Group 2:

-Antioquia, Charrie Faye

-Atendido, J-Nathaniel
-Bias,Roaugust Sitiel
-Pendon, Mica Mae
-Sexiona, Ernielyn
-Sulit, Poul Arold
Strategy Analysis
Introduction to
&
Business \
Business Analysis
 Business Analysis
Business Analysis is a disciplined approach for
introducing and managing change to organizations,
whether they are for-profit businesses, governments, or
non-profits.

Used to identify and articulate the need for change in

how organizations work, and to facilitate that change.
 identify and define the solutions that will maximize the
value delivered by an organization to its stakeholders.
 Business Analysis

Business Solution
Needs Requirements

Business Analyst
- person who analyzes and documents the market environment,
processes, or systems of businesses.

Understanding the business goals

Understanding the current state
Defining the required Changes
 Strategy Analysis
Strategic analysis refers to the process of conducting research on a
company and its operating environment to formulate a strategy. The
definition of strategic analysis may differ from an academic or
business perspective, but the process involves several common
factors:
- Identifying and evaluating data relevant to the company’s strategy.

- Defining the internal and external environments to be analyzed

- Using several analytic methods such as Porter’s five forces

analysis, SWOT Analysis and value chain analysis
Introduction to
Business
Analysis
 Definition

STRATEGY ANALYSIS
Strategic analysis is a process that involves researching an
organization’s business environment within which it operates.
Strategic analysis is essential to formulate strategic planning for
decision making and smooth working of that organization. With
the help of strategic planning, the objective or goals that are set
by the organization can be fulfilled.

Strategic analysis is essential if a company has a goal and a

mission for themselves. All leading organization who are well
known for their achievements have years of strategic planning
being implemented at various stages.
 PURPOSE OF STRATEGY ANALYSIS
The purpose of a strategiy analysis are:
• to analyze an organization's external and internal
environment
• assess current strategies
• generate and evaluate the most successful strategic
alternatives.

Strategy analysis is the foundation for understanding the

strategic gap – the difference between the current position
and the desired position of the organization. It ensures that
the management team has a common understanding of the
current state of the organization, and what opportunities or
threats they should address in the future. 
PURPOSE OF STRATEGY ANALYSIS
 The Timing of Strategy
Analysis
The Timing of Strategy Analysis Strategy analysis
should be performed as a business need is
identified. This allows stakeholders to make the
determination of whether to address that need or
not. Strategy analysis is an ongoing activity that
assesses any changes in that need, in its context,
or any new information that may indicate that an
adjustment to the change strategy may be
required.
STAKEHOLDERS AND THEIR
INTERESTS
Stakeholders are those who may be affected by or have
an effect on an effort.
1.Primary stakeholders are the people or groups that
stand to be directly affected, either positively or
negatively, by an effort or the actions of an agency,
institution, or organization. 
2.Secondary stakeholders are people or groups that are
indirectly affected, either positively or negatively, by an
effort or the actions of an agency, institution, or
organization. 
3.Key stakeholders who might belong to either or neither
of the first two groups, are those who can have a positive
or negative effect on an effort, or who are important
within or to an organization, agency, or institution
engaged in an effort. 
∙ WHY IDENTIFY AND ANALYZE STAKEHOLDERS AND THEIR INTERESTS?

