Strategy Analysis & Choice

Chapter 6
Strategy Analysis & Choice
Copyright 2007 Prentice Hall Ch 6 -1

Chapter Outline
The Nature of Strategy & Choice
A Comprehensive
Strategy-Formulation Framework
The Input Stage
Ch 6 -2
Copyright 2007 Prentice Hall
Chapter Outline (cont’d)
The Matching Stage
The Decision Stage
Cultural Aspects of Strategy Choice
Ch 6 -3
Chapter Outline (cont’d)
The Politics of Strategy Choice
Governance Issues
Ch 6 -4
To acquire or not to acquire, that is the

question –
Robert J. Terry
Life is full of lousy options –

General P.X. Kelley
Ch 6 -5
Nature of Strategy Analysis & Choice
-- Establishing long-term objectives

-- Generating alternative strategies
-- Selecting strategies to pursue
-- Best alternative - achieve mission & objectives
Ch 6 -6
Alternative Strategies Derive From --
 Vision
 Mission
 Objectives
 External audit
 Internal audit
 Past successful strategies
Alternative strategies do not come out of the

wild blue yonder
Ch 6 -7
Process of Generating and Selecting
Alternatives
Participation in generating alternative
strategies should be as broad as
possible.
Ch 6 -8
… Process of Generating and
Selecting Alternatives
In identifying and evaluating alternative
strategies should involve many of the
managers and employees who earlier
assembled the organizational vision and
mission statements, performed the
external audit, and conducted the
internal audit.
Ch 6 -9
Alternative strategies proposed by
participants should be considered and
discussed in a meeting or series of
meetings.
Proposed strategies should be listed in
writing and get understood by participants.
the strategies should Ch 6 -10

be ranked in order of attractiveness by all
Then the strategies should
be ranked in order of attractiveness by all
participants, with
1 = should not be implemented,
2 = possibly should be implemented,
3 = probably should be implemented, and
4 = definitely should be implemented.
Ch 6 -11
Comprehensive Strategy-Formulation
Framework
EFE
CPM
Stage 1: IFE
The Input Stage
Stage 2: Stage 3:
The Matching Stage The Decision Stage
SWOT
SPACE
BCG
QSPM
IE
GSM
Ch 6 -12
Strategy-Formulation Analytical
Framework
Internal Factor Evaluation
Matrix (IFE)
Stage 1: External Factor Evaluation

The Input Stage Matrix (EFE)
Competitive Profile Matrix

(CPM)
Ch 6 -13
Stage 1: The Input Stage
Basic input information for the matching

& decision stage matrices
Requires strategists to quantify
subjectivity early in the process
Good intuitive judgment always needed
in determining appropriate weights and
ratings.
Ch 6 -14
Framework
SWOT Matrix
SPACE Matrix
Stage 2: BCG Matrix

The Matching Stage
IE Matrix
Grand Strategy Matrix
Ch 6 -15
Stage 2: The Matching Stage
Match between organization’s

internal resources & skills and the
opportunities & risks created by its
external factors
Ch 6 -16
Stage 2: The Matching Stage
SWOT Matrix
Strengths
Weaknesses
Opportunities
Threats
Ch 6 -17
SWOT Matrix
Four Types of Strategies
Strengths-Opportunities (SO)
Weaknesses-Opportunities (WO)
Strengths-Threats (ST)
Weaknesses-Threats (WT)
Ch 6 -18
SO Strategies
Strengths
Weaknesses Use a firm’s
internal strengths
Opportunities
to take advantage
Threats SO of external
Strategies opportunities
SWOT
Ch 6 -19
WO Strategies
Strengths
Weaknesses Improving internal
weaknesses by
Opportunities
taking advantage
Threats WO of external
Strategies opportunities
SWOT
Ch 6 -20
ST Strategies
Strengths Use a firm’s

Weaknesses strengths
Opportunities to avoid or
Threats ST reduce the impact
Strategies of external
threats
SWOT
Ch 6 -21
WT Strategies
Defensive tactics
Strengths aimed at reducing
Weaknesses internal
Opportunities weaknesses &
Threats WT avoiding
Strategies environmental
threats
SWOT
Ch 6 -22
SWOT Matrix
Developing the SWOT
List firm’s key internal Strengths

