Chapter 6 Strategy Analysis and Choice Strategic Management: Concepts and Cases by 11th edition. Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative. Information derived from the three matrices in Chapters 3 and 4 provides basic information for the matching and decision stages later.
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Chapter 6 Strategy Analysis and Choice Strategic Management: Concepts and Cases by 11th edition. Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative. Information derived from the three matrices in Chapters 3 and 4 provides basic information for the matching and decision stages later.
Chapter 6 Strategy Analysis and Choice Strategic Management: Concepts and Cases by 11th edition. Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative. Information derived from the three matrices in Chapters 3 and 4 provides basic information for the matching and decision stages later.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
Chapter 6 Strategy Analysis and Choice Strategic Management: Concepts and Cases by 11th edition. Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative. Information derived from the three matrices in Chapters 3 and 4 provides basic information for the matching and decision stages later.
Copyright:
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Chapter 6 Strategy Analysis & Choice
Strategic Management: Concepts & Cases 11th Strategic Management: Edition Fred David Concepts & Cases PowerPoint Slides by 11th Edition Anthony F. Chelte Fred Western New David England College
Copyright 2007 Prentice Hall
Ch 6 -1
Strategy Analysis & Choice
Nature of Strategy Analysis & Choice -- Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative - achieve mission & objectives
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Ch 6 -2
Strategy Analysis & Choice
Alternative Strategies Derive From -
Vision Mission Objectives External audit Internal audit Past successful strategies
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Ch 6 -3
Comprehensive Strategy-Formulation Framework
Stage 1: The Input Stage
Stage 2: The Matching Stage
Stage 3: The Decision Stage
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Ch 6 -4
Strategy-Formulation Analytical Framework
Internal Factor Evaluation Matrix (IFE)
Stage 1: The Input Stage
External Factor Evaluation Matrix (EFE)
Information derived from the three matrices we learnt in Chapters 3 and 4 provides basic information for the matching and decision stages later.
Competitive Profile Matrix (CPM)
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Ch 6 -5
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
Stage 2: The Matching Stage
BCG Matrix
IE Matrix Match between organizations internal resources & skills and the opportunities & risks created by its external factors
Grand Strategy Matrix
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Ch 6 -6
SWOT Matrix results in four strategies (SO, WO, ST & WT)
Strengths S Leave Blank Opportunities O List Opportunities List Strengths
Weaknesses W List Weaknesses
SO Strategies Use strengths to take advantage of opportunities
WO Strategies Overcoming weaknesses by taking advantage of opportunities
Threats T List Threats Copyright 2007 Prentice Hall
ST Strategies Use strengths to avoid threats
WT Strategies Minimize weaknesses and avoid threats Ch 6 -7
Examples of matching Key Factors to Formulate Alternative Strategies Key Internal Factor Key External Factor 20% annual growth in the cell phone industry (opportunity)
Resultant Strategy
Excess working capacity (strength)
Acquire Cellfone, Inc.
Insufficient capacity (weakness)
Exit of two major foreign + competitors from the = industry (opportunity)
Pursue horizontal integration by buying competitor's facilities
Strong R&D (strength)
Decreasing numbers of young adults (threat)
Develop new products for older adults
Poor employee morale (weakness)
Strong union activity (threat)
Develop a new employee benefits package
Ch 6 -8
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Limitations with SWOT Matrix
Provides a static assessment in time Does not show how to achieve a competitive advantage May lead the firm to overemphasize a single internal or external factor in formulating strategies
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Ch 6 -9
SPACE Matrix Strategic Position & Action Evaluation Matrix
Aggressive Conservative Defensive Competitive
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Ch 6 -10
SPACE Matrix Two Internal Dimensions Financial Strength (FS) Competitive Advantage (CA)
Two External Dimensions
Environmental Stability (ES) Industry Strength (IS) Copyright 2007 Prentice Hall Ch 6 -11
Examples of SPACE Factors-1
Internal Strategic Position External Strategic Position
Financial Strength (FS)
Return on investment Leverage* Liquidity Working capital Cash flow * Financial leverage uses debt to supplement investment. Companies take loans or other borrowings and invest them with the intent that the return will be greater than the cost of interest.
Environmental Stability (ES)
Technological changes Rate of inflation Demand variability Price range of competing products Barriers to entry Competitive pressure Price elasticity of demand Ease of exit from market Risk involved in business
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Ch 6 -12
Examples of SPACE Factors-2
Internal Strategic Position External Strategic Position
Competitive Advantage CA Market share Product quality Product life cycle Customer loyalty Technological know-how Control over suppliers & distributors
Industry Strength (IS)
Growth potential Profit potential Financial stability Technological know-how Resource utilization Ease of entry into market Productivity, capacity utilization
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Ch 6 -13
Steps to Developing a SPACE Matrix
1. 2. a. b.
Select a set of variables to define FS, CA, ES, & IS Assign a numerical value: From +1 to +6 to each FS & IS dimension From -1 to -6 to each ES & CA dimension
3.
4. 5.
6.
