david ppt exp ch06
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Strategic Management: Concepts & Cases 11th EditionFred DavidTRANSCRIPT
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Copyright 2007 Prentice Hall Ch 6 -1
Chapter 6Strategy Analysis & Choice
Strategic Management: Concepts & Cases
11th Edition
Fred David
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Copyright 2007 Prentice Hall Ch 6 -2
Chapter Outline
The Nature of Strategy & Choice
A Comprehensive Strategy-Formulation Framework
The Input Stage
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Copyright 2007 Prentice Hall Ch 6 -3
Chapter Outline (cont’d)
The Matching Stage
The Decision Stage
Cultural Aspects of Strategy Choice
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Copyright 2007 Prentice Hall Ch 6 -4
Chapter Outline (cont’d)
The Politics of Strategy Choice
Governance Issues
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Copyright 2007 Prentice Hall Ch 6 -5
-- Establishing long-term objectives-- Generating alternative strategies-- Selecting strategies to pursue-- Best alternative - achieve mission & objectives
Nature of Strategy Analysis & Choice
Strategy Analysis & Choice
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Copyright 2007 Prentice Hall Ch 6 -6
Vision Mission Objectives External audit Internal audit Past successful strategies
Strategy Analysis & Choice
Alternative Strategies Derive From --
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Copyright 2007 Prentice Hall Ch 6 -7
Strategy Analysis & Choice
Generating Alternatives --
Participation in generating alternative strategies should be as broad as possible
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Copyright 2007 Prentice Hall Ch 6 -8
Comprehensive Strategy-Formulation Framework
Stage 1:The Input Stage
Stage 2:The Matching Stage
Stage 3:The Decision Stage
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Copyright 2007 Prentice Hall Ch 6 -9
Strategy-Formulation Analytical Framework
Internal Factor EvaluationMatrix (IFE)
External Factor EvaluationMatrix (EFE)
Competitive Profile Matrix(CPM)
Stage 1:The Input Stage
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Copyright 2007 Prentice Hall Ch 6 -10
Stage 1: The Input Stage
Basic input information for the matching & decision stage matrices
Requires strategists to quantify subjectivity early in the process
Good intuitive judgment always needed
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Copyright 2007 Prentice Hall Ch 6 -11
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
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Copyright 2007 Prentice Hall Ch 6 -12
Stage 2: The Matching Stage
Match between organization’s internal resources & skills and the opportunities & risks created by its external factors
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Copyright 2007 Prentice Hall Ch 6 -13
Stage 2: The Matching Stage
Strengths
Weaknesses
Opportunities
Threats
SWOT Matrix
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Copyright 2007 Prentice Hall Ch 6 -14
SWOT Matrix
Strengths-Opportunities (SO)
Weaknesses-Opportunities (WO)
Strengths-Threats (ST)
Weaknesses-Threats (WT)
Four Types of Strategies
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Copyright 2007 Prentice Hall Ch 6 -15
SO Strategies
Use a firm’sinternal strengthsto take advantage
of external opportunities
SOStrategies
StrengthsWeaknesses
OpportunitiesThreats
SWOT
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Copyright 2007 Prentice Hall Ch 6 -16
WO Strategies
Improving internalweaknesses by
taking advantageof external
opportunities
WOStrategies
StrengthsWeaknesses
OpportunitiesThreats
SWOT
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Copyright 2007 Prentice Hall Ch 6 -17
ST Strategies
Use a firm’s strengthsto avoid or
reduce the impactof external
threats
STStrategies
StrengthsWeaknesses
OpportunitiesThreats
SWOT
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Copyright 2007 Prentice Hall Ch 6 -18
WT Strategies
Defensive tacticsaimed at reducing
internal weaknesses &
avoidingenvironmental
threats
WTStrategies
StrengthsWeaknesses
OpportunitiesThreats
SWOT
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Copyright 2007 Prentice Hall Ch 6 -19
SWOT Matrix
Developing the SWOT
List firm’s key internal Strengths
List firm’s key internal Weaknesses
List firm’s key external Opportunities
List firm’s key external Threats
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Copyright 2007 Prentice Hall Ch 6 -20
SWOT Matrix
Leave Blank
Strengths – S
List Strengths
Weaknesses – W
List Weaknesses
Opportunities – O
List Opportunities
SO Strategies
Use strengths to take advantage of opportunities
WO Strategies
Overcoming weaknesses by taking advantage of
opportunities
Threats – T
List Threats
ST Strategies
Use strengths to avoid threats
WT Strategies
Minimize weaknesses and avoid threats
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Copyright 2007 Prentice Hall Ch 6 -21
Develop a new employee benefits package
= Strong union activity (threat)
+Poor employee morale (weakness)
Develop new products for older adults
=Decreasing numbers of young adults (threat)
+Strong R&D (strength)
Pursue horizontal integration by buying competitor's facilities
=Exit of two major foreign competitors from the industry (opportunity)
+Insufficient capacity (weakness)
Acquire Cellfone, Inc.=20% annual growth in the cell phone industry (opportunity)
+Excess working capacity (strength)
Key Internal Factor Key External Factor Resultant Strategy
Matching Key Factors to Formulate Alternative Strategies
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Copyright 2007 Prentice Hall Ch 6 -22
Limitations with SWOT Matrix
Does not show how to achieve a competitive advantage
