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AGENDA: STRATEGIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CHOICES & TYPES OF STRATEGIES
TYPES OF STRATEGIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Forward Integration  ,[object Object],[object Object]
Backward Integration  ,[object Object],[object Object]
Horizontal Integration  ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Market Penetration
Market Development   ,[object Object],[object Object],[object Object]
Product Development  ,[object Object],[object Object]
Related (Concentric)   Diversification ,[object Object],[object Object]
Unrelated Diversification  ,[object Object],[object Object],[object Object]
Retrenchment ,[object Object],[object Object]
Divestiture ,[object Object],[object Object]
Liquidation ,[object Object],[object Object]
Means For Achieving Strategies ,[object Object],[object Object],[object Object]
Why Is It Not Advisable To Pursue Too Many Strategies At Once? ,[object Object],[object Object],[object Object],[object Object]
Michael Porter’s Generic Strategies Target Market
Cost Leadership Strategy ,[object Object],[object Object],[object Object],[object Object],01/14/96
Differentiation Strategy ,[object Object],[object Object],[object Object],01/14/96 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Focus Strategy ,[object Object],[object Object],[object Object],[object Object]
ANALYTICAL TOOLS FOR STRATEGIC DIRECTION-SETTING
SWOT MATRIX STRENGTHS 1 2  List 3  strengths  4 5 OPPORTUNITIES 1 2  List 3  opportunites  4 5 SO Strategies 1 2  Use strength 3  to take advan-  4  tage of oppor- 5  tunities THREATS 1 2  List 3  threats  4 5 ST Strategies 1 2  Use strengths 3  to avoid  4  threats 5 WT Strategies 1 2  Minimize 3  weaknesses &  4  avoid threats 5 WO Strategies 1 2  Overcome  3  weakness by  4  taking advantage 5  of opportunities WEAKNESSES 1 2  List 3  weaknesses  4 5 ,[object Object]
SAMPLE SWOT   STRENGTHS--S 1.  Good editorial quality. 2.  High readership ratings. 3.  Market leadership. 4.  Strong staff loyalty. 5.  United Board of Directors OPPORTUNITIES—O 1.  Better relations with government. 2.  The youth market 3.  The lower income markets. 4.  Better newspaper technology. 5.  Digital advertising. SO STRATEGIES 1.  Introduce a new product for the youth market (S1, S2, S3,O1,O2) 2.  Introduce a new product for the lower income market  (S1,S2,S3, O1,O3) 3.  Offer digital advertising services (S3, O4, O5). THREATS--T 1.  Television. 2.  High newsprint costs. 3.  Declining readership. 4.  Slowdown in the economy. 5.  Internet and on-line publications. ST STRATEGIES 1.  Introduce a free print medium. (S1,S2,S3, T1,T4) 2.  Introduce a youth website. (S1,S3,T1,T5) WT STRATEGIES 1.  Set up regional printing sites (W1, T2). 2.  Merge non-revenue earning classifieds products into the main classifieds (W2,T2). WO STRATEGIES 1.  Develop a readership  program involving employees (W3,W4,O2,O3). 2.  Convert non-revenue earning  products into a youth publication (W1,W2, O2). WEAKNESSES—W 1.  Profit margin squeeze. 2.  No. 2 in classifieds. 3.  Lack of a shared culture.  4.  Complacency.  5.  Lack of entrepreneurial spirit
Space Matrix Internal Strategic Position  y-axis=fs + es IFE EFE
Space Matrix Example CPM External Strategic Position  x-axis=ca + is 5 Forces
SPACE   MATRIX Industry Strength -6 -5 -4 -3 -2 -1 Conservative Defensive Competitive Aggressive +1+2+3+4+5+6 +6 +5 +4 +3 +2 +1 -2 -3 -4 -5 -6 (+4.6, -3.2) External Strategic Position  x-axis=ca(-1.0)+is(5.6)= +4.6 Internal Strategic Position  y-axis=es(-5.2)+fs(2.0)= -3.2 The Company is competing  fairly well in an unstable environment Financial Strength Environmental Stability Competitive   Advantage