Compute an average score for each FS, CA, ES, & IS Plot the average score on the appropriate axis 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 Draw a directional vector from the origin through the new intersection point Ch 6 -14
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This sample SPACE Matrix suggest that the firm is in the AGGRESSIVE quadrant, indicating that as a risk taker, it should aggressively opt for a growth strategy. Ch 6 -15
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Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
Stage 2: The Matching Stage
BCG Matrix
IE Matrix
Grand Strategy Matrix
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Ch 6 -16
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 Based on two dimensions of relative market share & industry sales growth rate
Relative market share is the ratio of a divisions own market share in an industry to the market share held by the largest rival firm in that industry Copyright 2007 Prentice Hall Ch 6 -17
BCG Matrix Relative Market Share Position High 1.0 High +20 Medium .50 Low 0.0
Industry Sales Growth Rate
Stars II Medium
Question Marks I
Cash Cows III
Low -20
Dogs IV Ch 6 -18
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BCG Matrix High relative market share and high growth rate Best long-run opportunities for growth & profitability
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
STARS
Substantial investment to maintain or strengthen dominant position Integration strategies, intensive strategies, joint ventures High relative market share, competes in lowgrowth industry Generate cash in excess of their needs Milked for other purposes Maintain strong position as long as possible
Low relative market share & compete in slow or no market growth
Weak internal & external position
Liquidation, divestiture, retrenchment
CASH COWS
Product development, concentric
diversification
If weakensretrenchment or divestiture
DOGS Ch 6 -19
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Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
Stage 2: The Matching Stage
BCG Matrix
IE Matrix
Grand Strategy Matrix
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Ch 6 -20
The Internal-External Matrix
Positions an organizations 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
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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Ch 6 -21
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Ch 6 -22
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
Stage 2: The Matching Stage
BCG Matrix
IE Matrix
Grand Strategy Matrix
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Ch 6 -23
RAPID MARKET GROWTH
1. 2.
3. 4. 5. 6.
Quadrant II Market development Market penetration Product development Horizontal integration Divestiture Liquidation
1. 2.
3. 4. 5. 6. 7.
WEAK COMPETITIVE POSITION
1. 2. 3. 4. 5.
Quadrant I Market development Market penetration Product development Forward integration Backward integration Horizontal integration Concentric diversification Quadrant IV Concentric diversification Horizontal diversification Conglomerate diversification Joint ventures GROWTH
Technique designed to determine the relative attractiveness of feasible alternative actions
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QSPM Key External Factors Economy Political/Legal/Governmental Social/Cultural/Demographic/ Environmental Technological Competitive Key Internal Factors Management Marketing Finance/Accounting Production/Operations Research and Development Computer Information Systems Copyright 2007 Prentice Hall Weight
Make a list of the firms key external opportunities/threats and internal strengths/weaknesses in the left column Assign weights to each key external and internal factor Examine the Stage 2 (matching) matrices, and identify alternative strategies that the organization should consider implementing Determine the Attractiveness Scores for each strategy Compare the Total Attractiveness Scores Compute the Sum Total Attractiveness Score
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Ch 6 -27
QSPM Advantages Sets of strategies considered simultaneously or sequentially Integration of pertinent (suitable) external & internal factors in the decision making process
Limitations Requires intuitive judgments & educated assumptions Only as good as the prerequisite inputs Copyright 2007 Prentice Hall Ch 6 -28
Cultural Aspects of Strategy Choice
Organization Culture Successful strategies depend on the degree of consistency with the firms culture
Strategies that require fewer cultural changes may be more attractive
Culture becomes especially important when mergers takes place
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Ch 6 -29
Politics of Strategy Choice
Politics in organizations results from: Management hierarchy Career aspirations Allocation of scarce resources
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Ch 6 -30
Politics of Strategy Choice
Politics affects strategies of organizations:
Political biases and personal preferences are embedded in strategy choice decisions Internal politics affects the choice of strategies Coalitions of individuals often form around key strategic issues that face an enterprise Lack of objectivity encourages more politics in strategy choice Copyright 2007 Prentice Hall Ch 6 -31
Politics of Strategy Choice
Political Tactics for Strategists Satisfying: Achieving satisfactory results with an acceptable strategy Generalization: Shifting focus from specific to general issues Higher-order issues: Shifting focus from short-term to higher-order and long-term issues Political access on important issues: Issues having negative consequences for employees should be communicated properly and enable feedback
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Ch 6 -32
Governance Issues Governance is the characteristic of ensuring that long-term strategic objectives and plans are established and that the proper management structure is in place to achieve those objectives, while at the same time making sure that the structure functions to maintain the corporations integrity, reputation, and responsibility to its various constituencies. Board of Directors Roles & Responsibilities
Control & oversight over management Adherence to legal prescriptions Consideration of stakeholder interests Advancement of stockholder rights Copyright 2007 Prentice Hall Ch 6 -33
SOME IMPORTANT ISSUES IN CORPORATE GOVERNANCE
Boards of directors are held responsible for the performance of firms; outside / independent directors are appointed
Ethics and social responsibility is a significant issue in the corporate world Corporate governance codes are being developed around the world Ch 6 -34
