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The Matching Stage: - The Strengths-Weaknesses-helps Managers Develop Four Types of Strategies

empirical study

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Sukhpal Singh
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2K views14 pages

The Matching Stage: - The Strengths-Weaknesses-helps Managers Develop Four Types of Strategies

empirical study

Uploaded by

Sukhpal Singh
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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The Matching Stage

The Strengths-WeaknessesOpportunities-Threats (SWOT) Matrix helps managers develop four types of strategies:
SO (strengths-opportunities) Strategies WO (weaknesses-opportunities) Strategies ST (strengths-threats) Strategies WT (weaknesses-threats) Strategies
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 6-1

A SWOT Matrix for a Retail Computer Store

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-2

The SPACE Matrix

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-3

Factors That Make Up the SPACE Matrix Axes

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-4

Example Strategy Profiles

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-5

Example Strategy Profiles

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-6

The Grand Strategy Matrix

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-7

The Grand Strategy Matrix


Quadrant I
continued concentration on current markets (market penetration and market development) and products (product development) is an appropriate strategy

Quadrant II
unable to compete effectively need to determine why the firms current approach is ineffective and how the company can best change to improve its competitiveness
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 6-8

The Grand Strategy Matrix


Quadrant III
must make some drastic changes quickly to avoid further decline and possible liquidation Extensive cost and asset reduction (retrenchment) should be pursued first

Quadrant IV
have characteristically high cash-flow levels and limited internal growth needs and often can pursue related or unrelated diversification successfully
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 6-9

The Quantitative Strategic Planning Matrix (QSPM)

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-10

Positive Features of the QSPM


Sets of strategies can be examined sequentially or simultaneously Requires strategists to integrate pertinent external and internal factors into the decision process Can be adapted for use by small and large for-profit and nonprofit organizations

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-11

Limitations of the QSPM


Always requires intuitive judgments and educated assumptions Only as good as the prerequisite information and matching analyses upon which it is based

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-12

A QSPM for a Retail Computer Store

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-13

A QSPM for a Retail Computer Store

Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall

6-14

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