Appendix 10 – SFA analysis strategic environmental options
| SFA analysis of Strategic Environmental Initiatives in the Danish Concrete Industry | Value Network | Geographic Scope | Motives of Others |
| Suitability Does the strategy fully exploit opportunities and threats? Does the strategy fully capitalise on strengths and core competences whilst avoiding weaknesses? Does the strategy fit the culture and political context? | YES / NO YES / NO YES / NO | YES / NO YES / NO YES / NO | YES / NO YES / NO YES / NO |
| Suitable (yes/no and short / long term) | YES / NO SHORT / LONG | YES / NO SHORT / LONG | YES / NO SHORT / LONG |
| Feasibility (short comment) Does the organisation have the resources necessary to deliver the proposed strategy successfully? Can resource deficiency be remedied easily? Does the organisation or partnership have the competences required to enact the strategy successfully? Can the organisation or partnership endure competitor responses? | 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) | 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) | 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) |
| Score (1= low, 5=high) | 1 to 5 | 1 to 5 | 1 to 5 |
| Acceptability (short comment) Does the strategy fulfil stakeholder expectations and are they likely to support the strategy? · Societal: community, government, regulators non-profit, NGO, environment · Economic: customers, creditors, suppliers, distributors · Organisational: employees, managers, unions Specifically Shareholders: Does the strategy meet philanthropic goals set by shareholders? Does the strategy meet stakeholder satisfaction goals set by shareholders? Does the strategy meet financial goals set by shareholders? What risks are involved and do they commensurate with expected benefits? | 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) | 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) | 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) 1-5 (?) |
| Score (1=low, 5=high) | 1 to 5 | 1 to 5 | 1 to 5 |
Adapted to Research Context from: (Johnson & Scholes, 1997)
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