List firm’s key internal Weaknesses
List firm’s key external Opportunities
List firm’s key external Threats
Ch 6 -23
SWOT Matrix
Strengths – S Weaknesses – W
Leave Blank
List Strengths List Weaknesses
Opportunities – O SO Strategies WO Strategies
Use strengths to take Overcoming weaknesses

List Opportunities advantage of by taking advantage of
opportunities opportunities
Threats – T ST Strategies WT Strategies
Use strengths to avoid Minimize weaknesses and

List Threats threats avoid threats
Ch 6 -24
Matching Key Factors to Formulate Alternative Strategies
Key Internal Factor Key External Factor Resultant Strategy
20% annual growth in

Excess working capacity
+ the cell phone industry = Acquire Cellfone, Inc.
(strength)
(opportunity)
Exit of two major foreign Pursue horizontal integration

Insufficient capacity
+ competitors from the = by buying competitor's
(weakness)
industry (opportunity) facilities
Decreasing numbers of Develop new products for

Strong R&D (strength) + =
young adults (threat) older adults
Develop a new
Poor employee morale Strong union
+ = employee benefits
(weakness) activity (threat) package
Ch 6 -25
Limitations with SWOT Matrix
 Does not show how to achieve a

competitive advantage
 Provides a static assessment in time
 May lead the firm to overemphasize a
single internal or external factor in
formulating strategies
Ch 6 -26
Framework
SWOT Matrix
SPACE Matrix
Stage 2: BCG Matrix

The Matching Stage
IE Matrix
Ch 6 -27
SPACE Matrix
Strategic Position & Action Evaluation Matrix
Aggressive
Conservative
Defensive
Competitive
Ch 6 -28
SPACE Matrix
Two Internal Dimensions
Financial Strength (FS)

Competitive Advantage (CA)
Ch 6 -29
SPACE Matrix
Two External Dimensions
Environmental Stability (ES)

Industry Strength (IS)
Ch 6 -30
SPACE Factors
Internal Strategic Position External Strategic Position
Financial Strength (FS) Environmental Stability (ES)

(Financial Position, FP) (Stability Position, SP)
Return on investment
Leverage Technological changes
Liquidity Rate of inflation
Working capital Demand variability
Cash flow Price range of competing products
Barriers to entry
Competitive pressure
Price elasticity of demand
Ease of exit from market
Risk involved in business
Ch 6 -31
SPACE Factors
Internal Strategic Position External Strategic Position
Competitive Advantage CA Industry Strength (IS)

(Competitive Position, CP) (Industry Position, IP)
Market share Growth potential

Product quality Profit potential
Product life cycle Financial stability
Customer loyalty Technological know-how
Competition’s capacity utilization Resource utilization
Technological know-how Ease of entry into market
Control over suppliers & distributors Productivity, capacity utilization
Ch 6 -32
Steps to Developing a SPACE Matrix
1. Select a set of variables to define FS, CA, ES, &
IS
2. Assign a numerical value:
1. From +1(worst) to +7 (best) to each FS & IS
dimension
2. From -1 (best) to -7(worst) to each ES & CA
dimension
3. Compute an average score for each FS, CA, ES,
& IS (summing the values given to the variables of each
dimension and then by dividing by the number of variables
included in the respective dimension)
Ch 6 -33
Steps to Developing a SPACE Matrix
4. Plot the average score on the appropriate

axis
5. Add the two scores on the x-axis and plot
the point. Add the two scores on the y-axis
and plot the point. Plot the intersection of
the new xy point
6. Draw a directional vector from the origin
through the new intersection point.
Ch 6 -34
SPACE Matrix
FS Aggressive
Conservative
+6 • Backward, forward, horizontal
• Market penetration +5 integration
• Market development +4 • Market penetration
• Product development +3 • Market development
• Related diversification
+2 • Product development
• Diversification (related or
+1 unrelated)
CA IS
-6 -5 -4 -3 -2 -1 -1 +1 +2 +3 +4 +5 +6
Defensive -2 Competitive
• Retrenchment -3 • Backward, forward, horizontal
• Divestiture integration
• Liquidation -4 • Market penetration
-5 • Market development
-6 • Product development

