...Choice Strategic Management: Concepts & Cases 13th Edition Global Edition Fred David Please note this is not a comprehensive source for studying Please note this is not a comprehensive source for studying Ch 6 -1 Ch 6 -2 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 “Life is full of lousy options.” – General P.X. Kelley Please note this is not a comprehensive source for studying Ch 6 -3 1 Strategy Analysis & Choice Subjective decisions based on objective information Generating alternative strategies Selecting strategies to pursue Best alternative course of action to achieve mission & objectives Derived from vision, mission, objectives, external audit, and internal audit Please note this is not a comprehensive source for studying Ch 6 -4 Strategy Analysis & Choice Generating Alternatives – Participation in generating alternative strategies should be as broad as possible Please note this is not a comprehensive source for studying Ch 6 -5 Comprehensive StrategyFormulation Framework Stage 1 - Input Stage EFE Matrix IFE matrix CPM Stage 2 - Matching Stage SWOT SPACE matrix BCG matrix IE Matrix Grand strategy matrix Stage 3 - Decision Stage QSPM Please note this is not a comprehensive source for studying Ch 6 -6 2 Strategy-Formulation Framework External Factor Evaluation Matrix (EFE) ...
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... a. b. c. d. e. SO WO SW ST WT 4. How many cells are in a SWOT Matrix? a. b. c. d. e. Two Four Six Eight Nine 5. What are two external dimensions of the SPACE Matrix? a. b. c. d. e. Environmental stability and industry strength Environmental stability and competitive advantage Industry strength and competitive advantage Competitive advantage and financial strength Financial strength and industry strength 6. In the SPACE analysis, what does a (+6, +3) strategy profile portray? a. b. c. d. e. A strong industry An unstable environment A stable environment A weak industry A weak financial position 7. Selling all of a company’s assets in parts for their tangible worth is called a. Joint venture. b. Divestiture. c. Concentric diversification. d. Liquidation. e. Unrelated integration 8. Which stage of the strategy-formulation framework involves the Quantitative Strategic Planning Matrix? a. b. Stage 1 Stage 2 c. d. e. Stage 3 Stage 4 Stage 5 9. 10. Which strategy should be implemented when a division is responsible for an organization’s overall poor performance? a. Backward integration b. c. b. c. Divestiture Forward integration Cost leadership Related diversification 11. What analytical tool has four quadrants based on two dimensions: competitive position and market growth? a. b. c. d. e. Competitive Profile Matrix Internal-External Matrix SPACE Matrix Grand Strategy Matrix QSPM. 12. Which of the following is not true about objectives? a. b....
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...Ford Motor Company-2007 Step 1 Identify the firm’s exiting vision, mission, objective and strategies (Executive summary). Vision: To become the world’s leading Consumer Company for automotive products and services. Mission: We are a global family with a proud heritage passionately committed to providing personal mobility for people around the world. We anticipate consumer need and deliver outstanding products and services that improve people’s lives. Strategies: Aggressively restructure to operate profitably at the current demand and changing model mix. Accelerate development of new products our customers want and value. Finance our plan and improve our balance sheet. Work together effectively as one team, leveraging our global assets. Step 2 Develop vision and mission statements for the organization Vision To be the world’s first choice transport in responsibility to produce friendly environmental car and at the same time will maximizing shareholder profits. Mission Ford is a car producer company. Our philosophy is to make customer safely drive their car and at the same time make them feel comfortable while driving. With the car of ford is affordable for everybody, people will get to their destination with safe. We want to expand the market share that our company had to gain more profits for our shareholders. With the latest technology and the credibility of employees that our company had, we will definitely...
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...Trends…………………………….19 4.1.3. Political, Governmental and Legal Aspects……………………...22 4.1.4. Technological Aspects………………………………………..…..24 4.2. Industry and Competitor Analysis……………………………….……25 4.3. The Competitive Profile Matrix (CPM)……………............................43 4.4. External Factor Evaluation (EFE) Matrix……………………………..71 4.5. Strategic Issues based on External Factors……………………………73 5. Company Analysis…………………………………………….....74 5.1. Internal Audit……………………………………………………..….74 5.2. Financial Audit………………………………………………………82 5.3. Production and Operation Audit…………………………………..…90 5.4. R&D Audit………………………………………………………..….96 5.5. 7S framework…………………………………………………….......97 5.6. Internal Factor Evaluation (IFE) Matrix…………………………....107 5.7. Strategic Issues based on Internal Factors……………………….…108 6. Strategy Formulation…………………………………………110 6.1. Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix...….110 6.2. Strategic Position and Action Evaluation (SPACE) Matrix……......113 6.3. Internal-External (IE) Matrix……………………………………....117 6.4. Grand Strategy Matrix………………………………………….….121 6.5. Summary of strategies…………………………………………......122 6.5.1. Quantitative Strategic Planning Matrix (QSPM)…………….122 7. Strategic objectives and recommended strategies………….128 7.1. Strategic...