Provides a static assessment in time May lead the firm to overemphasize a single
internal or external factor in formulating strategies
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Copyright 2007 Prentice Hall Ch 6 -23
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
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Copyright 2007 Prentice Hall Ch 6 -24
SPACE Matrix
Strategic Position & Action Evaluation Matrix
Aggressive
Conservative
Defensive
Competitive
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Copyright 2007 Prentice Hall Ch 6 -25
SPACE Matrix
Two Internal Dimensions
Financial Strength (FS)
Competitive Advantage (CA)
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Copyright 2007 Prentice Hall Ch 6 -26
SPACE Matrix
Two External Dimensions
Environmental Stability (ES)
Industry Strength (IS)
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SPACE Factors
Environmental Stability (ES)
Technological changes
Rate of inflation
Demand variability
Price range of competing products
Barriers to entry
Competitive pressure
Price elasticity of demandEase of exit from market Risk involved in business
Financial Strength (FS)
Return on investment
Leverage
Liquidity
Working capital
Cash flow
External Strategic PositionInternal Strategic Position
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SPACE Factors
Industry Strength (IS)
Growth potential
Profit potential
Financial stability
Technological know-how
Resource utilization
Ease of entry into market
Productivity, capacity utilization
Competitive Advantage CA
Market share
Product quality
Product life cycle
Customer loyalty
Competition’s capacity utilization
Technological know-how
Control over suppliers & distributors
External Strategic PositionInternal Strategic Position
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Steps to Developing a SPACE Matrix
1. Select a set of variables to define FS, CA, ES, & IS
2. Assign a numerical value:1. From +1 to +6 to each FS & IS dimension
2. From -1 to -6 to each ES & CA dimension
3. Compute an average score for each FS, CA, ES, & IS
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Copyright 2007 Prentice Hall Ch 6 -30
Steps to Developing a SPACE Matrix
1. Plot the average score on the appropriate axis
2. Add the two scores on the x-axis and plot the point. Add the two scores on the y-axis and plot the point. Plot the intersection of the new xy point
3. Draw a directional vector from the origin through the new intersection point.
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Copyright 2007 Prentice Hall Ch 6 -31
SPACE MatrixFS
+6
+1
+5+4+3
+2
-6
-5
-4
-3
-2
-1-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6
ES
CA IS
Conservative Aggressive
Defensive Competitive
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Copyright 2007 Prentice Hall Ch 6 -32
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
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Copyright 2007 Prentice Hall Ch 6 -33
BCG Matrix
Boston Consulting Group Matrix
Enhances multi-divisional firm in formulating strategies
Autonomous divisions = business portfolio
Divisions may compete in different industries
Focus on market-share position & industry growth rate
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Copyright 2007 Prentice Hall Ch 6 -34
BCG Matrix
Relative Market Share Position
Ratio of a division’s own market share in an industry to the market share held by the largest rival firm in that industry
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Copyright 2007 Prentice Hall Ch 6 -35
BCG Matrix
Dogs
IV
Cash Cows
III
Question Marks
I
Stars
II
Relative Market Share PositionHigh1.0
Medium.50
Low0.0
Ind
us
try
Sa
les
Gro
wth
Ra
te
High+20
Low-20
Medium0
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Copyright 2007 Prentice Hall Ch 6 -36
BCG Matrix
Question Marks
Low relative market share – compete in high-growth industry
Cash needs are high
Case generation is low
Decision to strengthen (intensive strategies) or divest
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BCG Matrix
Stars
High relative market share and high growth rate
Best long-run opportunities for growth & profitability
Substantial investment to maintain or strengthen dominant position
Integration strategies, intensive strategies, joint ventures
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Copyright 2007 Prentice Hall Ch 6 -38
BCG Matrix
Cash Cows
High relative market share, competes in low-growth industry
Generate cash in excess of their needs
Milked for other purposes
Maintain strong position as long as possible
Product development, concentric diversification
If weakens—retrenchment or divestiture
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Copyright 2007 Prentice Hall Ch 6 -39
BCG Matrix
Dogs
Low relative market share & compete in slow or no market growth
Weak internal & external position
Liquidation, divestiture, retrenchment
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Copyright 2007 Prentice Hall Ch 6 -40
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
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Copyright 2007 Prentice Hall Ch 6 -41
The Internal-External Matrix
Positions an organization’s various divisions in a nine-cell display
Similar to BCG Matrix except the IE Matrix: Requires more information about the divisions Strategic implications of each matrix are different
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Copyright 2007 Prentice Hall Ch 6 -42
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Copyright 2007 Prentice Hall Ch 6 -43
IE Matrix
Based on two key dimensions The IFE total weighted scores on the x-axis The EFE total weighted scores on the y-axis
