It Strategy Template

www.StartSmartS.
com Page 1
THE NEW CEO MINDSET
How t o ef f ect i vel y us e I nf or mat i on Technol og y
t o gai n and mai nt ai n compet i t i ve advant a ge
Sourabh Hajela
StartSmart Consulting

Seminar Workbook

Session:
Chair:
Date:

Name: _____________________________________
Business Name: _____________________________________

Why do some organizations create unprecedented shareholder value using IT, while others are lost at sea? It is no secret that IT is a
strategic weapon that can be used toward competitive advantage, what is often in doubt is how to make it happen. Can you say with
certainty that you are getting the biggest bang for your IT buck? Can you prove it? If gaining sustainable competitive advantage is an
imperative for you, read on. This workbook will show you how to use IT for shareholder valueand we can prove it!
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BASELINE
Q1. What are your top 5 business pain points?

These are things that you wish you had or had a solution for. Please put the first 5 things that come to mind.

Business pain points:

1. ______________________________________________________________________________________________________
2. ______________________________________________________________________________________________________
3. ______________________________________________________________________________________________________
4. ______________________________________________________________________________________________________
5. ______________________________________________________________________________________________________
Q2. What are your top 5 business objectives?

For example, the following are some common reasons that drive business strategy:
Business objectives forward action: Things that you must do to succeed
Business objectives risk mitigation: Things you must avoid to succeed
Business objectives overcoming roadblocks: Thing you must overcome to succeed
Business objectives other?

These can be short term or long term. They can be driven by revenue, cost, time to market, competitive advantage, risk or some other reason.

Business Objectives (Long Term/Short Term):

1. LT/ST________________________________________________________________________________________________
2. LT/ST________________________________________________________________________________________________
3. LT/ST________________________________________________________________________________________________
4. LT/ST________________________________________________________________________________________________
5. LT/ST________________________________________________________________________________________________

Q3. How do you plan to achieve these objectives?
For example:
o If revenue increase is an objective, then enhancing the scope and reach of your distribution channel is an imperative. This can
be achieved by going direct to customer or getting more distributors for your product.
o If reducing cost is an objective, then sending electronic statements can reduce printing costs
o If margins is the issue then selling direct can reduce broker/distributor commissions

Opportunity Imperative
Revenue

Cost

Risk

Customer
Satisfaction/Retention

Other

Q4. What is in the way of achieving your imperatives?
For example:
o If revenue increase is an objective, then enhancing the scope and reach of your distribution channel is an imperative. This can
be achieved by going direct to customer or getting more distributors for your product. Complication: you do not have the
money to invest
o If reducing cost is an objective, then sending electronic statements can reduce printing costs. Complication: you do not have
the technology staff to pull this off
o If margin is the issue then selling direct can reduce broker/distributor commissions. Complication: you do not have the
technology to pull this off or this will offend your current distributors who might leave.

Imperative Complication/Implication
Revenue

Cost

Risk

Customer

Other

Q5. What will we gain by leveraging IT capability across the business?

Opportunity Rationale
Sales and Marketing

Manufacturing and
Operations

Procurement

After Sales Service


BUSINESS ANALYSIS
Q6. Who is your customer?
1. What do you know about their demographics?
2. What do you know about their psychographics i.e. behavior and preferences?
3. How do you know your customer demographics and psychographics?

Customer Demographic:

Customer Behavior and Preferences:

Q7. What is our current business model?

Q8. What are the strengths/weaknesses/gaps in this business model?

Q9. What are the strengths, weaknesses, opportunities and threats facing your business?

Strengths Weaknesses

Opportunities Threats

Q10. What is each products profitability by market and channel?

Market Customer Product Purpose
Instructions
S, M, and/or L C, B, and/or P List applicable products S, B, and/or V
Direct
Sales Force
Brokers/Dealers
Phone
Wireless (Phone)
Wireless (Palm/Other)

LEGEND:
Market:
S: Small
M: Medium
L: Large
Customer:
C: Sponsor
B:
Broker/Producer
P: Participant
Purpose:
S: e-Sell
B: e-Buy
V: e-Service
Q11. What are some of the key areas in which your competitors are better than you? Is this gap of importance to our customer?

Gap Rationale
Sales and Marketing

Manufacturing and
Operations

Procurement

After Sales Service


IT STRATEGY ANALYSIS
Q12. What is in the way of achieving your business imperatives?
For example:
o If revenue increase is an objective, then getting more enhancing the scope and reach of your distribution channel is an
imperative. This can be achieved by going direct to customer or getting more distributors for your product. Complication: you
do not have the money to invest
o If reducing cost is an objective, then sending electronic statements can reduce printing costs. Complication: you do not have
the technology staff to pull this off
o If margin is the issue then selling direct can reduce broker/distributor commissions. Complication: you do not have the
technology to pull this off or this will offend your current distributors who might leave.

Imperative Complication/Implication
Revenue
People:

Process:

Technology:

Other:
Cost
People:

Process:

Technology:

Other:
Risk
People:

Process:

Technology:

Other:
Customer

People:

Process:

Technology:

Other:
Other
People:

Process:

Technology:

Other:
Q13. Can IT help achieve your business imperatives?

Complication/Implication Solution
Revenue
Application:

Information:

Infrastructure:
Cost
Application:

Information:

Infrastructure:
Risk
Application:

Information:

Infrastructure:
Customer

Application:

Information:

Infrastructure:
Other
Application:

Information:

Infrastructure:
Q14. What will we gain by leveraging IT capability (selling, manufacturing, buying or servicing) across the business?

Opportunity Rationale
Sales and Marketing
(Hint: Usually the opportunities are on the
revenue and some on cost side)

Manufacturing and
Operations
cost side)

Procurement
cost side)

After Sales Service
cost and customer retention side)


ENVIRONMENT TREND ANALYSIS
Q15. Top 5 business trends? Which of these will affect you? How?

No. Trend Impact Rationale
1

2

3

4

5

Q16. Top 5 technology trends? Which of these will affect you? How?

No. Trend Impact Rationale
1

2

3

4

5

Trend analysis leads to the creation of business impact statement and risk mitigation strategy.


CURRENT IT CAPABILITY ANALYSIS
Q17. How much do you spend on it? (Is it the largest single investment?)
1. Where do you spend that money? (categorize that spend)

2. Why? (How much have you earned from it?

Q18. What is your technology ROI?

Q19. Does your company have a plan for technology?

Q20. Does your business plan include a technology plan?

Q21. Where is IT being used across your business?

IT Capability Rationale
Sales and Marketing
revenue and some on cost side)

Application:

Information:

Infrastructure:

Manufacturing and
Operations
cost side)

Application:

Information:

Infrastructure:

Procurement
cost side)

Application:

Information:

Infrastructure:

After Sales Service
cost and customer retention side)

Application:

Information:

Infrastructure:

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