ES Ch 6 -35
Table: A SPACE Matrix for a
Bank Position (FP)
Financial Ratings
• The bank’s primary capital ratio is 7.23 1.0
percent, which is 1.23 percentage points over
the generally required ratio of 6 percent.
• The bank’s return on assets is negative 0.77,
compared to a bank industry average ratio of
positive 0.70. 1.0
• The bank’s net income was $183 million,
down 9 percent from a year earlier. 3.0
• The bank’s revenues increased 7 percent to
$3.46 billion. 4.0
9.0
Ch 6 -36
BankPosition (IP)
Industry Ratings
• Deregulation provides geographic and 4.0
product freedom.
• Deregulation increases competition in the
banking industry. 2.0
• Pennsylvania’s interstate banking law allows
the bank to acquire other banks in New
Jersey, Ohio, Kentucky, the District of
Columbia, and West Virginia. 4.0
10.0
Ch 6 -37
BankPosition (SP)
Stability Ratings
• Less-developed countries are experiencing
high inflation and political instability. -4.0 -4.0
• Headquartered in Pittsburgh, the bank
historically has been heavily dependent on
the steel, oil, and gas industries.
• These industries are depressed. -5.0
• Banking deregulation has created instability
throughout the industry. -4.0 -4.0
-13.0
Ch 6 -38
Bank Position (CP)
Competitive Ratings
• The bank provides data processing services
for more than 450 institutions in 38 states. -2.0
• Superregional banks, international banks,
and nonbanks are becoming increasingly
competitive. -5.0
• The bank has a large customer base. -2.0
-9.0
Ch 6 -39
Conclusion
SP Average is -13.0 ÷ 3 = -4.33
IP Average is +10.0 ÷ 3 = 3.33
CP Average is -9.0 ÷ 3 = -3.00
FP Average is +9.0 ÷ 4 = 2.25
Directional Vector Coordinates:

 x-axis: -3.00 + (+3.33) = +0.33
 y-axis: -4.33 + (+2.25) = -2.08
The bank should pursue Competitive
Strategies.
Ch 6 -40
Framework
SWOT Matrix
SPACE Matrix
Stage 2: BCG Matrix

The Matching Stage
IE Matrix
Ch 6 -41
BCG Matrix
Boston Consulting Group Matrix

Enhances multi-divisional firm in
formulating strategies
Autonomous divisions = business portfolio
Divisions may compete in different
industries
Focus on market-share position & industry
growth rate
Ch 6 -42
BCG Matrix
Relative Market Share Position

Ratio of a division’s own market
share in an industry to the market
share held by the largest rival firm in
that industry
Ch 6 -43
BCG Matrix
Relative Market Share Position
High Medium Low
1.0 .50 0.0
High
+20
Industry Sales Growth Rate
Stars Question Marks

II I
Medium
0
Cash Cows Dogs

III IV
Low
-20
Ch 6 -44
BCG Matrix
Question Marks
Low relative market share –
compete in high-growth industry
Cash needs are high
Case generation is low
Decision to strengthen
(intensive strategies) or divest
Ch 6 -45
BCG Matrix
Stars
High relative market share and high
growth rate
Best long-run opportunities for growth &
profitability
Substantial investment to maintain or

strengthen dominant position
Integration strategies, intensive
strategies, joint ventures
Copyright 2007 Prentice Hall Ch 6 -46
BCG Matrix
Cash Cows
High relative market share, competes
in low-growth industry
Generate cash in excess of their needs
Milked for other purposes
Maintain strong position as long as
possible
Product development, concentric
diversification
If weakens—retrenchment or divestiture
Ch 6 -47
BCG Matrix
Dogs
Low relative market share & compete

in slow or no market growth
Weak internal & external position
Liquidation, divestiture, retrenchment
Ch 6 -48
Framework
SWOT Matrix
SPACE Matrix
Stage 2: BCG Matrix

The Matching Stage
IE Matrix
Ch 6 -49
The Internal-External (IE) Matrix
 Positions an organization’s various

divisions in a nine-cell display
 Similar to BCG Matrix except the IE
Matrix:
 Requires more information about the
divisions
 Strategic implications of each matrix are
different
Ch 6 -50
Ch 6 -51
IE Matrix
 Based on two key dimensions

