Please evaluate the given analysis of the strategic position of
KTHMA SPYROPOYLOY, using the following guide:
a) External Analysis
Main sector trends are identified: WERE THE MORE APPROPRIATE TRENDS
CONSIDERED? FOR THE SECTOR, NOT THE COMPANY
Application of tools PESTEL, 5-Forces (for the sector): IS THE SELECTION &
APPLICATION OF TOOLS APPROPRIATE?, ARE THE MAIN ISSUES
EXTRACTED?
Strategic Groups, Competitors analysis: ARE THE CRITERIA FOR CHOOSING
GROUPS CLEAR? THE MAIN COMPETITORS AND THE STRATEGY OF
EACH?
Segmentation, CSF per main segments: IS THE SEGMENTATION WELL
DONE? , ARE THE CSF PER MAIN SEGMENT STATED?
Strategic conclusions are drawn from external analysis: ARE THE
CONCLUSIONS APPROPRIATE? DO THEY FIT PREVIOUS ANALYSIS?
b) Internal Analysis
Resources & Capabilities are analysed:
ARE THE MAIN R&C WELL
IDENTIFIED? ARE UNIQUE R&C IDENTIFIED?
Financial position is strategically analysed :
IS
FINANCIAL
ANALYSIS
STRATEGIC? ARE APPROPRIATE CONCLUSIONS DRAWN FROM IT ?
Strategic relevance – competitive position: IS MATRIX
WELL DEPICTED?
Distinctive / Competitive advantage: IS IT POINTED OUT, FOUNDED?
Appropriate conclusions are drawn from int. analysis:
APPROPRIATE? DO THEY FIT PREVIOUS ANALYSIS?
ARE
c) Stakeholders, MOST
Key stakeholders are identified: KEY S/HOLDERS ARE IDENTIFIED?
Satisfaction with current strategy assessed : IS IT ASSESSED ?
THEY
MOST adequately analysed?: ARE ELEMENTS OF MOST CLEAR AND
APPROPRIATE? DO THEY EXPRESS ACTUAL BEHAVIOR? IS THERE
INTERNAL CONSISTENCY AMONG MOST?
Strategy is well differentiated from objectives & tactics: IS STRATEGY WELL
SEPARATED FROM OBJECTIVES AND TACTICS?,
d) Strategy evaluation checklist
Strategy evaluated against fit /congruence criteria: IS IT WELL ANALYSED?
There are enough “buts” (areas to improve): DO YOU SEE ENOUGH “BUTS”.
d) Scenarios / checking the robustness of strategy
Built up of scenarios: IS IT ON PPROPRIATE PEST & 5-forces FACTORS? ARE
FACTORS IN EACH SCENARIO THE SAME ?
Implications for the sector assessed: IS ASSESSMENT APPROPRIATE?
Implications for the firm: ARE IMPLICATIONS WELL POINTED OUT?
Strategy robustness: DOES STRATEGY STAND UNDER EACH SCENARIO?