∙ It puts more ideas on the table 

∙ It includes varied perspectives from all sectors and elements of the
community affected
∙ It gains buy-in and support for the effort from all stakeholders 
∙ It’s fair to everyone
∙ It saves you from being blindsided by concerns you didn’t know about. 
∙ It strengthens your position if there’s opposition
∙ It creates bridging social capital for the community
∙ It increases the credibility of your organization
∙ It increases the chances for the success of your effort
WHO ARE POTENTIAL
STAKEHOLDERS?
PRIMARY STAKEHOLDERS
Beneficiaries or targets of the effort
Some examples are:
∙ A particular population – a racial or ethnic group, a socio-economic group,
residents of a housing project, etc.
∙ Residents of a particular geographic area – a neighborhood, a town, a rural
area.
∙ People experiencing or at risk for a particular problem or condition –
homelessness, lack of basic skills, unemployment, diabetes.
∙ People involved or participants in a particular organization or institution –
students at a school, youth involved in the justice system, welfare recipients.
∙ People whose behavior the effort aims to change – delinquent youth, smokers,
people who engage in unsafe sex, people who don’t exercise.
∙ Policy makers and agencies that are the targets of advocacy efforts.
WHO ARE POTENTIAL
STAKEHOLDERS?
SECONDARY STAKEHOLDERS
Those directly involved with or responsible for beneficiaries or targets of the
effort
∙ Parents, spouses, siblings, children, other family members, significant others,
friends.
∙ Schools and their employees – teachers, counselors, aides, etc.
∙ Doctors and other medical professionals, particularly primary care providers.
∙ Social workers and psychotherapists.
∙ Health and human service organizations and their line staff – youth workers,
welfare case workers, etc.
∙ Community volunteers in various capacities, from drivers to volunteer
instructors in training programs to those who staff food pantries and soup
kitchens.
WHO ARE POTENTIAL
STAKEHOLDERS?
Those whose jobs or lives might be affected by the process or results of the
effort
∙ Police and other law or regulation enforcement agencies.
∙ Emergency room personnel, teachers, and others who are legally bound to
report possible child abuse and neglect or other similar situations.
∙ Landlords. 
∙ Contractors and developers. 
∙ Employers. 
∙ Ordinary community members whose lives, jobs, or routines might be affected
by an effort or policy change, such as the location of a homeless shelter in the
neighborhood or changes in zoning regulations.
WHO ARE POTENTIAL
STAKEHOLDERS?
KEY STAKEHOLDERS
Government officials and policy makers
∙ Community leaders – people that
∙ Legislators. 
others listen to. 
∙ Governors, mayors, city/town councilors,
Those with an interest in the outcome of
selectmen, etc.
an effort
∙ Local board members. 
∙ Business. 
∙ State/federal agencies. 
∙ Advocates. 
∙ Policy makers. 
∙ Community activists. 
Those who can influence others
∙ People with academic or research
∙ The media interests related to a targeted issue or
∙ People in positions that convey population. 
influence. Clergy members, doctors, ∙ Funders. 
CEOs, and college presidents are all
∙ Community at large.  
examples of people in this group.
 What is Strategic Analysis?
• Strategic analysis refers to the process of
researching an organization and its working
environment to formulate a strategy.
• Strategic analysis of an organization is an
essential factor when it comes to
formulating a plan for the smoother
working of your company. It is an essential
factor for planning and optimizing your
marketing strategy.
RACE Framework
RACE Framework
empowers marketing
strategists to break
down their marketing
activities across their
key customers'
journeys.
 RACE Framework of Competitors
While you are
conducting strategic
analysis, you must
have a good
knowledge of your
competitors, so you
can define a strategy
that will help you
stand apart from
them and remain
competitive.
 Types of Strategic Analysis
• Internal strategic analysis. Give you an overview of
the functioning of your own company. In this
analysis, you assess and analyze your strengths and
weaknesses, and establish a strategy that will help
you improve the image of your company.
• External strategic analysis. The need to know how
the market functions and what the consumers
require. It measures customer satisfaction towards
your and your competitors' products so that you
can get an overview of how the market functions.
 Strategy Analysis Tools
SWOT Analysis
Performing SWOT
analysis will help you
create a strong and
long-term vision
through strategic
planning for your
organization.
 Strategy Analysis Tools
PESTLE analysis (Political,
Economic, Social,
Technological, Legal and
Environmental) describes a
framework of macro-
environmental factors used
in the environmental
scanning component of
external strategic analysis.
 Strategy Analysis Tools
Porter's Five Forces
Framework is a method for
analyzing competition of a
business. It draws from
industrial organization
economics to derive five
forces that determine the
competitive intensity and,
therefore, the attractiveness
of an industry in terms of its
profitability.
 Strategy Analysis Tools
Scenario planning
will help the
leaders to get a
clear picture of
what will happen if
they implement a
particular strategy.
 Strategy Analysis Tools
Value Chain Analysis
In value chain analysis,
an organization will
identify its primary and
support activities that
will add value to the
final product and then
analyze these activities
to reduce costs or
increase differentiation.
Strategy Analysis Process
• Know your goals
• Collect and analyze the
information
• Construct a strategy
• Implement your strategy
• Evaluate and control
 Levels of Strategy
• Corporate-level (Portfolio). It involves high-level strategic
decisions that will help a company sustain a competitive
advantage and remain profitable in the foreseeable future.
• Business-level. It focuses on market position to help the
company gain a competitive advantage in its own industry
or other industries.
• Functional-level. It focus on activities within and between
different functions, aimed at improving the efficiency of
the overall business.
ENTERPRISE ANALYSIS
The Enterprise Analysis It describes the business
Knowledge Area describes analysis activities that take
place for organizations to:
the business analysis
✔Analyze the business situation
activities necessary to
✔Assess the capabilities of the
identify a BUSINESS NEED, enterprise
problem, or opportunity, ✔Determine the most feasible
define the nature of a business solution approach.
solution that meets that Define the solution scope and
need, and justify the develop the business case for a
proposed solution.
investment necessary to
✔Define and document business
deliver that solution requirements
 DEFINE BUSINESS NEED
❑ The business need defines the
problem that the business analyst
is trying to find a solution for.
❑A business need describes a
problem that the organization is
(or is likely to) face or an
opportunity that it has not taken,
and the desired outcome
 INPUTS TO DEFINE BUSINESS NEEDS
BUSINESS GOALS AND OBJECTIVES: Business
goals and objectives usually have to be
refined in order to define the business need.
In some cases the goal or objective may be
exploratory—the business need may be to
understand if a methodology or business
model can work.
REQUIREMENTS [STATED]: Elicitation must be
performed in order to assist stakeholders in
defining their perceived needs.
ELEMENTS TO DEFINE BUSINESS NEEDS