 The IFE total weighted scores on the x-axis
 The EFE total weighted scores on the y-
axis
 Divided into three major regions
 Grow and build – Cells I, II, or IV
 Hold and maintain – Cells III, V, or VII
 Harvest or divest – Cells VI, VIII, or IX
Ch 6 -52
IE Matrix
 Grow and build – Cells I, II, or IV
 Backward, Forward, or Horizontal Integration
 Market Penetration
 Market Development
 Product Development
 Hold and maintain – Cells III, V, or VII
 Market Penetration
 Product Development
 Harvest or divest – Cells VI, VIII, or IX
 Retrenchment
 Divestiture
Ch 6 -53
Ch 6 -54
Framework
SWOT Matrix
SPACE Matrix
Stage 2: BCG Matrix

The Matching Stage
IE Matrix
Ch 6 -55
Tool for formulating alternative

strategies
Based on two dimensions
Competitive position
Market growth
Ch 6 -56
RAPID MARKET GROWTH
Quadrant II Quadrant I
1. Market development 1. Market development
2. Market penetration 2. Market penetration
3. Product development 3. Product development
4. Horizontal integration 4. Forward integration
5. Divestiture 5. Backward integration
6. Liquidation 6. Horizontal integration
WEAK 7. Concentric diversification
STRONG
COMPETITIVE COMPETITIVE
POSITION Quadrant III Quadrant IV
POSITION
1. Retrenchment 1. Concentric diversification
2. Concentric diversification 2. Horizontal diversification
3. Horizontal diversification 3. Conglomerate
4. Conglomerate diversification
diversification 4. Joint ventures
5. Liquidation
SLOW MARKET GROWTH
Ch 6 -57
Quadrant I
Excellent strategic position

Concentration on current
markets/products
Take risks aggressively when
necessary
Ch 6 -58
Quadrant II
Evaluate present approach

How to improve competitiveness
Rapid market growth requires intensive strategy
Ch 6 -59
Quadrant III
Compete in slow-growth industries

Weak competitive position
Drastic changes quickly
Cost & asset reduction
(retrenchment)
Ch 6 -60
Quadrant IV
Strong competitive position

Slow-growth industry
Diversification to more promising
growth areas
Ch 6 -61
Framework
Quantitative Strategic
Stage 3:
Planning Matrix
The Decision Stage
(QSPM)
Ch 6 -62
QSPM
Quantitative Strategic Planning Matrix
Technique designed to determine the

relative attractiveness of feasible alternative
actions
Ch 6 -63
QSPM Strategic Alternatives
Key External Factors Weight Strategy 1 Strategy 2 Strategy 3
Economy
Political/Legal/Governmental
Social/Cultural/Demographic/
Environmental
Technological
Competitive
Key Internal Factors
Management
Marketing
Finance/Accounting
Production/Operations
Research and Development
Computer Information
Systems
Ch 6 -64
Steps to Develop a QSPM
1. Make a list of the firm’s key external

opportunities/threats and internal
strengths/weaknesses in the left column
2. Assign weights to each key external and
internal factor
3. Examine the Stage 2 (matching)
matrices, and identify alternative
strategies that the organization should
consider implementing
Ch 6 -65
Steps to Develop a QSPM
4. Determine the Attractiveness Scores

5. Compare the Total Attractiveness Scores
6. Compute the Sum Total Attractiveness
Score
Ch 6 -66
A QSPM for a Retail Computer Store
STRATEGIC
ALTERNATIVES
Buy New Fully
Land Renovate
and Build Existing
New Store
Larger
Store
Key Factors Weigh AS TAS AS TAS
t
Opportunities
1. Population of city growing 10% 0.10 4 0.40 2 0.20

2. Rival computer store opening 1 mile away 0.10 2 0.20 4 0.40
3. Vehicle traffic passing store up 12% 0.08 1 0.08 4 0.32
4. Vendors average six new products/year 0.05 --- --- --- ---
5. Senior citizen use of computers up 8% 0.05 --- --- --- ---
6. Small business growth in area up 10% 0.10 --- --- --- ---
7. Desire for Web sites up 18% by Realtors 0.06 --- --- --- ---
8. Desire for Web sites up 12% by small firms 0.06 --- --- --- ---
STRATEGIC
ALTERNATIVES
Buy New Fully
Land Renovate
and Build Existing
New Store
Larger
Store
t
Threats
1. Best Buy opening new store nearby in 1 0.15 4 0.60 3 0.45

