ABSTRACT
Opportunity analysis is a good visual tool for aiding a decision-making process, it is criticised for providing only a 'high-level' perspective. The current academic view is that detail relating to impact and implementation is often missed – or deliberately hidden in the case of potential issues – and inflated in terms of benefits. Thus, an unrepresentative picture of a situation can be presented. The output of the category management process should be tangible benefits to the business. Reviewing the impact of each identified opportunity in light of organisational influences can help deliver the most relevant category project within existing limitations. However, some academics posit that reaping the rewards of less impactful 'quick wins' in the early stages of a change programme can foster immediate sponsorship and collaboration. In practical terms, it may be that these projects can deliver benefits way in advance of the larger, more complex, strategic ones.
