Chapters 1 and 2 Worksheet
Company strategy
Criteria
Facts
Analysis
Conclusion
Facts
Analysis
Conclusion

How company attracts and
pleases customers
 How the company
competes against its rivals
 How the company positions
itself in the market
 How the company responds
to economic and market
conditions
 How the company pursues
opportunities (and defends
against threats)
 How the company sets
performance targets
 How the company sets
itself apart from its rivals
What is the blend of the
proactive, deliberate strategy
and the reactive, emergent
strategy
Business model
Criteria
Customer value proposition
Profit formula
 Revenue generation
 Cost structure
 Profit margin
Crafting and Executing Strategy: Concepts and Cases, McGraw-Hill. NY. 17th Edition Chapter 2 Worksheet
Mission/business purpose
(You should complete the stakeholder worksheet in parallel with analyzing a company’s mission and vision.)
Criteria
Facts
Analysis
What do we do (what is our
business)? Embedded in this
question is an analysis of
how the company’s mission
sets the company apart from
its rivals in the industry and
how the mission gives the
company a unique identity.
For whom do we provide the
products or services (who are
our stakeholders) and what
do we do for each of them?
How (technology used or
functions performed) do we
meet their needs and
expectations?
Conclusion
Why does our company
exist?
Vision/where are we headed? (Refer to the same pages for the mission concepts.)
Criteria
Facts
What is our future business
(products/services, markets,
technologies)? Embedded in
this question is an analysis of
a compelling rationale for a
new direction, the strategic
inflection points, linking the
Analysis
Crafting and Executing Strategy: Concepts and Cases, McGraw-Hill. NY. 17th Edition Chapter 2 Worksheet
Conclusion
mission/vision to the
company’s values, and
understanding the payoffs.
Who are our future
customers? What will we do
for each of them? How
(technology used or
functions performed) will we
meet their needs and
expectations?
How will we communicate
the vision to the organization
and our customers?
Linking the mission and vision
Criteria
What are the company’s core
values (beliefs, norms,
traits)?
How effective is
management in
communicating the mission,
vision and core values?
How well does management
fulfill its ethical duties to the
stakeholders?
Facts
Analysis
Conclusion
Establishing objectives
Strategic objectives
(Develop separate lists for short and long term objectives. Your objectives should be at the corporate, business and functional levels of the
organization. Make sure your objectives are internally consistent between the organizational levels. Long-term objectives should drive the
organization toward the vision.)
Criteria
Facts
Analysis
Conclusion
(How much of what kind of
performance by when?
Crafting and Executing Strategy: Concepts and Cases, McGraw-Hill. NY. 17th Edition Chapter 2 Worksheet
Objectives must be specific,
time-bounded (a deadline for
achievement) and
measurable. A different way
of stating the criteria for
objectives is “how much of
what kind of performance by
when.” Refer to the web site
examples for writing an
objective.)
Market share
Quicker design-to-market
times
Higher product quality
Lower costs relative to rivals
Broader or more attractive
product line than rivals
Better e-commerce and
internet capabilities than
rivals
Superior on-time delivery
Stronger brand name than
rivals
Superior customer service
Stronger global distribution
than rivals
Industry leader in technology
Industry leader in product or
service innovation
Wider geographic coverage
than rivals
Higher levels of customer
satisfaction than rivals
(You can provide additional
strategic objectives.)
Crafting and Executing Strategy: Concepts and Cases, McGraw-Hill. NY. 17th Edition Chapter 2 Worksheet
Financial objectives
(Develop separate lists for short and long term objectives. Your objectives should be at the corporate, business and functional levels of the
organization. Long-term objectives should drive the organization toward the vision.)
Criteria
Facts
Analysis
Conclusion
(How much of what kind of
performance by when?
Objectives must be specific,
time-bounded (a deadline for
achievement) and
measurable. A different way
of stating the criteria for
objectives is “how much of
what kind of performance by
when.” Refer to the web site
examples for writing an
objective.)
Revenue growth
Earnings growth
Higher dividends
Wider profit margin
EVA performance
MVA performance
Strong bond and credit
ratings
Recognition as a blue-chip
company
More diversified revenue
base
Stable earnings during
recessions
Higher ROI,
Higher ROE
Higher cash flow
Financial ratios superior to
rivals
(You can provide additional
Crafting and Executing Strategy: Concepts and Cases, McGraw-Hill. NY. 17th Edition Chapter 2 Worksheet
financial objectives.)
Evaluating the five phases of the strategy process
How effective is the company in each phase of the strategy making process?
Criteria
Facts
Developing a mission and
vision
Setting objectives
Crafting a strategy to achieve
the objectives and vision
Implementing and executing
the strategy
Monitoring developments,
evaluating performance, and
making corrective
adjustments
Revising phases 1-4 in light
of actual performance,
changing conditions, new
opportunities and new ideas
Corporate Governance (role of the Board in the strategy process
Criteria
Facts
How well does the board
critique and oversee the
company’s direction,
strategy and business
approaches?
How well does the board
evaluate the senior
management’s strategy
making and leadership
skills?
How effective is the board in
evaluating the company’s
Analysis
Conclusion
Analysis
Conclusion
Crafting and Executing Strategy: Concepts and Cases, McGraw-Hill. NY. 17th Edition Chapter 2 Worksheet
financial accounting and
financial reporting practices?
Crafting and Executing Strategy: Concepts and Cases, McGraw-Hill. NY. 17th Edition Chapter 2 Worksheet