year
2. Local university offers computer repair 0.08 --- --- --- ---
3. New bypass for Hwy 34 in 1 year will
divert traffic 0.12 4 0.48 1 0.12 0.12 4 0.48 1 0.12
4. New mall being built nearby 0.08 2 0.16 4 0.32
5. Gas prices up 14% 0.04 --- --- --- ---
6. Vendors raising prices 8% 0.03 --- --- --- ---
1.00
STRATEGIC
ALTERNATIVES
Buy New Fully
Land Renovate
and Build Existing
New Store
Larger
Store
t
Strengths
1. Inventory turnover increased from 5.8 to 0.05 --- --- --- ---
6.7
2. Average customer purchase increased
from $97 to $128 0.07 2 0.14 4 0.28 0.07 2 0.14 4 0.28
3. Employee morale is excellent 0.10 — — 0.10 --- --- ---- ---
4. In-store promotions resulted in 20%
increase in sales 0.05 --- --- --- ---
5. Newspaper advertising expenditures
increased 10% 0.02 --- --- --- ---
STRATEGIC
ALTERNATIVES
Buy New Fully
Land Renovate
and Build Existing
New Store
Larger
Store
t
Strengths (Contd)
6. Revenues from repair/service segment of

store up 16% 0.15 4 0.60 3 0.45
7. In-store technical support personnel have
MIS college degrees 0.05 — — 0.05 --- --- --- ---
8. Store’s debt-to-total assets ratio declined
to 34% 0.03 4 0.12 2 0.06 0.03 4 0.12 2 0.06
9. Revenues per employee up 19% 0.02 --- --- --- ---
STRATEGIC
ALTERNATIVES
Buy New Fully
Land Renovate
and Build Existing
New Store
Larger
Store
t
Weaknesses
1. Revenues from software segment of store 0.10 --- --- --- ---
down 12%
2. Location of store negatively impacted by
new Hwy 34 0.15 4 0.60 1 0.15 0.15 4 0.60 1 0.15
3. Carpet and paint in store somewhat in
disrepair 0.02 1 0.02 4 0.08 0.02 1 0.02 4 0.08
4. Bathroom in store needs refurbishing 0.02
1 0.02 4 0.08 0.02 1 0.02 4 0.08
5. Revenues from businesses down 8% 0.04 3 0.12 4 0.16
STRATEGIC
ALTERNATIVES
Buy New Fully
Land Renovate
and Build Existing
New Store
Larger
Store
t
Weaknesses (Contd)
6. Store has no Web site 0.05 --- --- --- ---

7. Supplier on-time delivery increased to 2.4
days 0.03 --- --- --- ---
8. Often customers have to wait to check out 0.05 2 0.10 4 0.20
Total 1.00 4.36 3.27
QSPM
Limitations
Requires intuitive judgments & educated

assumptions
Only as good as the prerequisite inputs
Ch 6 -73
QSPM
Advantages
Sets of strategies considered

simultaneously or sequentially
Integration of pertinent external &
internal factors in the decision making
process
Ch 6 -74
Cultural Aspects of Strategy
Choice
Organization Culture
Successful strategies depend on the

degree of consistency with the firm’s
culture
Ch 6 -75
Politics of Strategy Choice
Politics in Organizations
In the absence of objectivity, political
factors sometimes dictate strategies,
and this is unfortunate.
Management hierarchy
Career aspirations
Allocation of scarce resources
Ch 6 -76
Political Tactics for Strategists
Equifinality: It is often possible to achieve

similar results using different means or
paths.
Satisfying: Achieving satisfactory results
with an acceptable strategy is far better
than failing to achieve optimal results with
an unpopular strategy.
Generalization: Shifting focus from specific
issues to more general ones may increase
strategists’ options for gaining Ch 6 -77
organizational commitment.
Political Tactics for Strategists

Higher-order issues: By raising an
issue to a higher level, many short-
term interests can be postponed in
favor of long-term interests. For
instance, by focusing on issues of
survival, the airline and automotive
industries were able to
persuade unions to make concessions
on wage increases.
 Political
Copyright access
2007 Prentice Hall on important issues: Ch 6 -78
Governance Issues
Board of Directors Roles & Responsibilities
Control & oversight over management

