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Chapter 6Strategy Analysis & Choice
-- Establishing long-term objectives-- Generating alternative strategies-- Selecting strategies to pursue-- Best alternative - achieve mission & objectives
Nature of Strategy Analysis & Choice
Strategy Analysis & Choice
• Vision• Mission• Objectives
• External audit• Internal audit
• Past successful strategies
Strategy Analysis & Choice
Alternative Strategies Derive From --
Comprehensive Strategy-Formulation Framework
Stage 1:The Input Stage
Stage 2:The Matching Stage
Stage 3:The Decision Stage
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)
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
Strategy-Formulation Analytical Framework
SWOT Matrix
BCG Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
Stage 2: The Matching Stage
Match between organization’s internal resources & skills and the opportunities & risks created by its external factors
E.g. internal: strong R and D function
External changing demographics (population getting older)
Strategy: Develop new products for older adults (related to long term objectives financial or strategic)
Stage 2: The Matching Stage: SWOT Matrix
Four Types of Strategies
Strengths-Opportunities (SO):Use a firm’s internal strengths to take advantage of external opportunities
Weaknesses-Opportunities (WO):Improving internal weaknesses by taking advantageof external opportunities
Strengths-Threats (ST):Use a firm’s strengths to avoid or reduce the impact of external threats.
Weaknesses-Threats (WT):Defensive tactics aimed at reducing internal weaknesses and avoiding external threats
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
12
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
Which types of strategies, e.g. intensive diversification…, are referred to above
Strengths: Weaknesses:
1. R and D almost complete 2. Basis for strong management team 3. Key first major customer acquired 4. Initial product can evolve into range
of offerings 5. Located near a major centre of
excellence 6. Very focused management/staff 7. Well-rounded and managed
business
1. Over dependent on borrowings - Insufficient cash resources
2. Board of Directors is too narrow 3. Lack of awareness amongst
prospective customers 4. Need to relocate to larger premises 5. Absence of strong sales/marketing
expertise 6. Overdependence on few key staff 7. Emerging new technologies may
move market in new directions
Threats: Opportunities:
1. Major player may enter targeted market segment
2. New technology may make products obsolescent
3. Economic slowdown could reduce demand
4. Euro/Yen may move against $ 5. Market may become price sensitive 6. Market segment's growth could
attract major competition
1. Market segment is poised for rapid growth
2. Export markets offer great potential 3. Distribution channels seeking new
products 4. Scope to diversify into related
market segments
Key Strategies
1. Accelerate product launches by strengthening R and D team
2. Extend links with key technology centres 3. Raise additional venture capital 4. Expand senior management team in sales/marketing 5. Recruit non-executive directors 6. Strengthen human resources function and introduce
share options for staff 7. Appoint advisers for intellectual property and finance 8. Seek new market segments/applications for products
SWOT Matrix
Leave Blank
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
Inset key strategies into correct box element of the Matrix
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
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
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
19
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
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
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
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
BCG Matrix
Dogs
Low relative market share & compete in slow or no market growth
Weak internal & external position
Liquidation, divestiture, retrenchment
Grand Strategy Matrix
Tool for formulating alternative strategies
Based on two dimensions
Competitive position
Market growth
25
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
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
Grand Strategy Matrix
Evaluate present approach
How to improve competitiveness
Rapid market growth requires intensive strategy
Quadrant II
Grand Strategy Matrix
Compete in slow-growth industries
Weak competitive position
Drastic changes quickly
Cost & asset reduction (retrenchment)
Quadrant III
Grand Strategy Matrix
Strong competitive position
Slow-growth industry
Diversification to more promising growth areas
Quadrant IV
Strategy-Formulation Analytical Framework
Stage 3:The Decision Stage
Quantitative StrategicPlanning Matrix
(QSPM)
Technique designed to determine the relative attractiveness of feasible alternative actions
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
32
QSPM : information from IFE and EFE
Key Internal Factors
Management
Marketing
Finance/Accounting
Production/Operations
Research and Development
Computer Information Systems
Sum total A.S.
Strategy 3Strategy 2Strategy 1WeightKey External Factors Economy
Political/Legal/Governmental
Social/Cultural/Demographic/Environmental
Technological
Competitive
Strategic Alternatives
AS 1 to 4 and blank if factor does not effect strategy: TAS = Weight x AS
QSPM
Requires intuitive judgments & educated assumptions
Only as good as the prerequisite inputs
Limitations
Advantages
Sets of strategies considered simultaneously or sequentially
Integration of pertinent external & internal factors in the decision making process
Example of a QSPM for Dell
Questions
• Discuss 3 techniques that can be used by organisations to choose alternative paths to achieve their long term objectives.
• Discuss how to choose the best of a set of alternative strategies.