1. Strategic Event Management- Strategy Analysis By: Zhou Chunlin School of Tourism, Conference and Exhibitions Henan University of Economics and Law

2. Strategy Analysis & Choice The Nature of Strategy & Choice A Comprehensive Strategy-Formulation Framework The Input Stage 2 The Matching Stage The Decision Stage Cultural Aspects of Strategy Choice The Politics of Strategy Choice Governance Issues

3. To acquire or not to acquire, that is the question – Robert J. Terry Strategy Analysis & Choice Life is full of lousy options – General P.X. Kelley 3

4. -- Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative - achieve mission & objectives Nature of Strategy Analysis & Choice Strategy Analysis & Choice 4

5. 5 Vision Mission Objectives External audit Internal audit Past successful strategies Strategy Analysis & Choice Alternative Strategies Derive From -- Ch 2 -5

6. Strategy Analysis & Choice Generating Alternatives -- Participation in generating alternative strategies should be as broad as possible Ch 2 -6

7. Comprehensive Strategy-Formulation Framework Stage 1: The Input Stage Stage 2: The Matching Stage Stage 3: The Decision Stage Ch 2 -7

8. Strategy-Formulation Analytical Framework Internal Factor Evaluation Matrix (IFE) External Factor Evaluation Matrix (EFE) Competitive Profile Matrix (CPM) Stage 1: The Input Stage Ch 2 -8

9. A Quick Review of Organizational Internal Resources The Strategic Role of Organizational Resources And Organizational Capabilities Organizational Resources Financial assets Physical assets Human resources Intangible assets Structural-cultural assets Organizational Capabilities Organizational processes and routines Accumulated knowledge Actual work activities Core Competencies Distinctive Organizational Capabilities Competitive Advantage Performance Results 9

10. E XTERNAL A NALYSIS An Organization’s External Environment Organization Specific Environment Industry-Competitors Substitute Products Bargaining Power of Suppliers Bargaining Power of Buyers Potential Entrants Current Rivalry General Environment Technological Political-Legal Sociocultural Demographic Economic 10

11. From Capabilities to Distinctive Capabilities & Core Competencies Organizational Capabilities Organizational Capabilities Org. capabilities come first Fundamental building block for developing core competencies Every organization has processes and routines to get the work done Core Competencies Core Competencies Not a source of competitive advantage Develop distinctive organizational capabilities Improve and enhance organizational capabilities Fundamental skills and capabilities (internal) Exploitable by organization Major value-creating skills and capabilities Distinctive Organizational Capabilities Distinctive Organizational Capabilities Special and unique capabilities Distinguish from competitors (external) Sustainable competitive advantage Outperform competition 11

12. MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Comparison of I/O, Resource-Based, & Guerilla Views of Competitive Advantage I/O ViewResource-Based ViewGuerilla View CompetitivePositioningPossessing uniqueTemporary Advantagein industryorganizational assets DeterminantsCharacteristicsType, amount,Ability to change and ofof industry;and nature ofradically surprise Profitabilityfirm’s positionfirm’s resourcescompetitors with within industrystrategic actions Focus of AnalysisExternalInternalExternal and internal MajorCompetitionResources—Continual, radical, and Concerncompetencies chaotic conditions StrategicChoosing DevelopingRapidly and repeatedly Choicesattractive unique resourcesdisrupting current situation industry and capabilitiesand surprising competitors Positioning in industry Characteristics of industry; firm’s position within industry External Competition Choosing attractive industry Possessing unique organizational assets Type, amount, and nature of firm’s resources Internal Resources— competencies Developing unique resources and capabilities Temporary Ability to change and radically surprise competitors with strategic actions External and internal Continual, radical, and chaotic conditions Rapidly and repeatedly disrupting current situation and surprising competitors 12

13. Stage 1: The Input Stage  Basic input information for the matching & decision stage matrices  Requires strategists to quantify subjectivity early in the process  Good intuitive judgment always needed Ch 2 -13

14. Strategy-Formulation Analytical Framework SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: The Matching Stage Ch 2 -14

15. Stage 2: The Matching Stage  Match between organization’s internal resources & skills and the opportunities & risks created by its external factors Ch 2 -15

16. Stage 2: The Matching Stage  Strengths  Weaknesses  Opportunities  Threats SWOT Matrix Ch 2 -16

17. SWOT Matrix  Strengths-Opportunities (SO)  Weaknesses-Opportunities (WO)  Strengths-Threats (ST)  Weaknesses-Threats (WT) Four Types of Strategies Ch 2 -17

