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Strategy Analysis and Choice
1.
© 2001 Prentice
Hall Ch. 6-1 Strategic Management Concepts & Cases 8th edition Fred R. David Chapter 6: Strategy Analysis & Choice PowerPoint Slides By: Anthony F. Chelte Western New England College
2.
© 2001 Prentice
Hall Ch. 6-2 Comprehensive Strategic Management Model Vision & Mission Statements Chapter 2 External Audit Chapter 3 Strategies In Action Chapter 5 Internal Audit Chapter 4 Strategy Analysis & Choice Chapter 6 Implement Strategies: Mgmt Issues Chapter 7 Implement Strategies: Marketing, Fin/Acct, R&D, CIS Chapter 8 Measure & Evaluate Performance Chapter 9
3.
Strategy Analysis &
Choice “Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.” © 2001 Prentice Hall Ch. 6-3 —Peter Drucker—
4.
© 2001 Prentice
Hall Ch. 6-4 Strategy Analysis & Choice “Whether it’s broke or not, fix it—make it better. Not just products, but the whole company if necessary.” —Bill Saporito—
5.
Strategy Analysis &
Choice “Planning is often doomed before it ever starts, either because too much is expected of it or because not enough is put into it.” © 2001 Prentice Hall Ch. 6-5 —T. J. Cartwright—
6.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-6 Strategic Analysis and Choice: Making subjective decisions based on objective information
7.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-7 Strategic Analysis and Choice: • Generate feasible alternatives • Evaluate alternatives • Select specific course of action
8.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-8 Generating & Selecting Strategies Develop set of most attractive alternative strategies Determine for the set • Advantages • Disadvantages • Trade-offs • Costs • Benefits
9.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-9 Generating & Selecting Strategies Involve a broad mix of personnel • Representation from each department/function • Provides opportunity to gain understanding of firm’s direction • Provides vehicle to develop commitment to attainment of organizational objectives
10.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-10 Generating & Selecting Strategies Evaluate each alternative • Internal and external audit information • Firm’s mission statement • Listed in writing • Ranked in order of attractiveness
11.
© 2001 Prentice
Hall Ch. 6-11 Strategy-Formulation Analytical Framework Stage 1: The Input Stage Stage 2: The Matching Stage Stage 3: The Decision Stage
12.
© 2001 Prentice
Hall Ch. 6-12 Strategy-Formulation Analytical Framework Stage 1: The Input Stage External Factor Evaluation Matrix (EFE) Competitive Profile Matrix Internal Factor Evaluation Matrix (IFE)
13.
© 2001 Prentice
Hall Ch. 6-13 Strategy-Formulation Analytical Framework Stage 2: The Matching Stage Threats Opportunities Weaknesses Strengths (TOWS) Strategic Position & Action Evaluation (SPACE) Boston Consulting Group Matrix (BCG) Internal- External Matrix (IE) Grand Strategy Matrix
14.
© 2001 Prentice
Hall Ch. 6-14 Strategy-Formulation Analytical Framework Stage 3: The Decision Stage Quantitative Strategic Planning Matrix (QSPM)
15.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-15 Stage 1: The Input Stage Provides Basic Input for Stages 2 and 3 • External Factor Evaluation Matrix (EFE) • Internal Factor Evaluation Matrix (IFE) • Competitive Profile Matrix
16.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-16 Stage 2: The Matching Stage Strategy is characterized by the organizational match between • Internal resources and skills • Opportunities & risks created by external factors
17.
© 2001 Prentice
Hall Ch. 6-17 Matching Key Factors Key Internal Factor Key External Factor Resultant Strategy 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 form the industry (opportunity) + Insufficient capacity (weakness) = Acquire Visioncable, Inc. 20% annual growth in the cablevision industry (opportunity) + Excess working capacity (strength)
18.
© 2001 Prentice
Hall Ch. 6-18 Four Types of Strategies WT Strategies ST Strategies WO Strategies SO Strategies Threats Opportunities Weaknesses Strengths (TOWS)
19.
© 2001 Prentice
Hall Ch. 6-19 SO Strategies SO Strategies Use a firm’s internal strengths to take advantage of external opportunities Threats Opportunities Weaknesses Strengths (TOWS)
20.
© 2001 Prentice
Hall Ch. 6-20 WO Strategies WO Strategies Improving internal weaknesses by taking advantage of external opportunities Threats Opportunities Weaknesses Strengths (TOWS)
21.
© 2001 Prentice
Hall Ch. 6-21 ST Strategies ST Strategies Using firm’s strengths to avoid or reduce the impact of external threats. Threats Opportunities Weaknesses Strengths (TOWS)
22.
