name	business-strategy
description	Business strategy expertise for strategic planning, competitive analysis, market entry, M&A strategy, portfolio management, and strategic decision-making. Use when analyzing competitive positioning, planning growth strategies, or making strategic decisions.

Business Strategy Expert

Comprehensive strategic planning frameworks for competitive analysis, growth strategy, and decision-making.

Core Strategy Frameworks

Porter's Five Forces Analysis

Analyze industry competitiveness:

Force	Key Questions	Analysis Focus
Threat of New Entrants	Capital requirements? Regulatory barriers? Brand loyalty?	Entry barriers, scale advantages
Supplier Power	Concentration? Switching costs? Forward integration risk?	Input cost control, supply security
Buyer Power	Concentration? Price sensitivity? Backward integration?	Customer bargaining leverage
Threat of Substitutes	Alternative solutions? Price-performance tradeoffs?	Disruption vulnerability
Competitive Rivalry	Industry growth? Differentiation? Exit barriers?	Competitive intensity

BCG Growth-Share Matrix

Portfolio analysis for resource allocation:

Quadrant	Definition	Strategy
Stars	High growth, high share	Invest heavily, defend position
Cash Cows	Low growth, high share	Harvest, fund other initiatives
Question Marks	High growth, low share	Invest selectively or divest
Dogs	Low growth, low share	Divest or minimize investment

McKinsey 9-Box Matrix

More nuanced portfolio positioning:

                    INDUSTRY ATTRACTIVENESS
                    High      Medium    Low
            High    Invest    Invest    Protect
BUSINESS    Med     Invest    Selective Harvest
STRENGTH    Low     Selective Harvest   Divest

SWOT Analysis (Strategic)

Beyond basic SWOT - strategic implications:

INTERNAL FACTORS:
Strengths → Leverage for competitive advantage
Weaknesses → Address or neutralize

EXTERNAL FACTORS:
Opportunities → Capture with existing strengths
Threats → Mitigate through strategic moves

STRATEGIC QUESTIONS:
1. S-O: How can strengths exploit opportunities?
2. W-O: Which weaknesses prevent capturing opportunities?
3. S-T: Which strengths can counter threats?
4. W-T: Which weaknesses make us vulnerable to threats?

Competitive Strategy

Generic Competitive Strategies (Porter)

Strategy	Focus	Key Success Factors
Cost Leadership	Lowest cost producer	Scale, efficiency, tight cost control
Differentiation	Unique value proposition	Innovation, brand, quality
Focus (Cost)	Cost leader in niche	Specialized efficiency
Focus (Diff)	Differentiated in niche	Deep customer understanding

Blue Ocean Strategy

Create uncontested market space:

Red Ocean	Blue Ocean
Compete in existing market	Create new market space
Beat the competition	Make competition irrelevant
Exploit existing demand	Create and capture new demand
Value-cost tradeoff	Break value-cost tradeoff

Four Actions Framework:

Eliminate: Which factors should be eliminated?
Reduce: Which factors should be reduced below industry standard?
Raise: Which factors should be raised above industry standard?
Create: Which factors should be created that industry never offered?

Market Entry Strategy

Entry Mode Selection

Mode	Control	Risk	Resource Commitment
Export	Low	Low	Low
Licensing	Low	Low-Med	Low
Joint Venture	Medium	Medium	Medium
Acquisition	High	High	High
Greenfield	Highest	Highest	Highest

Market Entry Checklist

Market sizing (TAM, SAM, SOM)
Regulatory environment analysis
Competitive landscape mapping
Local partner evaluation
Cultural adaptation requirements
Go-to-market channel strategy
Pricing strategy localization
Supply chain feasibility
Financial model (5-year projection)
Risk assessment and mitigation

M&A Strategic Framework

Deal Rationale Categories

Type	Goal	Example
Horizontal	Market share, scale	Competitor acquisition
Vertical	Supply chain control	Supplier/distributor
Conglomerate	Diversification	Unrelated business
Market Extension	Geographic expansion	Regional player
Product Extension	Portfolio expansion	Adjacent products