THE STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX CA ES IS FS ,[object Object],_  +1  +2  +3  +4  +5  +6 _  > Integration _  > Market Penetration  _  > Market Development _  > Product Development _  > Joint Venture COMPETITIVE -6  -5  -4  -3  -2  -1  Rectify internal weaknesses  -2 Avoid external threats  -3 > Retrenchment  -4 > Divestiture  -5 > Liquidation  -6 DEFENSIVE _  AGGRESSIVE _  > Market Penetration _  > Market Development _  > Product Development _  > Integration  _  > Diversification CONSERVATIVE   +6 Stay close to core comp,  +5 No excessive risks  +4 > Market Penetration  +3 > Market Development  +2 > Product Development  +1  > Concentric Diversif  0
BCG MATRIX H  M  L  Relative Market Share H   M   L 1.0   0.50  0.0   Industry Sales Growth Rate STARS Intensive strategies Integration strategies Diversification strategies QUESTION MARKS Intensive Strategies  Divest   DOGS Retrenchment Liquidation  Divestment CASH COWS Product Development Concentric Diversification Grow Double or Quit Hold/Harvest Divest (Internal Strengths) (Industry Attractiveness ) ,[object Object]
BCG MATRIX ,[object Object],[object Object],[object Object],[object Object],[object Object]
INTERNAL-EXTERNAL (IE) MATRIX I IV VII II VIII IX VI III V AVERAGE 2.0-2.99 WEAK 1.0-1.99 STRONG 3.0-4.0 MEDIUM 2.0-2.99 LOW 1.0-1.99 HIGH 3.0-4.0 Grow & Build Harvest & Divest Hold & Maintain TOTAL  IFE  WEIGHTED SCORES TOTAL  EFE  WEIGHTED SCORES Intensive  Integrative Intensive  Integrative Market  penetration Prod. devt Market  penetration Prod. devt Market  penetration Prod. devt Divestment  Divestment  Divestment  Intensive   Integrative ,[object Object]
SAMPLE INTERNAL-EXTERNAL (IE) MATRIX I IV VII II VIII IX VI III V AVERAGE 2.0-2.99 WEAK 1.0-1.99 STRONG 3.0-4.0 MEDIUM 2.0-2.99 LOW 1.0-1.99 HIGH 3.0-4.0 Intensive  Integrative TOTAL  IFE  WEIGHTED SCORE=  3.2 TOTAL  EFE  WEIGHTED SCORE =  3.0 ABC
THE GRAND STRATEGY MATRIX ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],WEAK  COMPET I T IVE STRONG COMPET I T IVE RAPID MARKET GROWTH SLOW MARKET GROWTH ,[object Object]
STRATEGIES SUMMARY STRATEGY OPTIONS TOWS SPACE IEM GSM TOTAL INTEGRATION STRATEGIES           1 Forward Integration   1   1 2 2 Backward Integration   1   1 2 3 Horizontal Integration   1   1 2 INTENSIVE STRATEGIES         0 4 Market Penetration 1 1 1 1 4 5 Market Development 1 1   1 3 6 Product Development   1 1 1 3 DIVERSIFICATION STRATEGIES         0 7 Concentric Diversification   1   1 2 8 Conglomerate Diversification   1     1 9 Horizontal Diversification   1     1 DEFENSIVE STRATEGIES         0 10 Joint Venture         0 11 Retrenchment         0 12 Divestiture         0 13 Liquidation         0            
THE QSP MATRIX (QSPM) ,[object Object],[object Object],[object Object],[object Object]
THE QSP MATRIX(QSPM) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SAMPLE QSP MATRIX (QSPM)
SETTING OF STRATEGIC OBJECTIVES
A rriving at a clearer definition of where we want to go and what we want to achieve in a given planning horizon. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SETTING OF STRATEGIC OBJECTIVES
OBJECTIVE-SETTING  TYPES OF OBJECTIVES: STRATEGIC & FINANCIAL EXAMPLES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EXAMPLE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EXAMPLE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Ateneo 5 strategies

  • 1.  