Divided into three major regions Grow and build – Cells I, II, or IV Hold and maintain – Cells III, V, or VII Harvest or divest – Cells VI, VIII, or IX
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Copyright 2007 Prentice Hall Ch 6 -44
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Copyright 2007 Prentice Hall Ch 6 -45
Strategy-Formulation Analytical Framework
SPACE Matrix
BCG Matrix
IE Matrix
Stage 2:The Matching Stage
SWOT Matrix
Grand Strategy Matrix
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Grand Strategy Matrix
Tool for formulating alternative strategies
Based on two dimensions
Competitive position
Market growth
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Quadrant IV
1. Concentric diversification
2. Horizontal diversification
3. Conglomerate diversification
4. Joint ventures
Quadrant III
1. Retrenchment
2. Concentric diversification
3. Horizontal diversification
4. Conglomerate diversification
5. Liquidation
Quadrant I
1. Market development
2. Market penetration
3. Product development
4. Forward integration
5. Backward integration
6. Horizontal integration
7. Concentric diversification
Quadrant II
1. Market development
2. Market penetration
3. Product development
4. Horizontal integration
5. Divestiture
6. Liquidation
RAPID MARKET GROWTH
SLOW MARKET GROWTH
WEAK COMPETITIVE
POSITION
STRONGCOMPETITIVE
POSITION
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Grand Strategy Matrix
Excellent strategic position
Concentration on current markets/products
Take risks aggressively when necessary
Quadrant I
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Grand Strategy Matrix
Evaluate present approach
How to improve competitiveness
Rapid market growth requires intensive strategy
Quadrant II
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Grand Strategy Matrix
Compete in slow-growth industries
Weak competitive position
Drastic changes quickly
Cost & asset reduction (retrenchment)
Quadrant III
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Grand Strategy Matrix
Strong competitive position
Slow-growth industry
Diversification to more promising growth areas
Quadrant IV
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Strategy-Formulation Analytical Framework
Stage 3:The Decision Stage
Quantitative StrategicPlanning Matrix
(QSPM)
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QSPM
Technique designed to determine the relative attractiveness of feasible alternative actions
Quantitative Strategic Planning Matrix
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QSPM
Key Internal Factors
Management
Marketing
Finance/Accounting
Production/Operations
Research and Development
Computer Information Systems
Strategy 3Strategy 2Strategy 1WeightKey External Factors
Economy
Political/Legal/Governmental
Social/Cultural/Demographic/Environmental
Technological
Competitive
Strategic Alternatives
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Steps to Develop a QSPM
1. Make a list of the firm’s key external opportunities/threats and internal strengths/weaknesses in the left column
2. Assign weights to each key external and internal factor
3. Examine the Stage 2 (matching) matrices, and identify alternative strategies that the organization should consider implementing
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Steps to Develop a QSPM
4. Determine the Attractiveness Scores
5. Compare the Total Attractiveness Scores
6. Compute the Sum Total Attractiveness Score
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QSPM
Requires intuitive judgments & educated assumptions
Only as good as the prerequisite inputs
Limitations
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QSPM
Sets of strategies considered simultaneously or sequentially
Integration of pertinent external & internal factors in the decision making process
Advantages
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Cultural Aspects of Strategy Choice
Successful strategies depend on the degree of consistency with the firm’s culture
Organization Culture
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Politics of Strategy Choice
Management hierarchy
Career aspirations
Allocation of scarce resources
Politics in Organizations
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Politics of Strategy Choice
Equifinality
Satisfying
Generalization
Higher-order issues
Political access on important issues
Political Tactics for Strategists
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Governance Issues
Control & oversight over management
Adherence to legal prescriptions
Consideration of stakeholder interests
Advancement of stockholder rights
Board of Directors Roles & Responsibilities
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Corporate Governance Issues
1. No more than 2 directors are current or former company executives
2. No directors do business with the company3. Audit, compensation, and nominating committees made up
of outside directors4. Each director owns a large equity stake in the company 5. At least one outside director with extensive experience 6. Fully employed directors sit on no more than 4 boards –
Retirees on no more than 7 7. Each director attends at lest 75% of all meetings
Business Week’s “Principles of Good Governance”
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Corporate Governance Issues
8. Board meets regularly without management present9. Audit committee meets at least four times a year 10. Board is frugal on executive pay, diligent in CEO succession,
and prompt to act when trouble arises 11. CEO is not also the Chairperson of the Board12. Shareholders have considerable power and information to
choose & replace directors13. Stock options are considered a corporate expense14. No interlocking directorships
Business Week’s “principles of good governance”