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...B. Industry and Competitor Analysis 4.7 Industry Situation and Prospects 4.8 Competitor Analysis 4.9 Porter’s Five-Forces Framework of SUBMISSION 4 Competitive Analysis a. Strategic Group Map 4.10 Competitive Profile Matrix (CPM) a. Weights and Ratings Explanation 4.11 Industry Outlook and Attractiveness SUBMISSION 5 4.12 External Factor Evaluation (EFE) Matrix a. Weights and Ratings Explanation V. COMPANY ANALYSIS A. Functional Audit 5.1 Management a. Seven-S Framework SUBMISSION 6 5.2 Marketing a. Value Chain Analysis 5.3 Production/Operations 5.4 Human Resources 5.5 Financial SUBMISSION 7 a. Financial Statement Analysis 1. Horizontal Analysis 2. Vertical Analysis 3. Financial Ratio Analysis 5.6 Corporate Social Responsibility/Ethics Program SUBMISSION 8 B. Major Strengths and Weaknesses 5.7 Internal Factor Evaluation (IFE) Matrix SUBMISSION 9 a. Weights and Ratings Explanation VI. STRATEGY FORMULATION A. TOWS Matrix and BCG Matrix, if applicable SUBMISSION 10 B. Quantitative Strategy Planning Matrix (QSPM) a. Weights and Ratings Explanation VII. OBJECTIVES, STRATEGY RECOMMENDATIONS AND ACTION PLANS A. Financial Objectives SUBMISSION 11 B. Strategic Objectives C. Functional...
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...material in the analysis of an actual strategic management situation. This assignment will be completed throughout the term and the final assignment will be a compilation and refinement of the sub-assignments. 2. Assignment Topic: Write an expanded strategic plan for an organisation This assignment requires you to apply the entire strategic-management process to a particular organisation. Most of the information in a strategic management case is established fact, but some information may be based on opinions, judgements, and beliefs. A strategic-management case puts the reader on the scene of the action by describing a company’s situation at some point in time. This assignment will give you practise applying strategic-management concepts. When preparing a comprehensive written analysis, picture yourself as a consultant who has been asked by a company to conduct a study of its external and internal environment and raise issues concerning the company’s mission, strategies, objectives and policies. You also need to make specific recommendations for the company’s future. Prepare exhibits/examples to support your recommendations. Highlight exhibits/examples with some discussion in the paper. Throughout your written analysis, emphasize how your proposed strategies will enable the firm to gain and sustain competitive advantage. In preparing your written analysis, follow the steps outlined here, which correlate to the stages on the strategic-management process and the chapters in...
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...17-08-2012 17-08-2012 Submitted to: Prof. N. R. Govinda Sharma Submitted to: Prof. N. R. Govinda Sharma by by Group A10 THE AVENGERS Group A10 THE AVENGERS RASNA Strategic Memo Final Report RASNA Strategic Memo Final Report Table of Contents ABSTRACT 3 BRIEF ABOUT THE SDC INDUSTRY 4 Rasna and its Products 4 Description of the situation 5 Strategy Formulation for Rasna Company 6 1. Input Stage (Formulation Framework) 6 SWOT 6 External Factor Evaluation (EFE) matrix 8 Internal Factors Evaluation (IFE) matrix: 9 2. Matching Stage 10 Competitive Advantage (CA) 10 Financial Strength (FS) 11 Industry Strength (IS) 11 Environmental Stability (ES) 11 3. Decision Stage 13 STRATEGIC IMPORTANCE 16 JUICE INDUSTRY 16 RESOURCES FOR NEW STRATEGY AS CONCENTRIC DIVERSIFICATION 17 mARKETING 17 Brand Strategy 17 Distribution Channel 17 Competitor Analysis 18 finance 19 Internal retained earning 20 Take loan from bank 20 Issue bond/debenture 20 Issue equity 20 Right issue 20 Venture capital 20 Human resource management 20 Job description 20 Job specification 20 Recruitment 20 Selection 21 Training & development 21 Performance evaluation 21 BALANCE SCORECARD TO CHECK STRATEGY EFFECTIVENESS 22 RECOMMENDATION 24 Bibliography 25 ABSTRACT Soft Drink Concentrate market (SDC) of India is 500 crore market. This market is getting in weak situation, main reason being today people in India do not find enough time to mix concentrate in...