© 2001 Prentice
Hall Ch. 6-22 WT Strategies WT Strategies Defensive tactics aimed at reducing internal weaknesses and avoiding environmental threats. Threats Opportunities Weaknesses Strengths (TOWS)
23.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-23 The TOWS Matrix • List the firm’s key external opportunities • List the firm’s key external threats • List the firm’s key internal strengths • List the firm’s key internal weaknesses
24.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-24 The TOWS Matrix • Match internal strengths with external opportunities and record the resultant SO Strategies • Match internal weaknesses with external opportunities and record the resultant WO Strategies • Match internal strengths with external threats and record the resultant ST Strategies • Match internal weaknesses with external threats and record the resultant WT Strategies
25.
© 2001 Prentice
Hall Ch. 6-25 TOWS Matrix WT Strategies Minimize weaknesses and avoid threats ST Strategies Use strengths to avoid threats Threats-T List Threats WO Strategies Overcome weaknesses by taking advantage of opportunities SO Strategies Use strengths to take advantage of opportunities Opportunities-O List Opportunities Weaknesses-W List Weaknesses Strengths-S List Strengths Leave Blank
26.
Strategy Analysis &
Choice Strategic Position & Action Evaluation © 2001 Prentice Hall Ch. 6-26 Matrix (SPACE) • Four quadrant framework • Determines appropriate strategies Aggressive Conservative Defensive Competitive
27.
Strategy Analysis &
Choice Strategic Position & Action Evaluation © 2001 Prentice Hall Ch. 6-27 Matrix (SPACE) • Two Internal Dimensions Financial Strength [FS] Competitive Advantage [CA] • Two External Dimensions Environmental Stability [ES] Industry Strength [IS]
28.
Strategy Analysis &
Choice Strategic Position & Action Evaluation © 2001 Prentice Hall Ch. 6-28 Matrix (SPACE) Overall Strategic position determined by: • Financial Strength [FS] • Competitive Advantage [CA] • Environmental Stability [ES] • Industry Strength [IS]
29.
Strategy Analysis &
Choice Strategic Position & Action Evaluation © 2001 Prentice Hall Ch. 6-29 Matrix (SPACE) Developing the SPACE Matrix: • EFE Matrix • IFE Matrix • Financial Strength • Competitive Advantage • Environmental Stability • Industry Strength
30.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-30 The SPACE Matrix • Select variables to define FS, CA, ES, & IS • Assign numerical ranking from +1 (worst) to +6 (best) for FS and IS; Assign numerical ranking from –1 (best) to –6 (worst) for ES and CA. • Compute average score for FS, CA, ES, & IS
31.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-31 The SPACE Matrix • Plot the average scores on the Matrix • Add the two scores on the x-axis and plot point on X. Add the scores on the y-axis and plot Y. Plot the intersection of the new xy point. • Draw a directional vector from origin through the new intersection point.
32.
Internal Strategic Position
External Strategic Position © 2001 Prentice Hall Ch. 6-32 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 demand Financial Strength (FS) Return on investment Leverage Liquidity Working capital Cash flow Ease of exit from market Risk involved in business
33.
Internal Strategic Position
External Strategic Position © 2001 Prentice Hall Ch. 6-33 SPACE Factors Industry Strength (IS) Growth potential Profit potential Financial stability Technological know-how Resource utilization Capital intensify 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
34.
Conservative Aggressive +5
+4 +3 +2 CA IS -6 -5 -4 -3 -2 -1 -1 +1 +2 +3 +4 +5 +6 -2 -3 -4 -5 Defensive Competitive © 2001 Prentice Hall Ch. 6-34 SPACE Matrix FS +6 +1 -6 ES
35.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-35 Boston Consulting Group Matrix (BCG) • Enhances multidivisional firms’ efforts to formulate strategies • Autonomous divisions (or profit centers) constitute the business portfolio • Firm’s divisions may compete in different industries requiring separate strategy
36.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-36 Boston Consulting Group Matrix (BCG) • Graphically portrays differences among divisions • Focuses on market share position and industry growth rate • Manage business portfolio through relative market share position and industry growth rate
37.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-37 Boston Consulting Group Matrix (BCG) • Relative market share position defined: Ratio of a division’s own market share in a particular industry to the market share held by the largest rival firm in that industry.
38.
