2.1 Strategy Development

Case Study

OE21 Guideline: 

2.1 Strategy Development


Prerequisite to this Case Study: OE21 1.1 

Note: This Case Study refers to specific OE21 surveys and tools (spreadsheets or docs). Please use the blue link(s) below to learn more about these surveys and tools:

Assumption: This case study assumes that the Elafino Sports Center organization has implemented the 2.1 Strategy Development process steps. The outcomes and results are as follows:

The most recent Customer Satisfaction and Value Assessment results led the Elafino senior leaders to discover that program scheduling of instructors, trainers, and ice rinks is a key issue in the hockey and figure skating programs. This assessment also indicated that Hockey and Figure Skating customers are complaining that the ice rinks and instructors are not available at their preferred times.


These observations led to adding a new strategic objective:


  • "Align program scheduling with customer preferred times."


The Voice of Customer Assessment results led the Elafino senior leaders to two key discoveries:


  • To be more competitive, two more qualified and experienced Hockey instructors for youth hockey services; and (2) one more Figure Skating instructor with Olympic experience are needed.


  • The competitor XYZ Sports Facility has three Figure Skating instructors with Olympic experience. These observations led to adding a new strategic objective: "Recruit two (2) experienced Hockey instructors and one Olympic-level Figure Skating instructor."


The Voice of Prospect Assessment results led the Elafino senior leaders to discover that the Elafino Sports Center is currently serving less than one percent of prospective hockey and figure skating customers. They also learned that a good number of prospective customers are talking about a suggestion to offer a new "DanceSport" service, where expert dance coaches train youth, adults, and seniors to "dance like the stars." The Elafino competitor, XYZ Sports Facility, has a DanceSport service now. This key discovery led to adding a new strategic objective:


  • "Convert Rink 3 for DanceSport services."


The Voice of Stakeholders Assessment results led the Elafino senior leaders to discover that a stakeholder majority think that the Elafino Sports Center needs a good "makeover" including new outside wall paint, new signs, and a well-lighted parking lot. This finding led to adding a new strategic objective:


  •  "Make the Elafino Facility beautiful to outside observers as well as inside facility customers and visitors." When funding is available, the Elafino hockey uniforms, skating equipment, and the Concession Stand will be upgraded to communicate more value and enjoyment.


The Voice of Workforce Assessment results indicates that workers have low satisfaction with pay, safety, parking area lights, manager listening, verbal (unwritten) work instructions, snack bar food, health insurance, and days off. These findings led to adding a new and broad strategic objective:


  •  "Improve workforce satisfaction and engagement."


The Elafino Human Resources Manager (HRM) will study each area of dissatisfaction and will estimate the cost and impact of changes needed. The Leadership Focus Team (LFT) will review and approve the HRM's suggestions.


The S.W.O.T Assessment results indicate the following:


  • Elafino strengths: Professional hockey players and ex-Olympic figure skaters are coaches and have loyal members.


  • Elafino weaknesses: Net income is negative due to high expenses and high instructor fees and the organization is losing about 811K per year.


  • Elafino opportunities: Regional market share improvements are due to the application of new opportunity marketing and social media techniques to reach prospective customers.


  • Elafino threats: New competitor sports facility is actively trying to recruit our hockey instructors; the nearby mall is threatening to sue because of Elafino parking overflow into mall parking areas; several people are filing lawsuits due to slip and fall on near concession stands where water is flowing from rinks.


The most recent Community and Risk Assessment resulted in learning a lot about the organization's community stakeholders. They are generally pleased with the economic impact (jobs, revenue, and supplier opportunities). There are some concerns about the shabby appearance of the facility outside and inside walls and signs. The police mentioned that they receive higher than normal calls about facility customers being robbed or threatened by gangs in the poorly lighted parking lots.


These findings led to adding the following new strategic objective:


  • "Improve facility appearance and improve parking lights and security.

The Elafino LFT (IT Manager) published Guideline 2.1 Strategy Development output results on the Elafino INTRANET, and notified all focus teams and managers of these updates.



  • If you were the CEO of an organization would you rather avoid all these strategic assessments and just get a few people together and conduct annual strategic planning in some meeting room?

  • Do you think managers should be deeply involved in the strategy development process?

  • Take a look at two of the Elafino S.W.O.T. results for "threats" (mentioned above).  

    • The nearby mall may sue because of the Elafino parking overflow into the mall parking

    • Possible "slip and fall" lawsuits due to water on the floor near or at our concession stands

  • How would you turn these threats into a strategic objective?

    • Hint: Try something like this: Eliminate or mitigate legal risks  

  • How would you turn these threats into a strategy action plan?

    • ​Hint: A strategy action plan is a project with tasks, resources, and a schedule

  • What did you learn from your studies of this OE21 Standard 2.1?

  • What do you think you should do to be a better manager?