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...Balochistan University of information techonology engineering and management sciences | Implementing Strategic Management | APPLE Inc. | Rabia Iftikhar 12285 | MBA 5th B | Jun 24, 2013 | | | | | | Ma'am Mehwish Shahid Think Different ACKNOWLEDGEMENTS Praise and thanks to “ALLAH” Almighty, the one testing us all at all times and making decisions about what we don’t know and can’t know. The report being submitted today is a result of collective effort. There are innumerous helping hands behind who have guided us on our way. Writing this report appeared to be a great experience to us. It added a lot to our knowledge. This report is one of our memorable experiences in student life. Though words are inadequate in offering thanks to our teacher but we owe our profound gratitude to Ma’am Mehwish Shahid for stimulating our creative abilities by assigning this project to us and for her able guidance and useful suggestions, which helped us in completing the project in time. Whatever we have learnt from her and this project report has put indelible impression on our minds and it is our conviction that this learning experience will always be a source of help in our practical life and professional career. Finally, yet importantly, we would like to express our heartfelt thanks to our beloved parents, for cooperation, help, kindness...
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...1. Identify the firm’s existing vision, mission, objectives, and strategies: Vision “To be the worldwide leader in sharing delicious tastes and creating joyful memories.” Mission “To touch and enhance lives through the joy that is Krispy Kreme. “ Objectives 1. Reduce the investment required to produce a given level of sales and reduce operating costs by operating smaller satellite stores instead of larger, more expensive factory stores. 2. Achieve greater production efficiencies by centralizing doughnut production to minimize the burden of fixed costs. 3. Achieve greater consistency of product quality through a reduction in the number of doughnut-making locations. 4. Enable store employees to focus on achieving excellence in customer satisfaction and in-shop consumer experience. 5. Stimulate an increase in on-premises sales of doughnuts and complementary products by increasing the number of retail distribution points to provide customers more convenient access to the company’s products. Strategies 1. Open up new (or convert traditional factory stores to) "hot shops" that provide a hot doughnut experience for customers throughout the day, instead of the traditional experience of having the hottest, freshest doughnuts available only at certain times of the day---these "hot shops" would be added to the traditional fresh shops and kiosks as the primary methods for market penetration...
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...SPACE matrix is a management tool used to analyze a company. It is used to determine what type of a strategy a company should undertake. The Strategic Position & ACtion Evaluation matrix or short a SPACE matrix is a strategic management tool that focuses on strategy formulation especially as related to the competitive position of an organization. The SPACE matrix can be used as a basis for other analyses, such as the SWOT analysis, BCG matrix model, industry analysis, or assessing strategic alternatives (IE matrix). What is the SPACE matrix strategic management method? To explain how the SPACE matrix works, it is best to reverse-engineer it. First, let's take a look at what the outcome of a SPACE matrix analysis can be, take a look at the picture below. The SPACE matrix is broken down to four quadrants where each quadrant suggests a different type or a nature of a strategy: * Aggressive * Conservative * Defensive * Competitive This is what a completed SPACE matrix looks like: This particular SPACE matrix tells us that our company should pursue an aggressive strategy. Our company has a strong competitive position it the market with rapid growth. It needs to use its internal strengths to develop a market penetration and market development strategy. This can include product development, integration with other companies, acquisition of competitors, and so on. Now, how do we get to the possible outcomes shown in the SPACE matrix? The SPACE Matrix analysis...
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...The SPACE matrix is a management tool used to analyze a company. It is used to determine what type of a strategy a company should undertake. The Strategic Position & ACtion Evaluation matrix or short a SPACE matrix is a strategic management tool that focuses on strategy formulation especially as related to the competitive position of an organization. The SPACE matrix can be used as a basis for other analyses, such as the SWOT analysis, BCG matrix model, industry analysis, or assessing strategic alternatives (IE matrix). What is the SPACE matrix strategic management method? To explain how the SPACE matrix works, it is best to reverse-engineer it. First, let's take a look at what the outcome of a SPACE matrix analysis can be, take a look at the picture below. The SPACE matrix is broken down to four quadrants where each quadrant suggests a different type or a nature of a strategy: Aggressive Conservative Defensive Competitive This is what a completed SPACE matrix looks like: SPACE matrix strategic management tool example This particular SPACE matrix tells us that our company should pursue an aggressive strategy. Our company has a strong competitive position it the market with rapid growth. It needs to use its internal strengths to develop a market penetration and market development strategy. This can include product development, integration with other companies, acquisition of competitors, and so on. Now, how do we get to the possible outcomes...
