Strategic Management 2

PAN African e-Network Project
MFC
STRATEGIC MANAGEMENT
Semester – 3
Session - 2
Mr. Suraj Prakash

Content
• Introduction
• Strategic Choice- A Definition
• Process of Strategic Choice
• Subjective Factors in Strategic Choice
• Contingency Strategies
• Strategic Plan
Introduction
Organizations continually face the challenge
of exercising choice among alternatives.
Strategic choice is an inalienable part of the
decision making process. The process of
strategic choice is essentially a decision
making process.
STRATEGIC CHOICE
“The decision to select from among the grand
strategies considered, the strategy which
will best meet the enterprise’s objective. The
decision involves focusing on a few
alternatives considering the selection
factors, evaluating the alternatives against
these criteria and making the actual choice.”
- Prof. Azhar Kazmi
Process of strategic choice
Focusing on strategic alternative
Analyzing the strategic alternative
Evaluating the strategic alternative
Choosing from the strategic alternative

Focusing on strategic alternatives
Focusing on alternative could be done by

visualizing the future state and working
backwards. This done through gap analysis.
GAP Analysis
GAP ANALYSIS = Projected Performance –

Desired Performance
Gap Analysis For Focusing on
Strategic Alternatives
Desired
performance
Performance
Present Performance gap

performance
T1 T2
TIME
Strategic Alternative
• At the corporate level:

1.Expansion Strategy
2.Stability Strategy
3.Retrenchment Strategy
4.Combination Strategy
Expansion Strategy
If the performance GAP is large due to
expected environmental opportunity,
Expansion Strategy would be seem to
be a feasible alternative.
Stability Strategy
If the “Performance Gap” is narrow then
Stability Strategy would be seem to be a
feasible alternative.
Retrenchment Strategy
If the performance GAP is large due to
Past and expected bad performance
then Retrenchment Strategy would be
seem to be a feasible alternative.
Combination Strategy
• In the complex scenario, where the

multiple reason for the performance GAP
then Combination Strategy would be seem
to be a feasible alternative.
At the business level:
• Organization need to think alternative

ways of competing.
• Choice is essentially between

positioning the business as being low-
cost, differentiated or focused.
At the business level:
• It needs to understand the conditions of the industry’s

risk and benefit of each competitive positioning before
making a choice.
• By reverting business definition (Page 40-44),

(3 dimensions)
– Customer group
– Customer functions and
– Alternative technologies.
Analyzing the strategies Alternatives
An analysis has to rely on certain factors. These factors

are termed as selection factors.
• The Objective Factors- Based on analytical techniques

and hard facts or data.
• The Subjective Factors- Based on one’s personal

judgment, collective or descriptive factors.
Evaluating the strategic
Alternatives
• Evaluation of strategic alternatives
basically involves bringing together the
analysis done on the basis of the objective
and subjective factors.
• To observe what is important, both the
factors have to be consider together.
Choosing From Among the
Strategic Alternative
This is the final step of making the
strategic choice. One or more strategies
have to be chosen for implementation.
Also a blue print has to be made that
will describe the strategy and the
condition under which they operates.
Subjective Factors in Strategic
Choice
Subjective factors are essentially intuitive
and descriptive in nature. Here no “cut and
dried” analytical models can be used. It
consider many of the issues that can not
probably should not be dealt within the
application of analytical models.
Subjective Factors in Strategic
Choice
• Consideration for Government Policies.
• Perception of critical success factors
(CSFs) and distinctive competencies.
• Commitment to past strategic actions.
• Strategist’s decision styles and attitude to
risk.
• Internal Political Considerations.
• Timing and Competitor Considerations.
Consideration for Government Policies
• Strategies within organizations are aware
of the crucial role the Government plays in
setting down politics and priorities. In fact
Government policies are the deciding
factor which impact on the future
prospects of companies.
Perception of critical success
factors and distinctive competencies
• For consider several strategic alternatives,

strategist could be guided by the distinctive
competencies that the organization
possesses and the CSFs that ensure
success in any industry.
Commitment to past strategic
actions
• Past strategic action shows that they move