  • 2.
  • 3. CHOICES & TYPES OF STRATEGIES
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18. Michael Porter’s Generic Strategies Target Market
  • 19.
  • 20.
  • 21.
  • 22. ANALYTICAL TOOLS FOR STRATEGIC DIRECTION-SETTING
  • 23.
  • 24. SAMPLE SWOT STRENGTHS--S 1. Good editorial quality. 2. High readership ratings. 3. Market leadership. 4. Strong staff loyalty. 5. United Board of Directors OPPORTUNITIES—O 1. Better relations with government. 2. The youth market 3. The lower income markets. 4. Better newspaper technology. 5. Digital advertising. SO STRATEGIES 1. Introduce a new product for the youth market (S1, S2, S3,O1,O2) 2. Introduce a new product for the lower income market (S1,S2,S3, O1,O3) 3. Offer digital advertising services (S3, O4, O5). THREATS--T 1. Television. 2. High newsprint costs. 3. Declining readership. 4. Slowdown in the economy. 5. Internet and on-line publications. ST STRATEGIES 1. Introduce a free print medium. (S1,S2,S3, T1,T4) 2. Introduce a youth website. (S1,S3,T1,T5) WT STRATEGIES 1. Set up regional printing sites (W1, T2). 2. Merge non-revenue earning classifieds products into the main classifieds (W2,T2). WO STRATEGIES 1. Develop a readership program involving employees (W3,W4,O2,O3). 2. Convert non-revenue earning products into a youth publication (W1,W2, O2). WEAKNESSES—W 1. Profit margin squeeze. 2. No. 2 in classifieds. 3. Lack of a shared culture. 4. Complacency. 5. Lack of entrepreneurial spirit
  • 25. Space Matrix Internal Strategic Position y-axis=fs + es IFE EFE
  • 26. Space Matrix Example CPM External Strategic Position x-axis=ca + is 5 Forces
  • 27. SPACE MATRIX Industry Strength -6 -5 -4 -3 -2 -1 Conservative Defensive Competitive Aggressive +1+2+3+4+5+6 +6 +5 +4 +3 +2 +1 -2 -3 -4 -5 -6 (+4.6, -3.2) External Strategic Position x-axis=ca(-1.0)+is(5.6)= +4.6 Internal Strategic Position y-axis=es(-5.2)+fs(2.0)= -3.2 The Company is competing fairly well in an unstable environment Financial Strength Environmental Stability Competitive Advantage
  • 28.
  • 29.
  • 30.
  • 31.
  • 32. SAMPLE INTERNAL-EXTERNAL (IE) MATRIX I IV VII II VIII IX VI III V AVERAGE 2.0-2.99 WEAK 1.0-1.99 STRONG 3.0-4.0 MEDIUM 2.0-2.99 LOW 1.0-1.99 HIGH 3.0-4.0 Intensive Integrative TOTAL IFE WEIGHTED SCORE= 3.2 TOTAL EFE WEIGHTED SCORE = 3.0 ABC
  • 33.
  • 34. STRATEGIES SUMMARY STRATEGY OPTIONS TOWS SPACE IEM GSM TOTAL INTEGRATION STRATEGIES           1 Forward Integration   1   1 2 2 Backward Integration   1   1 2 3 Horizontal Integration   1   1 2 INTENSIVE STRATEGIES         0 4 Market Penetration 1 1 1 1 4 5 Market Development 1 1   1 3 6 Product Development   1 1 1 3 DIVERSIFICATION STRATEGIES         0 7 Concentric Diversification   1   1 2 8 Conglomerate Diversification   1     1 9 Horizontal Diversification   1     1 DEFENSIVE STRATEGIES         0 10 Joint Venture         0 11 Retrenchment         0 12 Divestiture         0 13 Liquidation         0            
  • 35.
  • 36.
  • 38. SETTING OF STRATEGIC OBJECTIVES
  • 39.
  • 40.
  • 41.
  • 42.

Editor's Notes

  1. 07/16/96 ## * *
  2. 07/16/96 ## * *
  3. 07/16/96 ## * *
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