Here, you are asked to consider the extent to which your organization, for the business you are reviewing, has a real and complete strategy, as defined by the DPV approach.

Value-Delivery Culture? - Question #8: Situation Analysis?

An important foundation for a complete strategy is a Situation Analysis, continuously updated to summarize the state of the business. Key elements include: definition of the relevant market space for this business; its total market size and trends; our business' revenue, market share, profit, and key recent trends for these basic indicators; description of the most important Value Delivery Chains in the relevant market; key facts about customers and relevant others in the chain, including relevant segmentation and pertinent behaviors (habits and practices) and attitudes; key facts about important and potential competitors; review of important trends and discontinuities, in, e.g., technology, customer/chain structures, competitive activity, regulatory environment, etc..

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #9: Clear financial and other objectives stated in this business' strategy?

A value delivery business strategy states what the organization intends to do, in order to achieve its specific goals. These goals are key criteria against which the balance of the strategy can be understood, evaluated, and measured. These goals usually should include target revenue, market share, and profit, over some appropriate short and a longer term. (Strategic goals may also include more indirect objectives, such as indirectly supporting other businesses, or establishing a beach head in a market, with intent to expand into other related businesses later, etc.)

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #10: Value Delivery Chain analyzed, with primary entities identified?

A complete strategy should describe the Value Delivery Chain(s) relevant, indicating where the primary entities are in the chain, and which other entities are important supporting entities. If not automatically self-evident, the rationale for the selection of primary entities should be provided.

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #11: A real and complete primary Value Proposition articulated?

At the heart of a business strategy should be a real and complete Value Proposition to the primary entity, followed by the Value Delivery System describing how this proposition is to be successfully delivered. Looking at the strategy and business-plan documents for the business you are reviewing, look at the section that purports to be a Value Proposition, or that section that seems to come closest to being a statement of the Value Proposition to the end-user/primary entity. Then consider whether the following questions are answered explicitly and as unambiguously as possible in that document. (Remember this section of the Assessment does not just ask if there is a statement claiming to be a "Value Proposition" or marketing strategy or mission, or whatever. The question here is whether the business strategy you are reviewing actually answers the following specific questions, for the primary entity.)

Value-Delivery Culture? - Question #11-I: Who is the intended customer? (Who will derive the resulting experiences chosen in this Value Proposition?)

To what extent is this question clearly, explicitly answered in your Value Proposition?

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Value-Delivery Culture? - Question #11-II: What is the specific timeframe for delivering this proposition? (When, for how long, will we deliver it?)

To what extent is this question clearly, explicitly answered in your Value Proposition?

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Value-Delivery Culture? - Question #11-III: What does our business want this customer to do? (What do we propose to the customer that they do? What purchase and/or usage of products/services, and any other behaviors, do we want them to perform? This answer should NOT describe the resulting experiences the customer will derive - see Value-Delivery Culture? Question #11-V; the answer here should just state what we want them to buy/use/do.)

To what extent is this question clearly, explicitly answered in your Value Proposition?

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Value-Delivery Culture? - Question #11-IV: What are the best competing alternative(s) this customer will have available? (If they do not do as we wish, what will they most likely do? What competitor to our business would they select, and/or what competing option would they pursue?)

To what extent is this question clearly, explicitly answered in your Value Proposition?

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Value-Delivery Culture? - Question #11-V: What resulting experiences will this customer-entity derive, compared to their best alternatives, IF they do as this business proposes? (Including price and including equal or inferior experiences.)

To what extent is this question clearly, explicitly answered in your Value Proposition?

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Value-Delivery Culture? - Question #12: Real, complete Primary Value Delivery System articulated?

A real and complete strategy goes on to describe in detail each important action, resource, and process needed to deliver the primary Value Proposition discussed above. This element of strategy is the Value Delivery System (VDS).

Value-Delivery Culture? - Question #12-A: - Providing each resulting experience - For each resulting experience in the primary Value Proposition, the VDS first describes what must be done, by whom, in order to Provide that experience to the primary entity. The product/service is usually central to Providing many of the resulting experiences in a Value Proposition. Thus, here (not in the Value Proposition itself) is where the key features and performance attributes of the business' product/service should be discussed, as relevant to Providing each experience. If the product/service does not yet exist or needs revision to help Provide the Value Proposition, then it may be appropriate to describe how R&D and other resources will develop or enhance the product/service. Other functions and resources may also be crucial to Providing some resulting experiences. Manufacturing, Supply Chain, Service, and Sales are typical examples. Some activities may be required by entities outside the immediate organization that owns this business. Other parts of our company, or other entities in the chain may need to play a role in Providing some resulting experiences.

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #12-B: - Communicating each resulting experience - For each resulting experience in the primary Value Proposition, the VDS also describes what must be done, by whom, in order to Communicate that experience to the primary entity. To Communicate the resulting experience is to ensure that the customer understands what the promised resulting experience will be, what its value is relative to alternatives, and why the customer should believe that our business can in fact Provide it. Sales, Advertising, PR, Packaging, and various other functions may be centrally involved. Simply listing these functions, however, falls short of specifying how they will actually Communicate each resulting experience. Again, some activities may be required by entities outside the immediate organization that owns this business. Other parts of our company, or other entities in the chain may need to play a role in Communicating some resulting experiences.

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #13: Supporting Value Propositions and VDS's articulated?

For key supporting entities in the Value Delivery Chain relevant to the business you are reviewing, the complete strategy should articulate the supporting Value Propositions and VDSs, following the same structure as discussed above for the primary entity

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #14: Key capability gaps, and how these will be closed, identified?

The complete value delivery strategy needs to identify key capabilities that the organization will need to build or bolster, in order to deliver the Value Propositions chosen above. It must also indicate how these gaps will be closed, with what initiatives, at what cost.

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #15: Key needed resources identified?

The complete strategy must identify the financial and human resource needs to implement it, and should also identify any key leadership requirements to ensure success.

To what extent is the above-described element documented, in support of your business' strategy?

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Value-Delivery Culture? - Question #16: Key risks identified?

Finally, most strategies, and any breakthrough-growth strategy, will entail some risks, including financial, competitive, and sometimes channel-conflict. In addition, there is often risk of executional failure, where key capability gaps may not be adequately closed. The strategy must address the nature of these risks and how the organization will manage them.

To what extent is the above-described element documented, in support of your business' strategy?

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Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know