in an incremental fashion. By this strategist
are more likely to start from where the
organization is, and work up in the way that
had been adopted by it to reach where it
was.
Strategist’s decision styles and
attitude to risk
• The decision style adopted by strategist,
particularly by CEO and their attitude to risk
is a determining subjective factors in
strategic choice.
Internal Political Considerations.
• When strategy formulation is viewed as a

political process, strategist are viewed as a
coalition of interest. A dominant CEO is able
to affect strategic choice a decisively.
Step Three - Assessing
the Situation
Once an organization has committed to why it
exists and what it does, it must take a clear-eyed
look at:
- Its current situation.
- Part of strategic planning, thinking, and
management is an awareness of resources and
- An eye to the future environment, so that an
organization can successfully respond to changes
in the environment.
Comprehensive Strategic Management Model
External
Audit
Chapter 3
Vision Strategy Implement

Strategies Implement Measure &
& Analysis Strategies:
In Strategies: Evaluate
Mission & Marketing, Performance
Statements Action Mgmt Issues
Fin/Acct,
Choice
R&D, CIS
Chapter 5 Chapter 7 Chapter 9
Chapter 2 Chapter 6 Chapter 8
Internal
Audit
Chapter 4
Strategy Analysis & Choice
“Strategic management is not a box of tricks or a
bundle of techniques. It is analytical thinking
and commitment of resources to action. But
quantification alone is not planning. Some of
the most important issues in strategic
management cannot be quantified at all.”
—Peter Drucker—
“Whether it’s broke or not, fix it—make it

better. Not just products, but the whole
company if necessary.”
—Bill Saporito—
“Planning is often doomed before it ever
starts, either because too much is
expected of it or because not enough is
put into it.”
—T. J. Cartwright—
Strategic Analysis and Choice:
Making subjective decisions based on

objective information
Strategic Analysis and Choice:
• Generate feasible alternatives

• Evaluate alternatives
• Select specific course of action
Generating & Selecting Strategies
 Develop set of most attractive alternative

strategies
 Determine for the set
• Advantages
• Disadvantages
• Trade-offs
• Costs
• Benefits
 Involve a broad mix of personnel

• Representation from each department/function
• Provides opportunity to gain understanding of
firm’s direction
• Provides vehicle to develop commitment to
attainment of organizational objectives
 Evaluate each alternative

• Internal and external audit information
• Firm’s mission statement
• Listed in writing
• Ranked in order of attractiveness
Strategy-Formulation Analytical Framework
Stage 1: The Input Stage
Stage 2: The Matching Stage
Stage 3: The Decision Stage

External Internal
Competitive
Factor Factor
Profile
Evaluation Evaluation
Matrix
Matrix (EFE) Matrix (IFE)
Threats Strategic Boston Internal-

Opportunities Position & Consulting External Grand
Weaknesses Action Group Matrix Strategy
Strengths Evaluation Matrix (IE) Matrix
(TOWS) (SPACE) (BCG)
Stage 3: The Decision Stage
Quantitative Strategic
Planning Matrix
(QSPM)
 Provides Basic Input for Stages 2 and 3

• External Factor Evaluation Matrix (EFE)
• Internal Factor Evaluation Matrix (IFE)
• Competitive Profile Matrix
 Strategy is characterized by the

organizational match between
• Internal resources and skills

• Opportunities & risks created by external
factors
Matching Key Factors
Key Internal Factor Key External Factor Resultant Strategy
20% annual growth

Excess working in the cablevision
+ = Acquire Visioncable, Inc.
capacity (strength) industry
(opportunity)
Exit of two major
Pursue horizontal
Insufficient capacity foreign competitors
+ = integration by buying
(weakness) form the industry
competitor's facilities
(opportunity)
Decreasing numbers
Develop new products
Strong R&D (strength) + of young adults =
for older adults
(threat)
Develop a new
Poor employee morale
+ Strong union = employee benefits
(weakness) activity (threat) package
Four Types of Strategies
Threats SO WO
Opportunities Strategies Strategies
Weaknesses
Strengths ST WT
(TOWS)
Strategies Strategies
SO Strategies
Threats Use a firm’s

