1. PRESTIGE INSTITUTE OF
MANAGEMENT AND REASEARCH
1
“ TYPES OF STRATEGIES”
“STRATEGIC PLANNING PROCESS”
“TOWS MATRIX”
“PORFOLIO ANALYSIS”
SUBMITTED BY:
AYUSH YADAV
MBA(FA)
BATCH 2013-15
Sch .No 1121806727

2. INDEX
 TYPES OF STRATEGIES
 STRATEGIC PLANNING PROCESS
TOWS MATRIX
PORFOLIO ANALYSIS
2

3. TYPES OF STRATEGIES
Vertical integration.
Intensive.
Diversification.
Defensive .
3

4. VERTICAL INTEGRATION
STRATEGIES
 When a company expands its business into areas that
are at different points on the same production path,
such as when a manufacturer owns its supplier and/or
distributor.
 Vertical integration can help companies reduce costs
and improve efficiency by decreasing transportation
expenses and reducing turnaround time, among other
advantages.
 Backward and forward integration are types of vertical
integration.
4

5. VERTICAL INTEGRATION
STRATEGIES
 “Forward integration is a strategy where a firm gains
ownership or increased control over its previous
customers (distributors or retailers).”
 Backward integration is a strategy where a firm gains
ownership or increased control over its previous
suppliers.”
5

6. VERTICAL INTEGRATION
STRATEGIES
6
Forward
Integration
Backward
Integration
Balance
Integration

7. INTENSIVE STRATEGIES
7

8. INTENSIVE STRATEGIES
 Market penetration:- Seeking increase the market
share for present product in present market.
 Market development:- Introducing a current
product in a new market area.
 Product development:- Seeking increased in sales by
improving or modifying present product.
8

9. DIVERSIFICATION
STRATEGIES
Diversification is a
corporate strategy to increase
sales volume from new
products and new markets.
 The other three strategies
are usually pursued with the
same technical, financial, and
merchandising resources
used for the original product
line, whereas diversification
usually requires a company to
acquire new skills, new
techniques and new facilities.
9

10. DIVERSIFICATION STRATEGIES
(TYPES)
 Concentric diversification:- Adding new, but related
product. E.g. Owner of Sugar Factory Started
Producing Paper and Wine from Wastage which he
use to throw First. With main product Sugar.
 Conglomerate diversification :- Adding new,
unrelated product or services. E.g. If you were
manufacturing clothes and then you move to food
industries is a good example of unrelated
diversification.
10

11. DIVERSIFICATION STRATEGIES
(TYPES)
 Horizontal diversification:- Adding new unrelated
product with a present customers. E.g. An example of
horizontal diversification would be when a company
that is well known for making winter clothing decides
to start investing money into manufacturing summer
clothing.
11

12. DEFENSIVE STRATEGIES
12
Defensive
strategies
Retrenchment
Divestiture
Liquidation

13. RETRENCHMENT
 Retrenchment :- corporate level strategies.
 Seeks to reduced the size or diversity of organizations
operation.
 Reduction in expenditure in order to become financial
stable.
13

14. DIVESTITURE
 Selling a division or part of organization.
 Used to raised capital for further strategies acquisition
or investment.
 When firm try to focus on their core strength lessening
their level of diversification.
14

15. LIQUIDATION
 Selling all companies assets.
 Recognizing of defeat.
 Cease operation than to continue loosing large sum of
money.
15

16. STRATEGIC PLANNING PROCESS
 Mission
 Objectives
 Situation Analysis
 Strategy Formulation
 Implementation
 Control
16

17. MISSION
 A company’s mission is its reason for being. The
mission often is expressed in the form of a mission
statement, which conveys a sense of purpose to
employees and projects a company image to
customers.
17

18. OBJECTIVES
 Objectives are concrete goals that the organization
seeks to reach. The objectives should be challenging
but achievable.
 They also should be measurable so that the company
can monitor its progress and make corrections as
needed.
18