Adherence to legal prescriptions
Consideration of stakeholder interests
Advancement of stockholder rights
Ch 6 -79
Corporate Governance Issues
Business Week’s “Principles of Good Governance”
1. No more than 2 directors are current or former company

executives
2. No directors do business with the company
3. Audit, compensation, and nominating committees made up
of outside directors
4. Each director owns a large equity stake in the company
5. At least one outside director with extensive experience
6. Fully employed directors sit on no more than 4 boards –
Retirees on no more than 7
7. Each director attends at lest 75% of all meetings
Ch 6 -80
Corporate Governance Issues
Business Week’s “principles of good governance”
8. Board meets regularly without management present

9. Audit committee meets at least four times a year
10. Board is frugal on executive pay, diligent in CEO succession,
and prompt to act when trouble arises
11. CEO is not also the Chairperson of the Board
12. Shareholders have considerable power and information to
choose & replace directors
13. Stock options are considered a corporate expense
14. No interlocking directorships
Ch 6 -81
For Review (Chapter 6)
Key Terms & Concepts
Aggressive Quadrant Business Portfolio
Attractiveness Scores
Cash Cows
(AS)
Competitive Advantage
Boards of Directors
(CA)
Boston Consulting
Competitive Quadrant
Group (BCG) Matrix
Ch 6 -82
Conservative Quadrant Dogs
Environmental Stability
Culture
(ES)
Financial Strength
Defensive Quadrant
(FS)
Directional Vector Governance
Ch 6 -83
Internal-External (IE)
Matrix
Halo Error Matching
Industry Strength
Matching Stage
(IS)
Quantitative Strategic
Input Stage
Planning Matrix (QSPM)
Ch 6 -84
Question Marks Stars
Relative Market Share Strategic Position & Action

Position Evaluation (SPACE)
Sum Total Attractiveness

SO Strategies
Score (STAS)
ST Strategies Sustainability
Ch 6 -85
Strengths, Weaknesses
WO Strategies
Opportunities, Threats SWOT
Total Attractiveness
WT Strategies
Scores (TAS)
Ch 6 -86

Strategy Analysis & Choice

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Strategy Analysis & Choice

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Chapter 6

Strategy Analysis & Choice

Copyright 2007 Prentice Hall Ch 6 -1

The Nature of Strategy & Choice

The Input Stage

The Matching Stage

The Decision Stage

Cultural Aspects of Strategy Choice

The Politics of Strategy Choice

To acquire or not to acquire, that is the

Life is full of lousy options –

Nature of Strategy Analysis & Choice

-- Establishing long-term objectives

Alternative strategies do not come out of the

the strategies should Ch 6 -10

Stage 1: External Factor Evaluation

Competitive Profile Matrix

Basic input information for the matching

Stage 2: BCG Matrix

Grand Strategy Matrix

Match between organization’s

Four Types of Strategies

Strengths Use a firm’s

Developing the SWOT

List firm’s key internal Strengths

Opportunities – O SO Strategies WO Strategies

Use strengths to take Overcoming weaknesses

Threats – T ST Strategies WT Strategies

Use strengths to avoid Minimize weaknesses and

Key Internal Factor Key External Factor Resultant Strategy

20% annual growth in

Exit of two major foreign Pursue horizontal integration

Decreasing numbers of Develop new products for

 Does not show how to achieve a

Stage 2: BCG Matrix

Grand Strategy Matrix

Two Internal Dimensions

Financial Strength (FS)

Two External Dimensions

Environmental Stability (ES)

Financial Strength (FS) Environmental Stability (ES)

Competitive Advantage CA Industry Strength (IS)

Market share Growth potential

4. Plot the average score on the appropriate

Copyright 2007 Prentice Hall

IP Average is +10.0 ÷ 3 = 3.33

CP Average is -9.0 ÷ 3 = -3.00

FP Average is +9.0 ÷ 4 = 2.25

Directional Vector Coordinates:

Stage 2: BCG Matrix

Grand Strategy Matrix

Boston Consulting Group Matrix

Relative Market Share Position

Stars Question Marks

Cash Cows Dogs

Substantial investment to maintain or

Low relative market share & compete

Liquidation, divestiture, retrenchment

Stage 2: BCG Matrix

Grand Strategy Matrix

 Positions an organization’s various

 Based on two key dimensions

Stage 2: BCG Matrix