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Once you have completed the business strategy exercise, there will be a number of outcomes in addition to the Business Strategy itself.  This information is required to make the business strategy actionable and to be inputs to business unit planning, departmental plans, individual goal setting, resource allocation, budgeting, project prioritization and other activities throughout the organization. The following outcomes are required as input in to the organization’s Technology Strategy and other company activities.
Heinz is an excellent example of converting goals to strategies.  I have included their materials below and they can be found here. This is a sample Business Strategy for a fictitious company that you can reference throughout the business strategy process.
SWOT (Strengths, Weaknesses, Opportunities, Threats).   The organization’s Strengths, Opportunities, Weaknesses and Threats (SWOT) both internal and external to the organization. Customer Goals.  The required customer goals which will result in the necessary sales to accomplish the financial goals.
Employee Goals.  Goals for the required employee training, development, productivity increases and retention needed to support delivery of the organizational goals. Above is the  format for the business strategy that I have used in the past that is relatively simple and conveys the essence of the strategy in an easily communicable manner.  Here is a completed, sample business strategy for a ficticious company that you can reference throughout this section. Philip Selznick (1957) introduced the idea of matching the organization’s internal factors with external environmental circumstances.
The SWOT analysis is easily conducted with brainstorming sessions with key leadership and personnel.  The SWOT analysis should be revisited as you go through developing the Business Strategy to ensure that as you are thinking about the future of your business you leverage strengths, capitalize on opportunities, address weaknesses, and to the extent you can, safeguard against threats. The business strategy development process starts with understanding of one’s mission, beliefs and values. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising.
Corporate Tinkertoys: Diversification and Integration around the airline industry American Airlines United Airlines National Rent-a-Car Boeing . Airline Industry Example: Diversification and Integration American Airlines United Airlines National Rent-a-Car Boeing .


Your Strategic Marketing Plan is an integral part of your overall business plan, and we can help you pull all of the elements together. Based upon years of working with technology companies who were at various stages of strategic planning, Aistrup Consulting developed our own flexible process to help customers define and develop compelling, actionable marketing plans.
We don’t need to re-invent the wheel every time we take on a project—if all you need is a “tune up” on your old plan, we’ll start from there. We write your plans to meet the specific needs of your audience, whether it’s investors, lenders, Board members or your own management. Take the first step toward making that commitment, and call us today to help you develop an actionable Marketing Plan. Conducted a product line optimization to identify low margin products and refocus business development on high profit segments. Developed and wrote funding documentation for clients seeking financing and government grants, resulting in over $20 million of SBIR funding and successful private and public financing rounds.
Trained Marketing and Sales of a Fortune 50 technology firm in Best Practices including strategy and value proposition development, market analyses, competitive intelligence, product life cycle modeling, pricing strategies and product launches.
Clarified the value proposition for a disposable medical device, established a new brand identity and ultimately positioned the product as the new industry standard within two years. Conceived and led strategy development for more than 20 early stage technology companies, resulting in first commercial sales, industry awards such as “Startup of the Year” and funding from SBIR, private and public sources. Strengthened product pricing strategies for management of a renewable energy technology firm, validated with in-depth analysis of competitor financials, distribution, production capabilities, new products and SWOT analyses.
Established an aggressive IP licensing program for a biotech company resulting in the company’s first multi-million dollar license agreement with a Fortune 100 medical device company. Licensing and royalty revenues increased from zero to over $50M in 5 years, propelling the company to #20 on Fortune Small Business Fastest Growing 200 List. Managed and negotiated Intellectual Property licenses and agreements with global technology developers in the Printed Electronics industry resulting in two publicly announced agreements.


Qualified prospective licensing targets for medical diagnostic technologies, initiated discussions and negotiated terms leading to 3 executed agreements. This core idea was developed into what we now call SWOT analysis.   The diagram provides a SWOT analysis template.
Any of these examples could potentially be strengths for your particular business rather than weaknesses. Our program isn’t “canned”—instead, we customize how we work with you based on your unique needs and budget. But maybe, Tide is not really Tide everywhere – there are changes made to the formula but the brand is the same.
Microsoft is in high-technology, Prentice-Hall is in publishing (they publish our textbook). If that’s what you see, they are in the same industry and so this is horizontal integration like United Airlines acquiring American.
But if combined with Salvo, the company is adjusting its strategy to conform to local preferences, and that means the overall corporate strategy looks multidomestic.
From that perspective, this is related diversification where the synergy is likely using Dell’s marketing prowess to leverage Apple’s operating system technology. This actually happened and represents “strategic” exit (Intel was financially strong) rather than exit under duress.
So they are in the same industry (operating systems) which means horizontal integration, and in related industries (PCs, PC applications) which means related diversification.



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