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Anthony F. Chelte
Western New England College
Ch 6-1
Fred R. David
Prentice Hall
Chapter Outline
• A Comprehensive Strategy-Formulation
Framework
Ch 6-2
Fred R. David
Prentice Hall
Chapter Outline
• The Matching Stage
Ch 6-3
Fred R. David
Prentice Hall
Chapter Outline
Ch 6-4
Fred R. David
Prentice Hall
Strategy Analysis & Choice
-- Bill Saporito
Ch 6-5
Fred R. David
Prentice Hall
Strategy Analysis & Choice
Ch 6-6
Fred R. David
Prentice Hall
Strategy Analysis & Choice
Ch 6-7
Fred R. David
Prentice Hall
Strategy Analysis & Choice
Alternative strategies derive from –
– Vision
– Mission
– Objectives
– External audit
– Internal audit
– Past successful strategies
Ch 6-8
Fred R. David
Prentice Hall
Strategy Analysis & Choice
Ch 6-9
Fred R. David
Prentice Hall
Strategy-Formulation Analytical Framework
Ch 6-10
Fred R. David
Prentice Hall
Formulation Framework
Competitive Profile
Matrix
Ch 6-11
Fred R. David
Prentice Hall
Input Stage
Ch 6-12
Fred R. David
Prentice Hall
Formulation Framework
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
Ch 6-13
Fred R. David
Prentice Hall
Matching Stage
Ch 6-14
Fred R. David
Prentice Hall
Matching Key Factors to Formulate Alternative Strategies
Ch 6-15
Fred R. David
Prentice Hall
Formulation Framework
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
Ch 6-16
Fred R. David
Prentice Hall
Matching Stage
TOWS Matrix
– Threats
– Opportunities
– Strengths
– Weaknesses
Ch 6-17
Fred R. David
Prentice Hall
TOWS Matrix
– Strengths-Opportunities (SO)
– Weaknesses-Opportunities (WO)
– Strengths-Threats (ST)
– Weaknesses-Threats (WT)
Ch 6-18
Fred R. David
Prentice Hall
SO Strategies
Ch 6-19
Fred R. David
Prentice Hall
WO Strategies
Improving
Threats internal
Opportunities WO weaknesses by
Weaknesses Strategies taking
Strengths advantage of
(TOWS) external
opportunities
Ch 6-20
Fred R. David
Prentice Hall
ST Strategies
Ch 6-21
Fred R. David
Prentice Hall
WT Strategies
Defensive
Threats tactics aimed at
Opportunities WT reducing internal
Weaknesses Strategies weaknesses
Strengths and avoiding
(TOWS) environmental
threats.
Ch 6-22
Fred R. David
Prentice Hall
TOWS Matrix
Ch 6-23
Fred R. David
Prentice Hall
TOWS Matrix
Developing the TOWS Matrix
Ch 6-24
Fred R. David
Prentice Hall
TOWS Matrix
Leave Blank Strengths-S Weaknesses-W
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
Ch 6-26
Fred R. David
Prentice Hall
SPACE Matrix
Strategic Position and Action Evaluation Matrix
Ch 6-27
Fred R. David
Prentice Hall
SPACE Matrix
Ch 6-28
Fred R. David
Prentice Hall
SPACE Matrix
Overall Strategic position determined by:
Ch 6-29
Fred R. David
Prentice Hall
SPACE Matrix
Developing the SPACE Matrix:
• EFE Matrix
• IFE Matrix
• Financial Strength
• Competitive Advantage
• Environmental Stability
• Industry Strength
Ch 6-30
Fred R. David
Prentice Hall
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
Ch 6-31
Fred R. David
Prentice Hall
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.