Opportunities SO internal
strengths to
Weaknesses Strategies
take advantage
Strengths of external
(TOWS) opportunities
WO Strategies
Improving
Threats internal
Opportunities WO weaknesses by
Weaknesses Strategies taking
Strengths advantage of
(TOWS) external
opportunities
ST Strategies
Threats Using firm’s

Opportunities ST strengths to
Weaknesses Strategies avoid or reduce
Strengths the impact of
(TOWS) external threats.
WT Strategies
Defensive tactics
Threats aimed at
Opportunities WT reducing
internal
Weaknesses Strategies
weaknesses and
Strengths avoiding
(TOWS) environmental
threats.
The TOWS Matrix
• List the firm’s key external opportunities

• List the firm’s key external threats
• List the firm’s key internal strengths
• List the firm’s key internal weaknesses
The TOWS Matrix
• Match internal strengths with external opportunities

and record the resultant SO Strategies
• Match internal weaknesses with external
opportunities and record the resultant WO Strategies
• Match internal strengths with external threats and
record the resultant ST Strategies
• Match internal weaknesses with external threats and
record the resultant WT Strategies
TOWS Matrix
Leave Blank Strengths-S Weaknesses-W
List Strengths List Weaknesses
Opportunities-O SO Strategies WO Strategies
List Opportunities Use strengths to take Overcome weaknesses

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

threats and avoid threats
Strategy Analysis & Choicer
Strategic Position & Action Evaluation
Matrix (SPACE)
• Four quadrant framework

• Determines appropriate strategies
 Aggressive
 Conservative
 Defensive
 Competitive
Matrix (SPACE)
• Two Internal Dimensions

 FinancialStrength [FS]
 Competitive Advantage [CA]
• Two External Dimensions

 Environmental Stability [ES]
 Industry Strength [IS]
Matrix (SPACE)
Overall Strategic position determined by:

• Financial Strength [FS]
• Competitive Advantage [CA]
• Environmental Stability [ES]
• Industry Strength [IS]
Matrix (SPACE)
Developing the SPACE Matrix:

• EFE Matrix
• IFE Matrix
• Financial Strength
• Competitive Advantage
• Environmental Stability
• Industry Strength
The SPACE Matrix
• Select variables to define FS, CA, ES, & IS

• Assign numerical ranking from +1 (worst) to
+6 (best) for FS and IS; Assign numerical
ranking from –1 (best) to –6 (worst) for ES
and CA.
• Compute average score for FS, CA, ES, & IS
The SPACE Matrix
• Plot the average scores on the Matrix

• Add the two scores on the x-axis and plot
point on X. Add the scores on the y-axis and
plot Y. Plot the intersection of the new xy
point.
• Draw a directional vector from origin through
the new intersection point.
SPACE Factors
Internal Strategic Position External Strategic Position
Financial Strength (FS) Environmental Stability (ES)

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

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 Capital intensify
Control over suppliers & distributors Ease of entry into market
Productivity, capacity utilization
SPACE Matrix
FS
Conservative Aggressive
+6
+5
+4
+3
+2
+1
CA IS
-6 -5 -4 -3 -2 -1 -1 +1 +2 +3 +4 +5 +6
-2
-3
-4
-5
Defensive -6 Competitive
ES
Boston Consulting Group Matrix
(BCG)
• Enhances multidivisional firms’ efforts to

formulate strategies
• Autonomous divisions (or profit centers)
constitute the business portfolio
• Firm’s divisions may compete in different
industries requiring separate strategy
(BCG)
• Graphically portrays differences among

divisions
• Focuses on market share position and
industry growth rate
• Manage business portfolio through relative
market share position and industry growth
rate
(BCG)
• Relative market share position defined:
 Ratio of a division’s own market share in a

particular industry to the market share held by the
largest rival firm in that industry.
BCG Matrix
Relative Market Share Position
High Medium Low
1.0 .50 0.0
High
+20
Stars Question Marks

II I
Industry Sales Growth Rate
Medium
0
Cash Cows Dogs

III IV
Low
-20
BCG Matrix
• Question Marks
• Stars
• Cash Cows
• Dogs
BCG EXAMPLE
Star (High growth and high market share)
Eg :Android, Apple IPhone 6
Cash Cows (low growth and high market share)

