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STRATEGY STRATEGY ANALYSIS ANALYSIS CORE QUESTIONNAIRE QUESTION NAIRE The purpose of this questionnaire is to analyze how the strategies are formulated, implemented and evaluated by various organizations for a proj projec ectt bein being g fram framed ed for for a Stra Strate tegi gic c Ma Mana nage gem ment ent cour course se work work at Karachi Karachi Universit University y Busines Business s SchoolSchool- KUBS. We apprec appreciat iate e your your time and feedback. The information collected will be kept confidential.
STRATEGY FORMULATION 1. Does your organization have a clear and well defined mission statement?
Yes
No
2. When did you update your current mission statement?
Last year
2 years back
5 years
Other, ___________ ___________
3. How often do you formulate/renew your organization’s mission statement?
1 year
2-3 years
3-5 years
5-10 years
10-15 years
More
4. Is your mission statement reviewed by the managers at all levels?
Yes
No
If yes how many?
5. Is SWOT Analysis a part of your organization’s function?
Yes
No
If yes how frequently it takes place?
6. Does SWOT Analysis is performed formally as well as informally for strategy formulation by your organization?
Yes
No
7. Is your organization quick enough to respond to arousing situations by creating strategies for it?
Yes
No
8. Are strategies defined by only top management or middle and lower management has any role in it? Are they consulted?
No role
Involved
Consulted
9. Does your organization have any back-up strategies, in case an implemented strategy fails?
Yes
No
10.
Do you run any competitive intelligence programs?
Yes
No
11. Do you prepare any External Factor Evaluation (EFE) Matrix or Competitive Profile Matrix (CPM)?
Yes
No
If yes how?
12.
Which approach does your organization follow?
Resource Based View (RBV approach – Internal factors)
Industry Organization (I/O approach – External factors)
13. What plays an important role in success/failure of your strategies to be implemented?
Internal forces
External forces
14. In order to get competitive advantage do you perform any value chain analysis?
Yes, Please specify ___________________________________ No
STRATEGY IMPLEMENTATION 15. What are the major strategy implementation activities common in your organization?
16. Is there any formal or professional association or regulations attached to your organization? Does your organization comply with its requirements?
17. Were there any conflicts in the strategic period? If yes, then in which areas? And how were they resolved? (Avoidance, diffusion, confrontation)
18. When the last restructuring was took place in your organization? What were the reasons for it? How was it communicated to the relevant employees? How did it take place?
19. What is the promotion policy of your company? Which tools are commonly used by your company for promotion purposes? Why are such tools used? Please show a graphical interpretation for the tools used (pie chart)
20. Does your organization make budgets? Which type of budgeting is used? Does the actual performance of the organization meet the budgeted? What is the percentage of variance between budgeted and actual performance? Reasons for such variation?
21. What is the basis of resource allocation of your organizer. What were the reasons for selecting such basis? Which resource is given the most priority in your organization? (Financial, Human, Technological)
22. Does the organization maintain a policy manual for standard operating procedures? Are the policies regularly updated? Are the policies consistently followed by the employees?
23. Rate your director’s commitment and support to the implementation of strategic initiatives. (1=v good; 10=v bad) 1
2
3
4
5
6
7
8
9
1 0
24. Rate how appropriate past and current structure of your organization is to support the implementation of strategic initiatives. (1=v good; 10=v bad) 1
2
3
4
5
6
7
8
9
1 0
---
3
4
5
6
7
8
9
1 0
---
PAST
STRUCTURE
1
2
CURRENT
STRUCTURE
25. Do you have your own Research and Development department? Is your organization the Innovators or the Followers? How do you allocate budget to R & D department?
STRATEGY EVALUATION 26. Rate your organization’s ongoing evaluation practices as it relates to strategic initiatives
Perpetual evaluation
Seldom periodic evaluation
No evaluations conducted
27. Does your organization use strategic evaluation tools like Balance score card?
Yes
No
Other tools
No tools
If no tools, what is the method of evaluation?
