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File: Strategy Slides 79520 | 1587027357
chapter 8 strategy generation and selection part two learning objectives how to select strategies to pursue 1 2 how to design the strategy analysis and choice seek to determine alternative ...

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                 Chapter 8
     Strategy Generation and Selection
                Part Two
  Learning Objectives
  ?How to select strategies to pursue( 1
  2( How to design the strategy analysis and choice 
  seek to determine alternative courses of action that 
  could best enable the firm to achieve its mission 
  and objectives? 
   
   The Strategy-Formulation Analytical Framework
  Important strategy-formulation techniques can be 
  integrated into a three-stage decision-making framework. 
  The tools presented in this framework are applicable to 
  all sizes and types of organizations and can help 
  strategists identify, evaluate, and select strategies.
  Stage 1 of the strategy-formulation analytical 
  framework consists of;
  The External Factor Evaluation (EFE( Matrix.
  The Internal Factor Evaluation (IFE( Matrix.
  The Competitive Profile Matrix (CPM(. 
  Stage 1 Called the input stage, Stage 1 summarizes the basic 
  input information needed to formulate strategies. 
   The Strategy-Formulation Analytical Framework
   Stage 2, called the matching stage, focuses on generating feasible 
   alternative strategies by aligning key external and internal factors. 
   Stage 2 techniques include ;
   The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.
   The Strategic Position and Action.
   Evaluation (SPACE( Matrix.
   The Boston Consulting Group (BCG( Matrix.
   The Internal-External (IE( Matrix.
   The Grand Strategy Matrix.
    
   Stage 3, called the decision stage, involves a single technique, the 
   Quantitative Strategic Planning Matrix (QSPM). A QSPM uses 
   input information from Stage 1 to objectively evaluate 
   feasible alternative strategies identified in Stage 2.
           The Grand Strategy Matrix
   The Grand Strategy Matrix has become a popular tool for formulating 
   alternative strategies. 
   All organizations can be positioned in one of the Grand Strategy 
   Matrix’s four strategy quadrants.
   A firm’s divisions likewise could be positioned. The Grand Strategy 
   Matrix is based on two evaluative dimensions:
    1) competitive position on the x-axis
    2) market (industry) growth on the y-axis. 
   Any industry whose annual growth in sales exceeds 5 percent could be 
   considered to have rapid growth. 
   Appropriate strategies for an organization to consider are listed in 
   sequential order of attractiveness in each quadrant of the Grand 
   Strategy Matrix.
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...Chapter strategy generation and selection part two learning objectives how to select strategies pursue design the analysis choice seek determine alternative courses of action that could best enable firm achieve its mission formulation analytical framework important techniques can be integrated into a three stage decision making tools presented in this are applicable all sizes types organizations help strategists identify evaluate consists external factor evaluation efe matrix internal ife competitive profile cpm called input summarizes basic information needed formulate matching focuses on generating feasible by aligning key factors include strengths weaknesses opportunities threats swot strategic position space boston consulting group bcg ie grand involves single technique quantitative planning qspm uses from objectively identified has become popular tool for formulating positioned one s four quadrants divisions likewise is based evaluative dimensions x axis market industry growth y a...

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