The scenario agenda is a matter of identifying the issues or concerns that need investigation. There can be a number of questions or decisions that need answers or solutions. The task of defining these questions is done in collaboration with the client (Lindgren et al, 2009: 56-57; Heijden 2006: First, there it is necessary to get an understanding of the client and its concerns. Elicitation of the views of the client may be conducted in a number of ways. The typical procedure for elicitation of views of business leaders are either through SWOT, group brainstorming or in depth individual interviews. For this thesis the method of interviews was chosen. With regards to detail it gives a more productive result than the other two methods (Heijden, 2006: 168). The in-depth and interview approach mentioned in the methodology chapter will be applied in this thesis. When the interviews are made and the transcriptions finished, the analysis can take place. The result from the interviews is usually a mix of internal and external information of the company and industry. Internal information is typically issues in areas the client organization or company has control over. It is called the transactional environment and involves matters of strategic options, business policies or competitors close to them (Heijden, 2006: 185). The internal information can be used for making a Business Idea (herinafter BI) description. Because of limited time and resources, it is not possible make a complete BI. For the purpose of the thesis the internal information will be used after the description of the scenarios to look at the strategy needed in the future should any of the scenarios happen in reality. The external information is called the contextual environment and concerns matters of society, economic developments or powers of buyers and suppliers as examples. All though the client or company has very little or non-existing control in this environment, the changes happening here can be of utmost importance. Scenarios are playing out in this contextual environment and therefore it is important that only the external information will be used for the further process leading towards the scenarios. In that way the external developments are expressed in scenarios and separated from the internal issues which belong to strategizing. This is important because scenarios are meant to be testbeds for strategy (Heijden, 2006: 186-190).
The scenario agenda is a matter of identifying the issues or concerns that need investigation. There can be a number of questions or decisions that need answers or solutions. The task of defining these questions is done in collaboration with the client (Lindgren et al, 2009: 56-57; Heijden 2006: First, there it is necessary to get an understanding of the client and its concerns. Elicitation of the views of the client may be conducted in a number of ways. The typical procedure for elicitation of views of business leaders are either through SWOT, group brainstorming or in depth individual interviews. For this thesis the method of interviews was chosen. With regards to detail it gives a more productive result than the other two methods (Heijden, 2006: 168). The in-depth and interview approach mentioned in the methodology chapter will be applied in this thesis. When the interviews are made and the transcriptions finished, the analysis can take place. The result from the interviews is usually a mix of internal and external information of the company and industry. Internal information is typically issues in areas the client organization or company has control over. It is called the transactional environment and involves matters of strategic options, business policies or competitors close to them (Heijden, 2006: 185). The internal information can be used for making a Business Idea (herinafter BI) description. Because of limited time and resources, it is not possible make a complete BI. For the purpose of the thesis the internal information will be used after the description of the scenarios to look at the strategy needed in the future should any of the scenarios happen in reality. The external information is called the contextual environment and concerns matters of society, economic developments or powers of buyers and suppliers as examples. All though the client or company has very little or non-existing control in this environment, the changes happening here can be of utmost importance. Scenarios are playing out in this contextual environment and therefore it is important that only the external information will be used for the further process leading towards the scenarios. In that way the external developments are expressed in scenarios and separated from the internal issues which belong to strategizing. This is important because scenarios are meant to be testbeds for strategy (Heijden, 2006: 186-190).
Scenarios_for_the_Danish_fashion_industry_for_the_year_2015.docx