文档介绍：Strategy Analysis and Choice Chapter 6 Business Policy and Strategy
Strategy Analysis and Choice
Chapter 6 Business Policy and Strategy (BADM 482)
Strategy Analysis and Choice
Strategic management is not a box of tricks or a bundle of techniques3>. It is analytical thinking mitment 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
Strategy Analysis and Choice
The Nature of Strategy Analysis and Choice
Strategy analysis and choice seeks to determine alternative courses of action that could best enable the firm to achieve its mission and objectives.
During this process the idea is to
establish long-term objectives
generate alternative strategies
select appropriate strategies to pursue.
Strategy Analysis and Choice
Alternative strategies are derived from
the firm’s vision
the firm’s mission
the firm’s objectives
the external audit
the internal audit
past strategies that have worked well.
The Process of Generating Alternative Strategies
Participation in generating alternative strategies should be as broad as possible.
Representatives from each department and division of the firm should be included in the process.
Alternative strategies should be ranked and prioritized.
The Strategy-Formulation Analytical Framework
Stage 1:
The Input Stage
Stage 2:
The Matching Stage
Stage 3:
The Decision Stage
Stage 1: The Input Stage
Stage 1:
The Input Stage
Internal Factor Evaluation
Matrix (IFE)
External Factor Evaluation
Matrix (EFE)
Competitive Profile
Matrix (CPM)
Stage 1: The Input Stage
Provides basic input information for the matching and decision stage matrices.
Requires strategists to quantify subjectivity early in the process.
Good intuitive judgment is needed in determining appropriate weights and ratings.
Stage 2: The Matching Stage
Stage 2:
The Matching Stage
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matr