18. SO Strategies Use a firm’s internal strengths to take advantage of external opportunities SO Strategies Strengths Weaknesses Opportunities Threats SWOT 18

19. WO Strategies Improving internal weaknesses by taking advantage of external opportunities WO Strategies Strengths Weaknesses Opportunities Threats SWOT 19

20. ST Strategies Use a firm’s strengths to avoid or reduce the impact of external threats ST Strategies Strengths Weaknesses Opportunities Threats SWOT 20

21. WT Strategies Defensive tactics aimed at reducing internal weaknesses & avoiding environmental threats WT Strategies Strengths Weaknesses Opportunities Threats SWOT 21

22. SWOT Matrix Developing the SWOT  List firm’s key internal Strengths  List firm’s key internal Weaknesses  List firm’s key external Opportunities  List firm’s key external Threats Ch 2 -22

23. 23 SWOT Matrix Leave Blank Strengths – S List Strengths Weaknesses – W List Weaknesses Opportunities – O List Opportunities SO Strategies Use strengths to take advantage of opportunities WO Strategies Overcoming weaknesses by taking advantage of opportunities Threats – T List Threats ST Strategies Use strengths to avoid threats WT Strategies Minimize weaknesses and avoid threats Ch 2 -23

24. 24 Develop a new employee benefits package = Strong union activity (threat) + Poor employee morale (weakness) Develop new products for older adults = Decreasing numbers of young adults (threat) +Strong R&D (strength) Pursue horizontal integration by buying competitor's facilities = Exit of two major foreign competitors from the industry (opportunity) + Insufficient capacity (weakness) Acquire Cellfone, Inc.= 20% annual growth in the cell phone industry (opportunity) + Excess working capacity (strength) Key Internal FactorKey External FactorResultant Strategy Matching Key Factors to Formulate Alternative Strategies Ch 2 -24

25. Limitations with SWOT Matrix Does not show how to achieve a competitive advantage Provides a static assessment in time May lead the firm to overemphasize a single internal or external factor in formulating strategies 25

26. Strategy-Formulation Analytical Framework SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: The Matching Stage Ch 2 -26

27. SPACE Matrix Strategic Position & Action Evaluation Matrix  Aggressive  Conservative  Defensive  Competitive Ch 2 -27

28. SPACE Matrix Two Internal Dimensions  Financial Strength (FS)  Competitive Advantage (CA) Ch 2 -28

29. SPACE Matrix Two External Dimensions  Environmental Stability (ES)  Industry Strength (IS) Ch 2 -29

30. 30 SPACE Factors Environmental Stability (ES) Technological changes Rate of inflation Demand variability Price range of competing products Barriers to entry Competitive pressure Price elasticity of demand Ease of exit from market Risk involved in business Financial Strength (FS) Return on investment Leverage Liquidity Working capital Cash flow External Strategic PositionInternal Strategic Position Ch 2 -30

31. 31 SPACE Factors Industry Strength (IS) Growth potential Profit potential Financial stability Technological know-how Resource utilization Ease of entry into market Productivity, capacity utilization Competitive Advantage CA Market share Product quality Product life cycle Customer loyalty Competition’s capacity utilization Technological know-how Control over suppliers & distributors External Strategic PositionInternal Strategic Position Ch 2 -31

32. Steps to Developing a SPACE Matrix 1.Select a set of variables to define FS, CA, ES, & IS 2.Assign a numerical value: 1.From +1 to +6 to each FS & IS dimension 2.From -1 to -6 to each ES & CA dimension 3.Compute an average score for each FS, CA, ES, & IS 32

33. Steps to Developing a SPACE Matrix 1.Plot the average score on the appropriate axis 2.Add the two scores on the x-axis and plot the point. Add the two scores on the y-axis and plot the point. Plot the intersection of the new xy point 3.Draw a directional vector from the origin through the new intersection point. 33

34. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS ConservativeAggressive DefensiveCompetitive 34

35. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS ConservativeAggressive DefensiveCompetitive A financial strong firm that has achieved major competitive advantages in a growing and stable market (+4,+4) 35

36. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS ConservativeAggressive DefensiveCompetitive A firm whose financial strength is a dominating factor in the industry (+1,+5) 36

37. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS ConservativeAggressive DefensiveCompetitive A firm that has achieved financial strength in a stable industry that is not growing; the firm has no major competitive advantages (-2,+4) 37

38. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS Conservative Aggressive DefensiveCompetitive A firm that suffers from major competitive disadvantages in an industry that is technologically stable but decline in sales (-5,+2) 38

39. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS Conservative Aggressive DefensiveCompetitive A firm with major competitive advantages in a high-growth industry (+5,-1) 39

40. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS Conservative Aggressive DefensiveCompetitive An organization that is competing fairly well in an unstable industry (+1,-2) 40

41. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS Conservative Aggressive DefensiveCompetitive A firm that has a very weak competitive position in a negative growth, stable industry (-5,-1) 41

42. SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -6-5-4-3-2+1+2+3+4+5+6 ES CAIS Conservative Aggressive DefensiveCompetitive A financially troubled firm in a very unstable industry (-1,-5) 42

43. Strategy-Formulation Analytical Framework SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: The Matching Stage Ch 2 -43

44. BCG Matrix Boston Consulting Group Matrix  Enhances multi-divisional firm in formulating strategies  Autonomous divisions = business portfolio  Divisions may compete in different industries  Focus on market-share position & industry growth rate Ch 2 -44

45. BCG Matrix Relative Market Share Position  Ratio of a division’s own market share in an industry to the market share held by the largest rival firm in that industry Ch 2 -45

46. BCG Matrix Dogs IV Cash Cows III Question Marks I Stars II Relative Market Share Position High 1.0 Medium.50 Low 0.0 Industry Sales Growth Rate High +20 Low -20 Medium 0 46

47. BCG Matrix Question Marks  Low relative market share – compete in high- growth industry  Cash needs are high  Case generation is low  Decision to strengthen (intensive strategies) or divest Ch 2 -47

48. BCG Matrix Stars  High relative market share and high growth rate  Best long-run opportunities for growth & profitability  Substantial investment to maintain or strengthen dominant position  Integration strategies, intensive strategies, joint ventures Ch 2 -48

49. BCG Matrix Cash Cows  High relative market share, competes 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 weakens—retrenchment or divestiture Ch 2 -49

50. BCG Matrix Dogs  Low relative market share & compete in slow or no market growth  Weak internal & external position  Liquidation, divestiture, retrenchment Ch 2 -50

51. Strategy-Formulation Analytical Framework SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: The Matching Stage Ch 2 -51

52. The Internal-External Matrix Positions an organization’s various divisions in a nine-cell display Similar to BCG Matrix except the IE Matrix: – Requires more information about the divisions – Strategic implications of each matrix are different 52

53. 53

54. IE Matrix Based on two key dimensions – The IFE total weighted scores on the x-axis – The EFE total weighted scores on the y-axis Divided into three major regions – Grow and build – Cells I, II, or IV – Hold and maintain – Cells III, V, or VII – Harvest or divest – Cells VI, VIII, or IX 54

55. 55

56. Ch 6 -56 Strategy-Formulation Analytical Framework SPACE Matrix BCG Matrix IE Matrix Stage 2: The Matching Stage SWOT Matrix Grand Strategy Matrix

57. Ch 6 -57 Grand Strategy Matrix  Tool for formulating alternative strategies  Based on two dimensions  Competitive position  Market growth

58. Quadrant IV 1. Concentric diversification 2. Horizontal diversification 3. Conglomerate diversification 4. Joint ventures Quadrant III 1. Retrenchment 2. Concentric diversification 3. Horizontal diversification 4. Conglomerate diversification 5. Liquidation Quadrant I 1. Market development 2. Market penetration 3. Product development 4. Forward integration 5. Backward integration 6. Horizontal integration 7. Concentric diversification Quadrant II 1. Market development 2. Market penetration 3. Product development 4. Horizontal integration 5. Divestiture 6. Liquidation RAPID MARKET GROWTH SLOW MARKET GROWTH WEAK COMPETITIVE POSITION STRONG COMPETITIVE POSITION 58

59. Grand Strategy Matrix  Excellent strategic position  Concentration on current markets/products  Take risks aggressively when necessary Quadrant I Ch 2 -59

60. Grand Strategy Matrix  Evaluate present approach  How to improve competitiveness  Rapid market growth requires intensive strategy Quadrant II Ch 2 -60