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...Introduction Brand Name: Coca-Cola Drink Type: Soft Drink Founded in 1886, the coca-cola company is the world’s leading manufacturer, marketer, and distributor of nonalcoholic beverage concentrates and syrups. The company’s corporate headquarters are in Atlanta, with local operations in over 200 countries around the world.Although Coca-Cola was first created in the United States, it quickly became popular wherever it went. Our first international bottling plants opened in 1906 in Canada, Cuba and Panama, soon followed by many more. Today, Coca-Cola has a portfolio of more than 3,000 beverages. Coca-Cola has 92,400 employees worldwide. More than 70 percent of our income comes from outside the U.S., but the real reason we are a truly global company is that our products meet the varied taste preferences of consumers everywhere. The Coca-Cola Company which is often referred to as simply Coca-Cola or Coke.Coke is one of the world’s most recognizable and widely sold commercial brands. Coke History in Pakistan The Coca-Cola Company began operating in Pakistan in 1953. Coke, Fanta and Sprite are the brands with whom Coca-Cola is operating in Pakistan. The plants are in Karachi, Hyderabad, Sialkot, Gujranwala, Faisalabad, Rahim Yar Khan, Multan and Lahore. The Coca-Cola Company in Pakistan has invested over $130 million (U.S) and coke has successfully provided 61 years of dedicated service to its customers in Pakistan. Since the beginning of Coke Company the firm has been continuously...
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...[pic] King Saud University College of Administrative Sciences Strategic Management 597 BUS Case analysis Target Corporation Professor Dr. Nadia Ayoub Submit by Ghadeer Al- Mutawa Reem Abdul Jabbar 9, January 2007 Contents Introduction Vision Statement Mission Statement Strategy Analysis State 1: The Input Stage External Factor Evaluation o Opportunities o Threats Competitive Profile Matrix Internal Factor Evaluation o Strengths o Weaknesses Summary of Financial Ratios in Target Corporation Stage 2: The Matching Stage 1) The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix, 2) The Strategic Position and Action Evaluation (SPACE) Matrix, 3) The Grand Strategy Matrix, 4) The Internal-External (IE) Matrix. Summary of Matrix Analysis Stage 3: The Decision Stage Quantitative Strategic Planning Model [QSPM] Recommendations Epilogue Introduction Target Corporation is a powerful retail brand. It has a reputation for value for money, convenience and a wide range of products all in one store. Target Corporation is the third-largest general merchandise retailer in the United States. It offers an assortment of general merchandise, including consumables...
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...4. Strategic recommendations on International Commercial Strategy for eBay. As a result from operations in China, there were some lessons to be learned from the unfavourable result of the so-called alliance of eBay and EachNet: * Think globally, act locally – cultural differences can create a strong constrain with the customers and it is necessary to adapt to the local market and its preferences. * Never underestimate your opponent – eBay was outperformed by its competitors that were able to satisfy customers’ needs. * A good name does not always do the trick – in order to win over customers, you need to have a good history in China. * Mature markets vs. emerging – eBay strategy, which proved itself in mature markets, may not be appropriate in emerging, developing markets. This requires eBay to revise its strategy and conduct an in-depth research in terms of customer behaviour and cultural differences. In order to better evaluate the best international commercial strategy for Ebay we have developed a QSPM matrix. We discussed and evaluated two possible strategies: further expansion into international markets or expand operation into B2B market. Quantitative Strategic Planning Matrix Nr | Key factors | Expand further into international markets | Expand operations into B2B market | | Opportunities | Weight | AS | TAS | AS | TAS | 1. | Growing internet usage, more than 420 million people use internet | 0.07 | 4 | 0.28 | 2 | 0.14 | 2. | Generation...
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...MB 401 STRATEGIC MANAGEMENT ______________________________________________________________________ __ INSTRUCTIONS FOR PAPER-SETTER The question paper will consist of Two parts, A and B. Part A will have 15 short answer questions (40-60 words) of 2 marks each. Part B will have 12 long answer questions of 5 marks each. The syllabus of the subject is divided into 3 sections I, II and III. The question paper will cover the entire syllabus uniformly. Part A will carry 5 questions from each section and Part B will carry 4 questions from each section. INSTRUCTION FOR CANDIDATES Candidates are required to attempt all questions from Part A and 9 questions of Part B out of 12. ______________________________________________________________________ __ Section I MBA Syllabus (August 2005) Page 19 of 45 Definition, nature, scope, and importance of strategy; and strategic management (Business policy). Strategic decision-making. Process of strategic management and levels at which strategy operates. Role of strategists. Defining strategic intent: Vision, Mission, Business definition, Goals and Objectives. Internal Appraisal – The internal environment, organisational capabilities in various functional areas and Strategic Advantage Profile. Methods and techniques used for organisational appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry standards and benchmarking, Balanced scorecard and key factor rating). Identification of Critical Success Factors...
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