19. SITUATION ANALYSIS
 Situation Analysis refers to a collection of methods that
manager use to analyze an organization internal or external
environment to understand the organization capabilities
and business environment.
 S.A. consists 5cs Methods-
 Company
 Competitors
 Customers
 Collaborators
 Climate
19

20. STRATEGY FORMULATION
• Once a clear picture of the firm and its environment is
in hand, specific strategic alternatives can be
developed.
• While different company’s have different alternatives
depending on their situation, there also exist generic
strategies that can be applied across a wide range of
firms.
20

21. IMPLEMENTATION
 The selected strategy is implemented by means of
programs, budgets, policies and procedures.
 Implementation involves organization of the firm’s
resources and motivation of the staff to achieve
objectives.
21

22. CONTROL
 Once implemented, the results of the strategy need to
be measured and evaluated, with changes made as
required to keep the plan on track.
 Standards of performance are set, the actual
performance measured and appropriate action taken
to ensure success.
22

23. Mission
Objectives
Situation Analysis
Strategy Formulation
Implementation
Control
23

24. INTRODUCTION
 SWOT analysis (alternatively SWOT Matrix) is a
structured planning method used to evaluate the
Strengths, Weaknesses, Opportunities, and Threats
involved in a project or in a business venture.
 A SWOT analysis can be carried out for a product,
place, industry or person.
 It involves specifying the objective of the business
venture or project and identifying the internal and
external factors that are favorable and unfavorable to
achieving that objective.
24

25. SWOT
SWOT stands for
 STRENGTH
 WEAKNESSES
 OPPORTUNITY
 THREATS
25

26. STRENGTHS
They are resources and capabilities that can be used as a
basis to develop a competitive advantage.
E.g. : -
 An access to proprietary know-how
 Patents
26

27. WEAKNESS
Absence of certain strengths or the flip side of the
strength
E.g. :
 A poor reputation
 High Cost structure
27

28. OPPORTUNITIES
The external environment may reveal certain
opportunities for growth and development.
• E.g. :
 Loosening of regulations.
 Removal of international trade barriers
28

29. THREATS
Changes in external environment may present certain
threats
E.g.
 Shift in consumer taste
 Emergence of substitute product
 New regulations
 Increased trade barries
29

30. 30

31. 31

32.  S-O strategies pursue opportunities that fit well the
company's strengths.
 W-O strategies overcome weaknesses to pursue
opportunities.
 S-T strategies identify ways that the firm can use its
strengths to reduce its vulnerability to external threats.
 W-T strategies make a defensive plan to prevent the
firm's weaknesses from making it susceptible to
external threats.
32

33. Portfolio Analysis
33

34. TYPES OF PORTFOLIO ANALYSIS
1. The BCG (Boston Consulting Group) Growth Share
Matrix
2. The GE (General Electric) Business screen
34

35. THE BOSTON CONSULTING GROUP’S
GROWTH-SHARE MATRIX
35
20%-
18%-
16%-
14%-
12%-
10%-
8%-
6%-
4%-
2%-
0
Market Growth Rate
10x 4x 2x 1.5x 1x
Question marks
3 ?
?
2
Dogs 8
.5x .4x .3x .2x .1x
7
Relative Market Share
1
Cash cows
6
Stars
5
4

36. STAR STRATEGIES
 A business unit in the
star category enjoys a
relatively high market
share in a rapidly
growing market.
 Stars generate large
amount of cash.
36

37. QUESTION MARKS
 A business unit in the
question-mark
category has a
relatively low market
share and high-growth
rate .since they are
growing rapidly.
 They consume large
amount of cash .
37

38. CASH COW
 The cash cows are
leaders in a mature
market where there is
little additional growth,
but a lot of stability.
 The have a relatively
high market share which
is growing slowly
38

39. DOGS
 Dogs have low market
share and low growth
rate. A dog is a
moderate user and
supplier of cash. A dog
does not need much
investment but it
blocks capital that
could be invested in
industries with better
returns.
39

40. Q &A
40

41. THANK YOU.....
41