61. Grand Strategy Matrix  Compete in slow-growth industries  Weak competitive position  Drastic changes quickly  Cost & asset reduction (retrenchment) Quadrant III Ch 2 -61

62. Grand Strategy Matrix  Strong competitive position  Slow-growth industry  Diversification to more promising growth areas Quadrant IV Ch 2 -62

63. Strategy-Formulation Analytical Framework Stage 3: The Decision Stage Quantitative Strategic Planning Matrix (QSPM) Ch 2 -63

64. QSPM  Technique designed to determine the relative attractiveness of feasible alternative actions Quantitative Strategic Planning Matrix Ch 2 -64

65. QSPM Key Internal Factors Management Marketing Finance/Accounting Production/Operations Research and Development Computer Information Systems Strategy 3Strategy 2Strategy 1WeightKey External Factors Economy Political/Legal/Governmental Social/Cultural/Demographic/En vironmental Technological Competitive Strategic Alternatives 65

66. Steps to Develop a QSPM 1.Make a list of the firm’s key external opportunities/threats and internal strengths/weaknesses in the left column 2.Assign weights to each key external and internal factor 3.Examine the Stage 2 (matching) matrices, and identify alternative strategies that the organization should consider implementing 66

67. Steps to Develop a QSPM 4.Determine the Attractiveness Scores 5.Compare the Total Attractiveness Scores 6.Compute the Sum Total Attractiveness Score 67

68. QSPM  Requires intuitive judgments & educated assumptions  Only as good as the prerequisite inputs Limitations Ch 2 -68

69. QSPM  Sets of strategies considered simultaneously or sequentially  Integration of pertinent external & internal factors in the decision making process Advantages Ch 2 -69

70. Cultural Aspects of Strategy Choice  Successful strategies depend on the degree of consistency with the firm’s culture Organization Culture Ch 2 -70

71. Politics of Strategy Choice  Management hierarchy  Career aspirations  Allocation of scarce resources Politics in Organizations Ch 2 -71

72. Politics of Strategy Choice  Equifinality  Satisfying  Generalization  Higher-order issues  Political access on important issues Political Tactics for Strategists Ch 2 -72

73. Governance Issues  Control & oversight over management  Adherence to legal prescriptions  Consideration of stakeholder interests  Advancement of stockholder rights Board of Directors Roles & Responsibilities Ch 2 -73

74. Corporate Governance Issues 1.No more than 2 directors are current or former company executives 2.No directors do business with the company 3.Audit, compensation, and nominating committees made up of outside directors 4.Each director owns a large equity stake in the company 5.At least one outside director with extensive experience 6.Fully employed directors sit on no more than 4 boards – Retirees on no more than 7 7.Each director attends at lest 75% of all meetings Business Week’s “Principles of Good Governance” 74

75. Corporate Governance Issues 8.Board meets regularly without management present 9.Audit committee meets at least four times a year 10.Board is frugal on executive pay, diligent in CEO succession, and prompt to act when trouble arises 11.CEO is not also the Chairperson of the Board 12.Shareholders have considerable power and information to choose & replace directors 13.Stock options are considered a corporate expense 14.No interlocking directorships Business Week’s “principles of good governance” 75

76. Key Terms & Concepts For Review (Chapter 6) Aggressive QuadrantBusiness Portfolio Attractiveness Scores (AS) Cash Cows Boards of Directors Competitive Advantage (CA) Boston Consulting Group (BCG) Matrix Competitive Quadrant 76

77. Key Terms & Concepts For Review (Chapter 6) Conservative QuadrantDogs Culture Environmental Stability (ES) Defensive Quadrant Financial Strength (FS) Directional VectorGovernance 77

78. Key Terms & Concepts For Review (Chapter 6) Grand Strategy Matrix Internal-External (IE) Matrix Halo ErrorMatching Industry Strength (IS) Matching Stage Input Stage Quantitative Strategic Planning Matrix (QSPM) 78

79. Key Terms & Concepts For Review (Chapter 6) Question MarksStars Relative Market Share Position Strategic Position & Action Evaluation (SPACE) SO Strategies Sum Total Attractiveness Score (STAS) ST StrategiesSustainability 79

80. Key Terms & Concepts For Review (Chapter 6) Total Attractiveness Scores (TAS) WO Strategies WT Strategies Strengths, Weaknesses Opportunities, Threats SWOT 80

81. 81 Operational PlansControl systemImplementation

82. Questions