2015 IAF 831 Coca Cola Introduction & brief Background Under this case study on the strategic leadership at Coca Cola, various CEO’s reign has been discussed. I have taken Goizueta as the base and main character and then prepare EFE IFE and CPM matrix for his leadership. Vision and Mission Statement Our Mission Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. * To
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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) Stage 1: The Input Stage Internal Factor Evaluation Matrix (IFE) Competitive Profile Matrix (CPM) Please note this is not a comprehensive
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Quantitative Strategic Planning Matrix (QSPM) also called the decision stage is a strategic-formulation tool that uses inputs from Stage 1/ Input Stage to objectively evaluate feasible alternative strategies identified in Stage 2/Matching Stage. Stage 1 summarizes the basic input information needed to formulate strategies while Stage 2 or Matching Stage focuses upon generating feasible alternative strategies by aligning key external and internal factors. A QSPM reveals the relative attractiveness
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................................................................................................... 8 External Environmental Analysis (EFE) for Southwest ................................................................. 8 EFE Opportunity Results ................................................................................................................ 8 EFE Threat Results
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6. 7. 8. 9. CPM – Competitive Profile Matrix (Example: Chapter 3 : p. 103) | | | | Critical Success Factors | Weight | Rating | Weighted Score | Rating | Weighted Score | Rating | Weighted Score | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Total | | | | | | | | External Factor Evaluation (EFE) Matrix (Example: Chapter 3 : p. 111) Key External Factors
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IFE Matrix (Internal Factor Evaluation) IFE Matrix (Internal Factor Evaluation) Internal Factor Evaluation (IFE) matrix is a strategic management tool for auditing or evaluating major strengths and weaknesses in functional areas of a business. IFE matrix also provides a basis for identifying and evaluating relationships among those areas. The Internal Factor Evaluation matrix or short IFE matrix is used in strategy formulation. The IFE Matrix together with the EFE matrix is a strategy-formulation
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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.
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------------------------------------------------- VISION to be the best bank for all our stakeholders. MISSION we aim to be a premier universal bank of international standing, committed to creating and providing the best possible value for our core constituents – clients, employees, shareholders, and the communities whom we serve. We shall exert all efforts to transform every opportunity to expand our sphere of business activities into instruments to help our constituents realize their own
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Weaknesses 9 3.3 External Assessment: Opportunities 10 Growing Airline Industry 10 3.4 External Assessment: Threats 12 Increasing in Competitors 12 4.0 IFE, EFE and CPM Matrix 15 4.1 IFE Matrix 15 4.2 EFE Matrix 16 4.3 Company Profile Matrix (CPM) 17 5.0 SWOT Matrix, IE Matrix, and QSPM 18 5.1 SWOT Matrix 18 5.2 IE Matrix 19 5.3 QSPM 20 6.0 Recommendation on Specific Strategies 21 7.0 Shangri-La Hotel Financial Position (EPS-EBIT Analysis) 22 7.1 Common Stock Financing 23
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I. External Assesment Coca-Cola’s EFE Matrix: Key External Factors | Weight | Rating | Weighted Score | Opportunities | | | | 1. Adanya perubahan teknologi yang cepat dalam industri ini, yang bisa digunakan untuk mengefisiensikan produksi. 2. Pertumbuhan pasar non-carbonated beverage meningkat sebesar 62% 3. Peluang ekspansi di pasar internasional yang terbuka lebar. 4. Kerjasama dengan para Food chains seperti McDonalds. 5. Bisa didiversifikasi sebagai produk-produk pelengkap
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