Eg: Cocacola
Dog (low growth and low market share)

Eg: blackberry
Question Mark(high growth and low market share)

Eg: Nokia Lumia
BCG Matrix
• Question Marks
 Low
relative market share position yet
compete in high-growth industry.
 Cash needs are high
 Case generation is low
 Decision to strengthen (intensive

strategies) or divest
BCG Matrix
• Stars
 High relative market share and high
industry growth rate.
 Best long-run opportunities for growth and
profitability
 Substantialinvestment to maintain or
strengthen dominant position
 Integration strategies, intensive strategies, joint
ventures
BCG Matrix
• Cash Cows
 High
relative market share position, but
compete 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 becomes weak—retrenchment or divestiture
BCG Matrix
• Dogs
 Low
relative market share position and
compete in slow or no market growth
 Weak internal and external position
 Decision to liquidate, divest, retrenchment
Grand Strategy Matrix
• Popular tool for formulating alternative

strategies
• Based on two evaluative dimensions
 Competitiveposition
 Market growth
RAPID MARKET GROWTH
Quadrant II Quadrant I
• Market development • Market development
• Market penetration • Market penetration
• Product development • Product development
• Horizontal integration • Forward integration
• Divestiture • Backward integration
• Liquidation • Horizontal integration
WEAK • Concentric diversification STRONG
COMPETITIVE COMPETITIVE
POSITION Quadrant III Quadrant IV POSITION
• Retrenchment • Concentric diversification
• Concentric diversification • Horizontal diversification
• Horizontal diversification • Conglomerate
• Conglomerate diversification
diversification • Joint ventures
• Liquidation
SLOW MARKET GROWTH

• Quadrant I
 Excellent strategic position
 Concentration on current markets and products
 Take risks aggressively when necessary
• Quadrant II
 Evaluate present approach seriously
 How to change to improve competitiveness
 Rapid market growth requires intensive strategy
• Quadrant III
 Compete in slow-growth industries
 Weak competitive position
 Drastic changes quickly
 Cost and asset reduction indicated (retrenchment)
• Quadrant IV
 Strong competitive position
 Slow-growth industry
 Diversification indicated to more promising growth
areas
Quantitative Strategic Planning Matrix
(QSPM)
• Comprises Stage 3 of the analytical
framework
• Analytical technique designed to determine
the relative attractiveness of feasible
alternative actions.
• Uses input from Stage 1 and Stage 2
Quantitative Strategic Planning Matrix

(QSPM)
• Tool for objective evaluation of alternative
strategies
• Based on identified external and internal
crucial success factors
• Requires good intuitive judgment
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
QSPM
• List the firm’s key external opportunities

& threats; list the firm’s key internal
strengths and weaknesses
• Assign weights to each external and
internal critical success factor
QSPM
• Examine the Stage 2 (matching)

matrices and identify alternative
strategies that the organization should
consider implementing
• Determine the Attractiveness Scores
(AS)
QSPM
• Compute the total Attractiveness

Scores
• Compute the Sum Total Attractiveness
Score
QSPM
Positives:
• Sets of strategies examined
simultaneously or sequentially
• Requires the integration of pertinent
external and internal factors in the
decision-making process
QSPM
Limitations:
• Requires intuitive judgments and
educated assumptions
• Only as good as the prerequisite
inputs
Key Terms & Concepts
• Aggressive quadrant • Competitive quadrant

• Attractiveness Scores • Conservative quadrant
(AS) • Culture
• Board of Directors • Decision stage
• Boston Consulting • Defensive quadrant
Group (BCG) Matrix • Directional vector
• Business portfolio
• Dogs
• Cash cows
• Environmental Stability
• Champions (ES)
• Competitive Advantage • Financial Strength (FS)
(CA)
• Grand Strategy Matrix • Question marks
• Halo error • Relative market share
• Industry Strength (IS) position
• Input stage • SO strategies
• Internal-External (IE) • ST strategies
Matrix
• Stars
• Long-term objectives
• Strategic Position and
• Matching
Action Evaluation
• Matching stage
(SPACE) Matrix
• Quantitative Strategic
Planning Matrix • Strategy-formulation
(QSPM) framework
• Sum total attractiveness • Total Attractiveness

