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

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SWOT

http://www.businessinsurance.org/wp-content/uploads/2012/02/business-swot-quotes.jpg

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BCG

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

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

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-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

Competitive Advantage
-5

Industrial Strength

-4
-5 -6

Environmental Stability

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

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

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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

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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

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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

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

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

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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

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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

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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

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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

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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

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Motricidad

Relational
Zona de poder Zona de problemas autnomos Zona de conflicto

Zona de dependenci a

Dependencia

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Motricidad

Relational
Zona de poder Zona de problemas autnomos Zona de conflicto

Zona de dependenci a

Dependencia

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Relational List of Variables

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

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Relational Prioritization of the Variables

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

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Relational Prioritization of the Variables

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

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Relational Incidence Analysis

Analyze how the row variable affects the column variable.

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Variable Technological renovation

Relational
Tech. renovation Market opening Training level

Market opening Training level

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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

The effects cant cause variable changes

Other effects are required to cause changes in Potential the variables

Null No relationship exists between the variables incidence