1. BUSINESS GOALS Test for assessing

AND OBJECTIVES objectives is to ensure
that they are SMART:
Goals are longer-term,
ongoing, and SPECIFIC
qualitative statements MEASURABLE
of a state or condition ACHIEVABLE
that the organization is
seeking to establish RELEVANT
and maintain. TIME-BOUNDED
ELEMENTS TO DEFINE BUSINESS NEEDS

2. BUSINESS PROBLEM OR OPPORTUNITY

An issue must be investigated to ensure
that there is in fact an opportunity for
improvement if the issue is resolved
3. DESIRED OUTCOME
It describes the business benefits that will
result from meeting the business need and
the end state desired by stakeholders
TECHNIQUES TO DEFINE BUSINESS NEED

1. Benchmarking
2. Brainstorming
3. Business Rules Analysis
4. Focus Groups
5. Functional Decomposition
6. Root Cause Analysis
STAKEHOLDERS TO DEFINE BUSINESS NEED

1. Customer or Supplier
2. Domain SME and End User
3. Implementation SME
4. Regulator
5. Sponsor
The business analyst should question
the assumptions and constraints that
are generally buried in the statement
of the issue to ensure that the correct
problem is being solved and the
widest possible range of alternative
solutions are considered.
 Assess Capability Gaps

• Assess the current capabilities of the

enterprise and identify the gaps that
prevent it from meeting business
needs and achieving desired
outcomes.
 Determine Solution Approach

• The solution approach describes the

general approach that will be taken to
create or acquire the new capabilities
required to meet the business need.
Thank
You