Strategy Analysis & Choice
Chapter 6 Strategy Analysis & Choice
Strategic Management: Concepts & Cases 13th Edition Fred David
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -1
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -2
Strategy Analysis & Choice
Subjective decisions based on objective information Generating alternative strategies Selecting strategies to pursue Best alternative course of action to achieve mission & objectives Derived from vision, mission, objectives, external audit, and internal audit
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 6 -3
Strategy Analysis & Choice Generating Alternatives – Participation in generating alternative strategies should be as broad as possible
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -4
Comprehensive StrategyFormulation Framework
Stage 1 - Input Stage
EFE Matrix IFE matrix CPM
Stage 2 - Matching Stage
SWOT SPACE matrix BCG matrix IE Matrix Grand strategy matrix
Stage 3 - Decision Stage
QSPM
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 6 -5
Comprehensive StrategyFormulation Framework
As shown in the previous PowerPoint, 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
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -6
The Strategy-Formulation Analytical Framework
Stage 1 (Input Stage) summarizes the basic input information needed to formulate strategies. Stage 2 (Matching Stage) focuses on generating feasible alternative strategies by aligning key external and internal factors. Stage 3 (Decision Stage) uses the QSPM to objectively evaluate feasible alternative strategies identified in Stage 2.
Copyright © 2011 Pearson
Strategic Management: Concepts & Cases 13th Edition Fred David
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -1
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -2
Strategy Analysis & Choice
Subjective decisions based on objective information Generating alternative strategies Selecting strategies to pursue Best alternative course of action to achieve mission & objectives Derived from vision, mission, objectives, external audit, and internal audit
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 6 -3
Strategy Analysis & Choice Generating Alternatives – Participation in generating alternative strategies should be as broad as possible
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -4
Comprehensive StrategyFormulation Framework
Stage 1 - Input Stage
EFE Matrix IFE matrix CPM
Stage 2 - Matching Stage
SWOT SPACE matrix BCG matrix IE Matrix Grand strategy matrix
Stage 3 - Decision Stage
QSPM
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 6 -5
Comprehensive StrategyFormulation Framework
As shown in the previous PowerPoint, 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
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ch 6 -6
The Strategy-Formulation Analytical Framework
Stage 1 (Input Stage) summarizes the basic input information needed to formulate strategies. Stage 2 (Matching Stage) focuses on generating feasible alternative strategies by aligning key external and internal factors. Stage 3 (Decision Stage) uses the QSPM to objectively evaluate feasible alternative strategies identified in Stage 2.
Copyright © 2011 Pearson