企业战新教材略管理_第6章节资料.pptVIP

Copyright 2005 Prentice Hall Chapter 6Strategy Analysis Choice Strategic Management: Concepts Cases 11th Edition Fred David Chapter Outline Chapter Outline (cont’d) Chapter Outline (cont’d) To acquire or not to acquire, that is the question –Robert J. Terry -- Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative - achieve mission objectives Vision Mission Objectives External audit Internal audit Past successful strategies SO Strategies WO Strategies ST Strategies WT Strategies SWOT Matrix 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 SPACE Factors SPACE Factors Steps to Developing a SPACE Matrix Select a set of variables to define FS, CA, ES, IS Assign a numerical value: From +1 to +6 to each FS IS dimension From -1 to -6 to each ES CA dimension Compute an average score for each FS, CA, ES, IS Steps to Developing a SPACE Matrix Plot the average score on the appropriate axis 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 Draw a directional vector from the origin through the new intersection point. SPACE Matrix BCG Matrix The Internal-External 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 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 QSPM Steps to Develop a QSPM Make a list of the firm’s key external opportunities