Ch 6-32
Fred R. David
Prentice Hall
SPACE Factors
Internal Strategic Position External Strategic Position
Ch 6-33
Fred R. David
Prentice Hall
SPACE Factors
Internal Strategic Position External Strategic Position
Ch 6-34
Fred R. David
Prentice Hall
SPACE Matrix
FS
Conservative Aggressive
+6
+5
+4
+3
+2
+1
CA IS
-6 -5 -4 -3 -2 -1 -1 +1 +2 +3 +4 +5 +6
-2
-3
-4
-5
Defensive -6 Competitive
ES Ch 6-35
Fred R. David
Prentice Hall
Formulation Framework
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
Ch 6-36
Fred R. David
Prentice Hall
BCG Matrix
Boston Consulting Group Matrix
Ch 6-38
Fred R. David
Prentice Hall
BCG Matrix
Relative market share position defined:
Ch 6-39
Fred R. David
Prentice Hall
BCG Matrix
Relative Market Share Position
High Medium Low
1.0 .50 0.0
High
+20
Stars Question Marks
II I
Medium
0
-20 Ch 6-40
Fred R. David
Prentice Hall
BCG Matrix
• Question Marks
• Stars
• Cash Cows
• Dogs
Ch 6-41
Fred R. David
Prentice Hall
BCG Matrix
Question Marks
Ch 6-42
Fred R. David
Prentice Hall
BCG Matrix
Stars
Ch 6-44
Fred R. David
Prentice Hall
BCG Matrix
Dogs
Ch 6-45
Fred R. David
Prentice Hall
Formulation Framework
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
Ch 6-46
Fred R. David
Prentice Hall
Grand Strategy Matrix
• Popular tool for formulating alternative
strategies
Ch 6-47
Fred R. David
Prentice Hall
RAPID MARKET GROWTH
Quadrant II Quadrant I
1. Market development 1. Market development
2. Market penetration 2. Market penetration
3. Product development 3. Product development
4. Horizontal integration 4. Forward integration
5. Divestiture 5. Backward integration
6. Liquidation 6. Horizontal integration
WEAK 7. Concentric diversification
STRONG
COMPETITIVE COMPETITIVE
POSITION Quadrant III Quadrant IV
POSITION
1. Retrenchment 1. Concentric diversification
2. Concentric diversification 2. Horizontal diversification
3. Horizontal diversification 3. Conglomerate
4. Conglomerate diversification
diversification 4. Joint ventures
5. Liquidation
SLOW MARKET GROWTH
Ch 6-48
Fred R. David
Prentice Hall
Grand Strategy Matrix
Quadrant I
Ch 6-49
Fred R. David
Prentice Hall
Grand Strategy Matrix
Quadrant II
Ch 6-50
Fred R. David
Prentice Hall
Grand Strategy Matrix
Quadrant III
Ch 6-51
Fred R. David
Prentice Hall
Grand Strategy Matrix
Quadrant IV
Ch 6-52
Fred R. David
Prentice Hall
Formulation Framework
Ch 6-53
Fred R. David
Prentice Hall
QSPM
Ch 6-54
Fred R. David
Prentice Hall
QSPM
Ch 6-55
Fred R. David
Prentice Hall
QSPM
Ch 6-56
Fred R. David
Prentice Hall
QSPM
Ch 6-57
Fred R. David
Prentice Hall
QSPM
Ch 6-58
Fred R. David
Prentice Hall
QSPM Strategic Alternatives
Key External Factors Weight Strategy Strategy Strategy 3
Economy 1 2
Political/Legal/Governmen
tal
Social/Cultural/Demograp
hic/Environmental
Technological
Competitive
Key Internal Factors
Management
Marketing
Finance/Accounting
Production/Operations
Research and
Development
Computer Information
Systems
Ch 6-59
Fred R. David
Prentice Hall
QSPM
Limitations:
Ch 6-60
Fred R. David
Prentice Hall
QSPM
Positives:
Ch 6-61
Fred R. David
Prentice Hall
Cultural Aspects of Strategy
Choice
Culture:
Ch 6-62
Fred R. David
Prentice Hall
Cultural Aspects of Strategy
Choice
Culture:
Ch 6-63
Fred R. David
Prentice Hall
Politics of Strategy Choice
Politics in organizations:
• Management hierarchy
• Career aspirations
• Allocation of scarce resources
Ch 6-64
Fred R. David
Prentice Hall
Politics of Strategy Choice
• Equifinality
• Satisfying
• Generalization
• Focus on Higher-Order Issues
• Provide Political Access on Important Issues
Ch 6-65
Fred R. David
Prentice Hall
Role of A Board of Directors
Ch 6-66
Fred R. David
Prentice Hall
Key Terms
• Aggressive quadrant
• Attractiveness Scores (AS)
• Board of Directors
• Boston Consulting Group (BCG) Matrix
• Business portfolio
• Cash cows
• Champions
• Competitive Advantage (CA)
Ch 6-67
Fred R. David
Prentice Hall
Key Terms
• Competitive quadrant
• Conservative quadrant
• Culture
• Decision stage
• Defensive quadrant
• Directional vector
• Dogs
• Environmental Stability (ES)
• Financial Strength (FS)
Ch 6-68
Fred R. David
Prentice Hall
Key Terms
• 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)
Ch 6-69
Fred R. David
Prentice Hall
Key Terms
• Question marks
• Relative market share position
• SO strategies
• ST strategies
• Stars
• Strategic Position and Action Evaluation
(SPACE) Matrix
• Strategy-formulation framework
Ch 6-70
Fred R. David
Prentice Hall
Key Terms
Ch 6-71
Fred R. David
Prentice Hall