scores Scores (TAS)
• Threats-Opportunities- • WO strategies
Weaknesses-Strengths • WT strategies
(TOWS) Matrix
4.How valuable a low-cost leader's cost advantage is depends on
A. Whether it is easy or inexpensive for rivals to copy the low-cost leader's
methods or otherwise match its low costs
B. How easy it is for the low-cost leader to gain the biggest market share
C. The aggressiveness with which the low-cost leader pursues converting the
cost advantage into the absolute lowest possible costs
Answer:a
6.A low-cost leader can translate its low-cost advantage over rivals into
superior profit performance by
A. Cutting its price to levels significantly below the prices of rivals
B. Either using its low-cost edge to under price competitors and attract price
sensitive buyers in large enough numbers to increase total profits or
refraining from price-cutting and using the low-cost advantage to earn a
bigger profit margin on each unit sold
C. Going all out to use its cost advantage to capture a dominant share of the
market
Answer:b
7.The major avenues for achieving a cost advantage over rivals include
A. Revamping the firm's value chain to eliminate or bypass some cost-producing
activities and/or out-managing rivals in the efficiency with which value chain
activities are performed
B. Having a management team that is highly skilled in cutting costs
C. Being a first-mover in adopting the latest state-of-the-art technologies,
especially those relating to low-cost manufacture
Answer:a
8.A competitive strategy of striving to be the low-cost provider is particularly
attractive when
A. Buyers are not very brand-conscious
B. Most rivals are trying to be best-cost providers
C. There are many ways to achieve product differentiation that have value to
buyers
D. Buyers are large and have significant power to bargain down prices; buyers
use the product in much the same ways; and buyers have low switching costs
Answer:d
Thank You
Please forward your query
To: surajamity@yahoo.com

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PAN African e-Network Project

Mr. Suraj Prakash

Focusing on strategic alternative

Analyzing the strategic alternative

Evaluating the strategic alternative

Choosing from the strategic alternative

Focusing on alternative could be done by

GAP ANALYSIS = Projected Performance –

Present Performance gap

• At the corporate level:

• In the complex scenario, where the

• Organization need to think alternative

• Choice is essentially between

• It needs to understand the conditions of the industry’s

• By reverting business definition (Page 40-44),

An analysis has to rely on certain factors. These factors

• The Objective Factors- Based on analytical techniques

• The Subjective Factors- Based on one’s personal

• For consider several strategic alternatives,

• Past strategic action shows that they move

• When strategy formulation is viewed as a

Vision Strategy Implement

“Whether it’s broke or not, fix it—make it

Strategic Analysis and Choice:

Making subjective decisions based on

Strategic Analysis and Choice:

• Generate feasible alternatives

 Develop set of most attractive alternative

Generating & Selecting Strategies

 Involve a broad mix of personnel

 Evaluate each alternative

Stage 1: The Input Stage

Stage 2: The Matching Stage

Stage 3: The Decision Stage

Stage 2: The Matching Stage

Threats Strategic Boston Internal-

Stage 3: The Decision Stage

Stage 1: The Input Stage

 Provides Basic Input for Stages 2 and 3

Stage 2: The Matching Stage

 Strategy is characterized by the

• Internal resources and skills

20% annual growth

Threats Use a firm’s

Threats Using firm’s

• List the firm’s key external opportunities

• Match internal strengths with external opportunities

List Strengths List Weaknesses

Opportunities-O SO Strategies WO Strategies

List Opportunities Use strengths to take Overcome weaknesses

Threats-T ST Strategies WT Strategies

List Threats Use strengths to avoid Minimize weaknesses

• Four quadrant framework

• Two Internal Dimensions

• Two External Dimensions

Overall Strategic position determined by:

Developing the SPACE Matrix:

The SPACE Matrix

• Select variables to define FS, CA, ES, & IS

• Plot the average scores on the Matrix

Financial Strength (FS) Environmental Stability (ES)

Competitive Advantage CA Industry Strength (IS)

• Enhances multidivisional firms’ efforts to