A Comparison of the Strategy Compass and SWOT

Creating and Presenting Strategic Plans

Competitive positionSales # 1

Rel. Mkt. Share # 1

Degree of innovation: highPatents/Mkt. Control: yes

Market share # 1

Relative Quality # 1

Asset utilisationInvestment intensity: lowest

Productivity, people + assets: #

1

Fixed Vs Liquid assets:

lowest Capacity utilisation: # 1

Markets addressed

Size of ticket item: large

Customer power: weakest

Logistics: simplest

Market growth rate: highest

Concentration: High

The Strategy Compass: CALM

LeadershipLeadership: respected, visionary

Labour turnover: lowest People: connected

Absenteeism: lowest

Communication and values

A SWOT Analysis

Opportunities

Threats

Weaknesses

Strengths

Linking SWOT to the Strategy Compass

Opportunities

Threats

Competitive position

Asset utilisation

Markets addressed

Leadership

Weaknesses

Strengths

Larg

ely W

ithin th

e Firm

’s Contro

l

Larg

ely Outsi

de the Fi

rm’s

Contro

l

Linking SWOT to the Strategy Compass

Opportunities

Threats

Competitive position

Asset utilisation

Markets addressed

Leadership

Weaknesses

Strengths

Larg

ely W

ithin th

e Firm

’s Contro

l

Larg

ely Outsi

de the Fi

rm’s

Contro

l

Measure and filter in:Vision, Goals, Strategies, Functional performance,

Risk and AOB.

Measure and filter in:comments about

Competitors, Markets, PESTEL, Risk and AOB

Pros and Cons of Each

Issue Compass SWOT

Generic Yes No

Nature Objective Subjective

Measureable Yes Parts

Basis Scientific Research Anecdotal

Succinctness Yes No

Comprehensiveness Quite Very

Applicability Highly Not as rigorous

Standard Practice No Yes

Recommendation Combine but lead with Strategy Compass

The End