Relative Market Share
Position © 2001 Prentice Hall Ch. 6-38 BCG Matrix Dogs IV Cash Cows III Question Marks I Stars II High 1.0 Medium .50 Low 0.0 Industry Sales Growth Rate High +20 Medium 0 Low -20
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Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-39 BCG Matrix • Question Marks • Stars • Cash Cows • Dogs
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Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-40 BCG Matrix • Question Marks Low relative market share position yet compete in high-growth industry. Cash needs are high Case generation is low Decision to strengthen (intensive strategies) or divest
41.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-41 BCG Matrix • Stars High relative market share and high industry growth rate. Best long-run opportunities for growth and profitability Substantial investment to maintain or strengthen dominant position Integration strategies, intensive strategies, joint ventures
42.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-42 BCG Matrix • Cash Cows High relative market share position, but compete 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 becomes weak—retrenchment or divestiture
43.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-43 BCG Matrix • Dogs Low relative market share position and compete in slow or no market growth Weak internal and external position Decision to liquidate, divest, retrenchment
44.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-44 Grand Strategy Matrix • Popular tool for formulating alternative strategies • Based on two evaluative dimensions Competitive position Market growth
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RAPID MARKET GROWTH
© 2001 Prentice Hall Ch. 6-45 Grand Strategy Matrix Quadrant IV • Concentric diversification • Horizontal diversification • Conglomerate diversification • Joint ventures Quadrant III • Retrenchment • Concentric diversification • Horizontal diversification • Conglomerate diversification • Liquidation Quadrant I • Market development • Market penetration • Product development • Forward integration • Backward integration • Horizontal integration • Concentric diversification Quadrant II • Market development • Market penetration • Product development • Horizontal integration • Divestiture • Liquidation SLOW MARKET GROWTH WEAK COMPETITIVE POSITION STRONG COMPETITIVE POSITION
46.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-46 Grand Strategy Matrix • Quadrant I Excellent strategic position Concentration on current markets and products Take risks aggressively when necessary
47.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-47 Grand Strategy Matrix • Quadrant II Evaluate present approach seriously How to change to improve competitiveness Rapid market growth requires intensive strategy
48.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-48 Grand Strategy Matrix • Quadrant III Compete in slow-growth industries Weak competitive position Drastic changes quickly Cost and asset reduction indicated (retrenchment)
49.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-49 Grand Strategy Matrix • Quadrant IV Strong competitive position Slow-growth industry Diversification indicated to more promising growth areas
50.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-50 Quantitative Strategic Planning Matrix (QSPM) • Comprises Stage 3 of the analytical framework • Analytical technique designed to determine the relative attractiveness of feasible alternative actions. • Uses input from Stage 1 and Stage 2
51.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-51 Quantitative Strategic Planning Matrix (QSPM) • Tool for objective evaluation of alternative strategies • Based on identified external and internal crucial success factors • Requires good intuitive judgment
52.
Key External Factors
Weight Strategy 1 Strategy 2 Strategy 3 Economy Political/Legal/Governmental Social/Cultural/Demographic/ Environmental Technological Competitive © 2001 Prentice Hall Ch. 6-52 QSPM Key Internal Factors Management Marketing Finance/Accounting Production/Operations Research and Development Computer Information Systems Strategic Alternatives
53.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-53 QSPM • List the firm’s key external opportunities & threats; list the firm’s key internal strengths and weaknesses • Assign weights to each external and internal critical success factor
54.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-54 QSPM • Examine the Stage 2 (matching) matrices and identify alternative strategies that the organization should consider implementing • Determine the Attractiveness Scores (AS)
55.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-55 QSPM • Compute the total Attractiveness Scores • Compute the Sum Total Attractiveness Score
56.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-56 QSPM Positives: • Sets of strategies examined simultaneously or sequentially • Requires the integration of pertinent external and internal factors in the decision-making process
57.
Strategy Analysis &
Choice © 2001 Prentice Hall Ch. 6-57 QSPM Limitations: • Requires intuitive judgments and educated assumptions • Only as good as the prerequisite inputs
58.
© 2001 Prentice
Hall Ch. 6-58 Key Terms & Concepts • Aggressive quadrant • Attractiveness Scores (AS) • Board of Directors • Boston Consulting Group (BCG) Matrix • Business portfolio • Cash cows • Champions • Competitive Advantage (CA) • Competitive quadrant • Conservative quadrant • Culture • Decision stage • Defensive quadrant • Directional vector • Dogs • Environmental Stability (ES) • Financial Strength (FS)
59.
© 2001 Prentice
Hall Ch. 6-59 Key Terms & Concepts • Grand Strategy Matrix • Halo error • Industry Strength (IS) • Input stage • Internal-External (IE) Matrix • Long-term objectives • Matching • Matching stage • Quantitative Strategic Planning Matrix (QSPM) • Question marks • Relative market share position • SO strategies • ST strategies • Stars • Strategic Position and Action Evaluation (SPACE) Matrix • Strategy-formulation framework
60.
© 2001 Prentice
Hall Ch. 6-60 Key Terms & Concepts • Sum total attractiveness scores • Threats-Opportunities- Weaknesses-Strengths (TOWS) Matrix • Total Attractiveness Scores (TAS) • WO strategies • WT strategies
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