tree diagram, also known as a decision tree or influence diagram, is a visual tool for analysing strategic options, decisions and their potential outcomes. It helps decision-makers evaluate alternatives and understand what each choice may lead to.
- Identify the decision or problemDefine the strategic decision, such as entering a new market, developing a product or making an investment.
- Define the objectivesSet the goals that will guide the evaluation of options.
- Identify alternativesList the strategies, actions or courses of action available.
- Determine consequencesConsider positive and negative, short- and long-term, direct and indirect outcomes.
- Create the tree structureStart from a root node for the decision, branch into alternatives, then into outcomes.
- Assign probabilities and valuesEstimate the likelihood of each outcome and weight its desirability.
- Analyze and evaluateWeigh risk, uncertainty and trade-offs between objectives.
- Make a decisionSelect the alternative that best fits the strategic objectives.
Perform strategy analysis through a Tree Diagram to map the decision-making process and its potential outcomes.
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Hoshin Kanri / Policy Deployment
Hoshin Kanri is a strategic planning tool that connects company-wide objectives to the daily work of individual contributors. “Hoshin” means policy or direction and “kanri” means management, roughly: “How do we manage our direction?”
- Push strategy downThe strategic team shares strategy with individual contributors, with context on how it connects to their daily work.
- Enact the strategyIndividual contributors carry out the strategy.
- Feed results backTheir output goes back up to the strategic team to analyze and adjust the strategy.
Hoshin Kanri is not a one-off way of thinking but a continuous cycle of planning and improvement.
Perform Hoshin Kanri analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Value Chain Analysis
The value chain covers the activities involved in creating a product or delivering a service, from research and development to sales. Value chain analysis evaluates each activity to see whether it adds or subtracts value, so you can share more value with customers, capture more for yourself and understand your competitive advantage.
It can deliver
- Cost reduction
- Make each activity more efficient and therefore less expensive.
- Product differentiation
- Invest in research and development, design or marketing so your product stands out.
Perform Value Chain analysis by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Business Model Canvas
The Business Model Canvas (BMC) is a one-page strategic management tool to define and communicate a business idea. The right side focuses on the customer (external) and the left on the business (internal), meeting at the value proposition.
It is used to
- Quickly draw a picture of what the idea entails.
- Connect the idea to how it becomes a business.
- Look at how customer decisions influence the use of your systems.
- Give everyone a clear idea of what the business will be.
Perform the Business Model Canvas by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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Strategy Canvas
A Strategy Canvas is a two-dimensional chart that compares the factors incumbent products compete on, based on the value a customer segment receives from them.
It shows how your products and services compare with those available to the same customers, reveals which factors incumbents think customers value most, and helps you come up with a different value proposition for a particular set of customers.
Perform the Strategy Canvas by product group, customer group, market region, facility or other dimensions. Record indicators, correlations, trends and nullifiers for each component, and run competitor analysis against each one, so business leaders can identify strategy indicators to monitor during execution.
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