1- Overview

1.1- Company performance

• In what stage of the competitive life cycle is the company?
• Is the company currently earning a return above its cost of capital?
• Are returns on invested capital increasing, decreasing, or stable? Why?
• What is the trend in the company’s investment spending, including mergers and acquisitions?

1.2- Industry analysis

• What percentage of the industry does each player represent?
• What is each player’s level of profitability?
• What have the historical trends in market share been?
• How stable is the industry?
• How stable is market share?
• What do pricing trends look like?
• What class does the industry fall into—fragmented, emerging, mature, declining, international, network, or hypercompetitive?

1.3- Porter's five forces

• How much leverage do suppliers have?
• Are suppliers more concentrated than the industry they sell to?
• Is there existing substitute products to replace the products suppliers are selling?
• Is there significant switching cost to move from one supplier to another one?
• Can companies pass price increases from their suppliers on to their customers?
• Are there substitute products available?
• Are there switching costs?
• How much leverage do buyers have?

1.4- Barriers to entry

• How informed are the buyers?
• What are the barriers to entry for the industry?
• What is the potential for new entrants to the industry?
• How would the incumbents react to a new entrant?
• What is the potential for substitute products to enter the market?

2- Value creation opportunities

2.1- Market expansion

• What are the potential opportunities for expanding the market for the company’s products or services?

• What are the potential risks and challenges associated with market expansion?

• What are the potential impacts of market expansion on the company’s revenue, profitability, and market share?

• What resources and support are needed for pursuing market expansion opportunities?

2.2- Product innovation

• What are the potential opportunities for introducing new or improved products or services?
• What are the potential risks and challenges associated with product innovation?
• What are the potential impacts of product innovation on the company’s revenue, profitability, and market share?
• What resources and support are needed for pursuing product innovation opportunities?

2.3- Process improvement

• What are the potential opportunities for improving the company’s processes and operations?
• What are the potential risks and challenges associated with process improvement?
• What are the potential impacts of process improvement on the company’s efficiency, quality, and cost structure?
• What resources and support are needed for pursuing process improvement opportunities?

2.4- Mergers and acquisitions

• What are the potential opportunities for mergers and acquisitions to create value for the company?
• What are the potential risks and challenges associated with mergers and acquisitions?
• What are the potential impacts of mergers and acquisitions on the company’s revenue, profitability, and market position?
• What resources and support are needed for pursuing mergers and acquisitions opportunities?

2.5- Strategic partnerships and alliances

• What are the potential opportunities for strategic partnerships and alliances to create value for the company?
• What are the potential risks and challenges associated with strategic partnerships and alliances?
• What are the potential impacts of strategic partnerships and alliances on the company’s revenue, profitability, and market position?
• What resources and support are needed for pursuing strategic partnerships and alliances opportunities?

3- Implementation and evaluation

3.1- Implementation plan

• How will the value creation opportunities be implemented?
• Who is responsible for executing the value creation plan?
• What resources and support are needed for implementing the value creation plan?

3.2- Monitoring and control

• What metrics will be used to monitor the effectiveness of the value creation plan?

• How will the value creation plan be adjusted based on the monitoring results?

• Who is responsible for monitoring and controlling the value creation plan?

3.3- Evaluation and feedback

• What metrics will be used to evaluate the overall effectiveness of the value creation plan?
• How will the evaluation results be used to adjust and improve the value creation plan?
• Who is responsible for conducting the evaluation and providing feedback?

3.4- Risk management

• What are the potential risks to the value creation plan?
• How will the value creation plan account for and mitigate these risks?
• Who is responsible for managing and monitoring the risks associated with the value creation plan?