Synergy Analysis

REVENUE SYNERGIES:
- Cross-selling opportunities
- Combined market power
- New market access
- Price optimization

COST SYNERGIES:
- Economies of scale
- Procurement leverage
- Overhead elimination
- Technology consolidation

FINANCIAL SYNERGIES:
- Tax benefits
- Debt capacity
- Cost of capital reduction

Integration Planning

Phase	Timeframe	Focus Areas
Pre-Close	Signing to close	Integration planning, Day 1 readiness
Day 1-100	First 100 days	Quick wins, cultural integration
Short-term	3-12 months	Synergy capture, process integration
Long-term	12+ months	Full integration, value creation

Strategic Planning Process

Annual Strategic Planning Cycle

Q1: Strategy Review
    - Performance assessment
    - Market/competitor update
    - Strategic issue identification

Q2: Strategic Development
    - Initiative development
    - Business case creation
    - Resource planning

Q3: Strategic Planning
    - Plan finalization
    - Budget alignment
    - Board approval

Q4: Execution Planning
    - Operational planning
    - KPI setting
    - Accountability assignment

Strategy Execution Framework (Balanced Scorecard)

Perspective	Focus	Example Metrics
Financial	Shareholder value	Revenue growth, ROIC, FCF
Customer	Value proposition	NPS, market share, retention
Internal Process	Operational excellence	Cycle time, quality, efficiency
Learning & Growth	Capabilities	Employee engagement, innovation

Decision-Making Frameworks

Strategic Decision Matrix

Criteria	Weight	Option A	Option B	Option C
Strategic fit	25%	Score	Score	Score
Financial return	25%	Score	Score	Score
Risk level	20%	Score	Score	Score
Execution feasibility	15%	Score	Score	Score
Time to value	15%	Score	Score	Score
Weighted Total	100%	Total	Total	Total

Scenario Planning

SCENARIO DEVELOPMENT:
1. Identify key uncertainties (2-3 critical factors)
2. Define plausible futures (4 scenarios)
3. Develop strategic implications
4. Create robust strategies
5. Define signposts and triggers

SCENARIO MATRIX:
                    Factor B
                    High        Low
Factor A   High     Scenario 1  Scenario 2
           Low      Scenario 3  Scenario 4

Value Creation Levers

Strategic Value Drivers

Revenue Growth
- Market share gains
- New market entry
- Product innovation
- Pricing optimization
Margin Improvement
- Operational efficiency
- Procurement optimization
- Mix improvement
- Scale economies
Capital Efficiency
- Working capital optimization
- Asset utilization
- Capital allocation discipline
- Portfolio optimization
Risk Management
- Diversification
- Hedging
- Operational resilience
- Regulatory compliance

Deliverable Templates

Strategy Presentation (Board-Level)

1. Executive Summary (1 slide)
2. Strategic Context (2-3 slides)
   - Market dynamics
   - Competitive landscape
   - Performance review
3. Strategic Options (3-4 slides)
   - Options considered
   - Evaluation criteria
   - Recommended path
4. Implementation Plan (2-3 slides)
   - Key initiatives
   - Timeline
   - Resource requirements
5. Financial Impact (2-3 slides)
   - Investment requirements
   - Expected returns
   - Risk assessment
6. Appendix

Strategic Initiative Business Case

## Initiative Name

### Executive Summary
[2-3 sentence overview]

### Strategic Rationale
- Alignment with corporate strategy
- Market opportunity
- Competitive necessity

### Scope & Approach
- What's included/excluded
- Key milestones
- Dependencies

### Financial Analysis
| Metric | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|--------|--------|--------|--------|--------|--------|
| Revenue impact | | | | | |
| Cost savings | | | | | |
| Investment | | | | | |
| Net benefit | | | | | |
| Cumulative | | | | | |

### Risk Assessment
| Risk | Probability | Impact | Mitigation |
|------|-------------|--------|------------|
| | | | |

### Resource Requirements
- Capital: $X
- Headcount: X FTE
- Timeline: X months

### Decision Request
[Specific ask with options]

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