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Program

1. 2. 3. 4. Presentation & Strategy definition Administrative Process Strategy Process Strategic Thinking & Scenario's Visualization 5. Strategic Diagnostic

Course

6. Strategy Formulation
7. 8. 9. 10. Strategy Types Performance Measurement Organizational Structure Cultural Change

Matrix

SWOT

Matrix

BCG

Matrix

S.P.E.A (P.E.Y.E.A)

Setting strategy based on four factors: Financial Strength Competitive Advantage Environmental Stability Industrial Strength

Matrix
-6

S.P.E.A (P.E.Y.E.A)
Financial Strength
6
5 4 3 2 1 -4 -3 -2 -1 -1 -2 -3 1 2 3 4 5

-5

Industrial Strength

-4
-5 -6

Environmental Stability

Matrix

S.P.E.A (P.E.Y.E.A)

S.P.E.A Matrix Steps: 1. Selecting relevant variables for each factor

Matrix

S.P.E.A (P.E.Y.E.A)

S.P.E.A Matrix Steps: 2. Qualify each of the variables as follows: +1 (worst) to +5 (best) for Financial Strength and Industrial Strength

Matrix

S.P.E.A (P.E.Y.E.A)

S.P.E.A Matrix Steps: 2. Qualify each of the variables as follows: -5 (worst) to -1 (best) for Competitive Advantage and Environmental Stability

Matrix

S.P.E.A (P.E.Y.E.A)

S.P.E.A Matrix Steps: 3. Calculate the average for each factor

Matrix

S.P.E.A (P.E.Y.E.A)

S.P.E.A Matrix Steps: 4. Adding Competitive Advantage and Industrial Strength as X coordinate Adding Financial Strength and Environmental Stability as Y coordinate

Matrix

S.P.E.A (P.E.Y.E.A)

S.P.E.A Matrix Steps: 5. Draw a vector from the origin to XY coordinates

Matrix

S.P.E.A (P.E.Y.E.A)

S.P.E.A Matrix Steps: 6. Identify the strategy type

Matrix
CA
-6

S.P.E.A (P.E.Y.E.A)
FS
6
5 4 3 2 1

Conservative Strategy

Aggressive Strategy
IS

-5

-4 -3

-2

-1 -1 -2 -3

Defensive Strategy

-4
-5 -6

Competitive Strategy
ES

Matrix
Conservative Strategy

S.P.E.A (P.E.Y.E.A)

Dont take excessive risk Use the organizational skills Functional CA strategies

FS
6 5 4 3 2 1 -1 -6 -5 -4 -3 -2 -1 -2 -3 -4 -5 -6

1 2 3 4 5 6

IS

ES

Matrix
6 5 4 3 2 1 -1 -6 -5 -4 -3 -2 -1 -2 -3 -4 -5 -6

S.P.E.A (P.E.Y.E.A)
Aggressive Strategy
Market penetration Market development Product development Conglomerate diversification Concentric diversification

FS

CA

1 2 3 4 5 6

IS

ES

Matrix
CA
6 5 4 3 2 1 -1 -6 -5 -4 -3 -2 -1 -2 -3 -4 -5 -6

S.P.E.A (P.E.Y.E.A)
FS Horizontal integration Vertical integration Alliances Mergers Joint Ventures

1 2 3 4 5 6

IS

ES

Competitive Strategy

Matrix

S.P.E.A (P.E.Y.E.A)
FS
6 5 4 3 2 1 -1 -6 -5 -4 -3 -2 -1 -2 -3 -4 -5 -6

Reduce operations Disinvestment Liquidation Reengineering

CA

1 2 3 4 5 6

IS

ES

Defensive Strategy

Matrix

Relational
Zona de poder Zona de problemas autnomos Zona de conflicto

Zona de dependenci a

Dependencia

Matrix

Relational
Zona de poder Zona de problemas autnomos Zona de conflicto

Zona de dependenci a

Dependencia

Matrix

Relational List of Variables

Make the list of critical variables that could explain the system specifying the context for each variable.

Matrix

Relational Prioritization of the Variables

Each expert must qualify each variable between 0 and 3 in accordance with the importance level for the system.

Matrix

Relational Prioritization of the Variables

Select at the very least the most 10 or between the 10 and 15 important variables for the system.

Matrix

Relational Incidence Analysis

Analyze how the row variable affects the column variable.

Matrix
Variable Technological renovation

Relational
Tech. renovation Market opening Training level

Market opening Training level

Matrix
Type of incident
Strength

Relational
Descripcin Every effect causes variable modifications Valor

The effects cause variable changes without Moderate altering the strengths or weaknesses

1 0
1 0

Weak

Other effects are required to cause changes in Potential the variables

Null No relationship exists between the variables incidence