28. Has your organization developed a set of KPI’s (key performance indicators) or some other form of accountability to track the success of strategic initiative:
KPI’s defined
No such indicator
29.
If no, what is the accountability method?
Financial _________________
Non-Financial
30. Rate your organization’s response time after the acknowledgement that a strategic initiative is failing.
Immediate response
Normal
Delayed
31. Rate the level of participation in strategic evaluation by Members, Executives and Management Staff
Very much involved
Partially involved
Somewhat involved
Not involved
32.
Which evaluation criteria comes first
Comparing the firm’s performance over different time periods
Comparing the firm’s performance to competitor
Comparing the firm’s performance to industry average
33. What corrective actions are most important to correct unfavorable variances
Revise objectives
Alter strategies
Proper evaluation first
Your contribution is greatly appreciated and your Privacy is highly regarded. Thank you for your time.
STRATEGY ANALYSIS NON-CORE QUESTIONNAIRE The purpose of this questionnaire is to analyze how the strategies are formulated, implemented and evaluated by various organizations for a project being framed for a Strategic Management course work at Karachi University Business School- KUBS. We appreciate your time and feedback. The information collected will be kept confidential.
STRATEGY FORMULATION 34. Are you satisfied with the procedure of SWOT Analysis adapted by your organization?
Yes No
35. Your organization believes in? Please specify time period i.e. 1 year, 3 years, 5 years etc.
Long-Term objectives ___________ Short-Term objectives ___________ Both
36. How important is strategy formulation to handle suddenly aroused problems and situations?
(Assuming 10 is very important – 1 is least important) ____________
37.
Does your organization have well-defined strategies? Yes No
38. Is there any think tank in your organization which is only determined to define and create strategies?
Yes No 39.
Does your organization have well-defined strategies? Yes No
40. Is there any think tank in your organization which is only determined to define and create strategies?
Yes No 41.
What is the benchmark to measure your organization’s activities? Self-Evaluation Competitor Industry None
42.
What sort of culture does your organization follow? Autocratic Bureaucratic Others, Please specify ____________
STRATEGY IMPLEMENTATION
43. On what basis does your organization set its production level? Why? What is the maximum, optimum and normal level of production of your company?
Rate your organization’s readiness for organizational change . (1=v
good; 10=v bad) 1
2
3
4
5
6
7
8
9
1 0
46. Rate the willingness of employees to accept and implement the change. (1=v good; 10=v bad) 1
2
3
4
5
6
7
8
9
1 0
At what extent your firm is financially strong as per your financial 47. ratio analysis?
STRATEGY EVALUATION
Assessment
48. Rate your association’s current practices as they relate to the ongoing assessment of strategic initiatives.
Very relevant Partially relevant Somewhat relevant Irrelevant
49. Rate your association’s performance in communicating assessment results to the:
Members Excellent Good Average Poor Board of Directors Excellent Good Average Poor Auditors/Public/Others Excellent Good Average Poor
Identify where corrective actions are necessary
50. Rate your association’s success at identifying corrective action when strategic initiatives are failing or could be improved.
Highly successful Partial successful Somewhat successful Un successful
Assess Impact of Change/Participation
51. Rate your association’s effectiveness at evaluating the impact of changes subsequent to initial strategy formulation
Very effective Somewhat effective Ineffective
52.
Rate the level of participation in strategy evaluation by the Members Very much involved Partially involved Somewhat involved Not involved at all Executive Committee Very much involved Partially involved Somewhat involved
Not involved at all Executive Director Very much involved Partially involved Somewhat involved Not involved at all Management Staff Very much involved Partially involved Somewhat involved Not involved at all
Moving Beyond Evaluation
53. Rate the attention paid to abandoning, adjusting or developing new strategies subsequent to evaluation of the initial strategies by the:
