strategy analysis and choice chapter five. chapter objectives 1. describe a three-stage framework...
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Strategy Strategy Analysis and Analysis and
ChoiceChoice
Chapter Five
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Chapter Objectives
1. Describe a three-stage framework for
choosing among alternative strategies.
2. Explain how to develop a SWOT Matrix, BCG
Matrix, and QSPM.
6-2Copyright ©2013 Pearson Education
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Comprehensive Strategy-Formulation Framework
Stage 1:The Input Stage
Stage 2:The Matching Stage
Stage 3:The Decision Stage
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A Comprehensive Strategy-Formulation Framework
Stage 1 - Input Stage:
Summarizes the basic input information
needed to formulate strategies.
Consists of the EFE Matrix, the IFE Matrix,
and the Competitive Profile Matrix (CPM).
6-4Copyright ©2013 Pearson Education
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Copyright 2007 Prentice Hall 6 -5
Competitive Profile Matrix (CPM)
Competitive Profile Matrix (CPM):
Identifies firm’s major competitors and their
strengths and weaknesses in relation to a
design firm’s strategic positions.
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Strategy-Formulation Analytical Framework
Internal Factor EvaluationMatrix (IFE)
External Factor EvaluationMatrix (EFE)
Stage 1:The Input Stage
Competitive Profile Matrix(CPM)
Note: EFE and CPM form external and IFE from internal (assessment)
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A Comprehensive Strategy-Formulation Framework
Stage 2 - Matching Stage:
Focuses on generating possible alternative
strategies by Matching key external and
internal factors. Techniques include :
(SWOT) Matrix .
The Boston Consulting Group (BCG) Matrix.
The Grand Strategy Matrix. 6-7
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Stage 2 :The Matching Stage
SWOT Matrix
BCG Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
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Stage 2 :The Matching Stage
1. (SWOT) Matrix: Strengths-Weaknesses-Opportunities-Threats.
helps managers to develop four types of strategies: SO (strengths-opportunities) Strategies. WO (weaknesses-opportunities) Strategies. ST (strengths-threats) Strategies. WT (weaknesses-threats) Strategies.
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(SWOT) Matrix
“SO” Strategies use a firm’s
internal strengths to take advantage of external opportunities.
“WO” Strategies aim at improving
internal weaknesses by taking advantage of external opportunities.
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(SWOT) Matrix
“ST ” Strategies use a firm’s
strengths to avoid or reduce the impact of external threats.
“WT” Strategies defensive tactics
directed at reducing internal weakness and avoiding external threats.
6-11Copyright ©2013 Pearson Education
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SWOT Matrix
SWOT
Strengths – S
List Strengths
Weaknesses – W
List Weaknesses
Opportunities – O
List Opportunities
SO Strategies
Match and determine strategy
WO Strategies
Match and determine strategy
Threats – T
List Threats
ST Strategies Match and
determine strategy
WT Strategies Match and determine
strategy
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SWOT Matrix
SWOTStrengths – S
List StrengthsWeaknesses – 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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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 Cellphone, Inc.=
20% annual growth in the cell phone industry (opportunity)
+Great working capacity (strength)
Key Internal Factor Key External Factor Result Strategy
SWOT Matrix
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A SWOT Matrix for a Retail Computer Store
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The Boston Consulting Group (BCG) Matrix
2. BCG Matrix : Graphically shows differences among
divisions in terms of relative market share position and industry growth rate.
allows a multidivisional organization to manage its portfolio of businesses by examining the relative market share position and the industry growth rate of each division relative to all other divisions in the organization.
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The BCG Matrix
The major benefit of the BCG Matrix is
that it draws attention to the cash flow,
investment characteristics, and needs of
an organization’s various divisions.
6-17Copyright ©2013 Pearson Education
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BCG Matrix
Dogs IV Low market share low-growth industry
Cash Cows III High market share low-growth industry
Question Marks I
Stars II High market share High growth Industry
Market Share PositionHigh Low
Indu
stry
Gro
wth
High
Low
Low market share
high-growth industry
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BCG Matrix
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BCG Matrix
1. Question Marks:
Low relative market share – compete in high-growth industry.
Cash needs are high.
Cash generation is low.
Decision to strengthen (intensive strategies) or divest.
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BCG Matrix
2. Stars: High relative market share and high growth
rate.
Best long-run opportunities for growth & profitability.
Large investment to maintain or strengthen leading position.
Integration strategies, intensive strategies, joint ventures.
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BCG Matrix
3. 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.
retrenchment or divestiture.
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BCG Matrix
4. Dogs:
Low relative market share compete in slow or no growth industry.
Weak internal and external position.
Liquidation, divestiture, retrenchment.
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Grand Strategy Matrix
Tool for formulating alternative strategies
Based on two dimensions
1. Competitive position
2. Market growth
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Quadrant IV1. Concentric diversification2. Horizontal diversification3. Conglomerate
diversification4. Joint ventures
Quadrant III1. Retrenchment2. Concentric diversification3. Horizontal diversification4. Conglomerate
diversification5. Liquidation
Quadrant I1. Market development2. Market penetration3. Product development4. Forward integration5. Backward integration6. Horizontal integration
Quadrant II1. Market development2. Market penetration3. Product development4. Horizontal integration5. Divestiture6. 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
Which type of strategy would you suggest?
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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A Comprehensive Strategy-Formulation Framework
Stage 3 - Decision Stage: Involves the Quantitative Strategic Planning
Matrix (QSPM).
Discloses the relative attractiveness of alternative strategies and thus provides objective basis for selecting specific strategies.
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The Quantitative Strategic Planning Matrix (QSPM)
Quantitative Strategic Planning Matrix (QSPM): Objectively indicates which alternative
strategies are best .
Uses input from Stage 1 analyses and matching results from Stage 2 analyses to decide objectively among alternative strategies.
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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.
4. Determine the Attractiveness Scores (A.S)
5. Compare the Total Attractiveness Scores.
6. Compute the Sum Total Attractiveness Score.
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Positive Features of the QSPM
Sets of strategies can be examined sequentially or simultaneously.
Requires strategists to integrate pertinent external and internal factors into the decision process.
Can be adapted for use by small and large for-profit and nonprofit organizations.
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