Strategy Whiteboard
Strategic Analysis
Culture
External Impacts
Internal Evaluation
Historical Results
Foundation
The Strategy Whiteboard app provides the flexibility to incorporate your company’s existing culture and use that as the guiding force for strategy development and execution, or you may use the Blendification culture framework of Cause, Intention, and Behaviors.
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Use the External Impacts block to list the things outside of your control that will have a significant impact on your company. These could be threats, opportunities, trends, or sources of inspiration. This will serve as a critical set of assumptions that drive your company’s decision-making and direction.
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Identify the major strengths that your company has. What are you particularly proud of? Which things do you rely on most to win customers, attract employees, or meet expectations. These are the things you build your strategy around. You will also identify weaknesses in this block, but only those that require critical attention.
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The Historical Results block enables you to create a table of metrics for up to 5 time periods. These could be quarters, years, or whatever is appropriate to your company. The main purpose of this table is to provide a quick reference for us to ensure we all have the same understanding of past performance.
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The Foundation block is where we really begin to aim the company toward a singular focal point set 4 to 5 years out in time. There are three elements to this block and each one helps establish parameters that will be used throughout your Strategic Planning and Implementation.
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Strategic Focus & Outcomes
Customer & Market
Product
Operations
People
Expected Results
This Focus Lens is where you create high resolution clarity on who your customers are and which markets you are targeting. Get specific deciding which geographies, industry types, demographics, psychographics and any other segment or profile detail that helps you narrow in on your ideal customer.
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This Focus Lens sharpens the expectations of how your product helps you connect with you specific customer & market. Think about what your customer expects to receive such as benefits, experience, and value proposition. Also, what do you expect in return such as revenue and profit.
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The Operations Focus Lens gives detail on how your company needs to manage its assets, resources, and infrastructure. Not to be confused with standard operating procedures and general administrative functions, this block highlights the big things like M&A, finances, real estate, and organization structure.
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Every business is comprised of and dependent on its people. The People Focus Lens helps you be intentional about your employees and other stakeholders. What do you need from your people to be successful? But also, how are you sharing that success with them?
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Disciplined companies follow a budget. But strategic companies let their strategy drive their budget. If your company achieves the Strategic Outcomes you defined in each Focus Lens block, then what are the Expected Results? Create a table showing your company’s key metrics and let those set your budget.
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Cause
Giving people greater personal awareness
Intention
To advance technology making personal data convenient and actionable for improving customers’ well-being.
Behaviors & Habits
Openness to alternative viewpoints, experimentation, and adaptation.
Discipline and focus on activities aligned with desired outcomes.
Embrace constructive conflict by being respectful, direct and transparent.
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Impacts
Greater demand for corporate health & wellness programs
Performance athletics will be a growing market for wearables
People will expect privacy control over their personal data
5G network will increase bandwidth capabilities
Just-in-time supply chain changing to just-in-case
Inspiration
Peleton- promotion of fitness lifestyle
Beddit- using technology to track and improve sleep quality
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Strengths
Brand trusted with personal data and privacy
Penetration with higher customer age brackets
Unique and intuitive user interface
Low-cost product design
Weaknesses
Medical diagnoses inhibited by sensor accuracy
Wireless charge capable battery capacity is less than 8 hours
Product returns due to field defect is too high
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| 2019 | 2020 | 2021 | |
|---|---|---|---|
| Revenue | $36M | $48M | $72M |
| COGS | $13M | $17M | $22M |
| Net Income | $2.5M | $3.8M | $7.1M |
| Devices Sold | 360K | 480K | 720K |
| Global Market Share | 0.7% | 0.9% | 1.2% |
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Foundation Strategy
Cost Leadership
Unifying Objective
8M DatBands in daily use by end of year 2025
Core Competency Statement
Providing actionable personal data and insights through connected bands that encourages active living
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Strategic Focus
Grow sales in athletic and 50+ customer segments enabled by influencer promotion and feature awareness.
Strategic Outcome
3.5M DatBands sold in US YE25
500k DatBands sold in Latin America by YE25
80% conversion ration of devices sold to online users by 2023
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Strategic Focus
Complete and release 4th generation DatBand with fully encapsulated housing and new power management design.
Strategic Outcomes
Battery cycle >12 hour per charge by December 2023
Water-related incidents fewer that 10% of returns by December 2022
User engagement score >85% by June 2024
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Strategic Focus
Establish AI-driven QA system to reject defects earlier and more accurately while maintaining low manufacturing costs.
Strategic Outcomes
Manufacturing hub operating at 90% capacity by 3Q24
Field defect rate <1% by YE24
COGS at 25% of sales income by YE24
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Strategic Focus
Invigorate culture elements providing enhanced personal growth, development, and fulfillment for employees.
Strategic Outcomes
Employee retention rate at 92% by 2023 and beyond
Annual bonus at 20% every year starting 2022
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| 2024 | 2023 | 2022 | |
|---|---|---|---|
| Revenue | $250M | $140M | $110M |
| COGS | $62M | $38M | $31M |
| Net Income | $32M | $17M | $11M |
| Devices Sold | 2.4M | 1.4M | 1.1M |
| Global Market Share | 3.8% | 2% | 1.8% |
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Strategy Whiteboard
Strategic Actions
Customer & Market
Product
Operations
People
Customer & Market Strategic Actions are the significant things you will do to attract and retain your customers. These impact whole customer experience. Everyone in the company needs to support these actions, not just your sales and marketing teams.
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Product Strategic Actions ensure your product is meeting the expectations of your customers and your stakeholders. Consider what features are required to solve the problem. How does the pricing correlate with the benefits customers receive and how does it compare to competitor offerings or alternative solutions?
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Operations Strategic Actions cover all the major items involving how your company operates. Consider how to structure your costs and teams appropriately. Determine which factors are hurting profits or limiting scale. Decide where to invest and what capabilities you need to attain.
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The People Strategic Actions are highly connected to the Culture block. This is the place to figure out how employees are being cultivated and incentivized. Think how to establish workplace norms that foster the desired culture. Do what it takes to make your company a place where people can thrive and grow.
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Execution | Root Group
Grow corporate Instagram account followers from 450K to 1M by increasing content campaigns
Increase social media affiliate partner program by adding 25 new influencers
Launch 15 retail pop-ups in selects malls in Beijing. Hong Kong, Seoul, and Singapore
Discontinue Facebook advertising and reallocate budget to new marketing programs
Create customer segmentation tool to better match product features with age demographics
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Finalize material compositions for band casing
Implement and test new power management protocol for energy saver and inactive modes
Replace pedometer sensor package with more efficient wake-state switching
Increase water resistance pressure rating from 3 ft to 50 ft
Add UV protection glaze on touch screen
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Implement new order fulfillment software suite to prevent long-lead lag events and increase outbound bundling opportunities
Increase supply inventory to 6 months of stock for greater supply chain resilience
Procure long term contracts for rubber, glass, and battery purchasing to lower costs by 20%
Complete build-out of stage 2 assembly plant to get manufacturing hub operating as capacity
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Implement hybrid and remote office policy
Start team development workshop series and group reinforcement program
Begin geographic diversification recruitment by targeting Denver, Las Vegas, Phoenix, Tulsa, and Dallas
Create bonus allocation plan based off earnings growth and revenue vitality index
Establish culture sentiment gauge to measure employee attitudes, feelings, and general outlook on the workplace
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