1. Strategy Analysis & Choice Denis Manley

2. -- Establishing long-term objectives -- Generating alternative strategies -- Selecting best alternative to achieve mission & objectives Strategy Analysis & Choice

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

4. Strategy-Formulation Analytical Framework Internal Factor Evaluation Matrix (IFE) External Factor Evaluation Matrix (EFE) Stage 1: The Input Stage

5.  Basic input information comes from the internal /external evaluation (matrices): refer to previous lectures  Requires strategists to quantify subjectivity early in the process: the assigned weights…  Good intuitive judgment always needed

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

7. Stage 2: The Matching Stage: SWOT analysis  Match between organization’s internal strengths and weaknesses and the opportunities & risks created by its external factors  Internal strength: e.g. strong R and D function  External opportunity: e.g. changing demographics (e.g. population getting older)  Strategy: E.g. Develop new products for older adults (this must also related to long term objectives: Is it financial/strategic.)  To adopt such a strategy what type are the long term objectives.

8. Stage 2: The Matching Stage: SWOT Matrix Four Types of Strategies Strengths-Opportunities (SO): Use a firm’s internal strengths to take advantage of external opportunities Weaknesses-Opportunities (WO): Improving internal weaknesses by taking advantage of external opportunities Strengths-Threats (ST): Use a firm’s strengths to avoid or reduce the impact of external threats. Weaknesses-Threats (WT): Defensive tactics aimed at reducing internal weaknesses and avoiding external threats

9. 9 Spend money annually to increase customer services. = T2: increase in competitors customers services (threat) + W2: Poor customer service (weakness) Hedge (invest) money to protect against rising oil prices = Risk of increasing oil prices(threat) + S7: profits increase by 200%(strength) Increase amount spent on advertising to attract customers only concerned about price. = Cheaper holiday’s being offered by resorts (opportunity) + W7: charge for items free on other airlines (weakness) Invest money (e.g. 100 million) in terminal space at new airports now currently served. = 02: lower interest rates on borrowing money (opportunity) + S1: Own 42 bases in Europe (strength) Key Internal FactorKey External FactorResultant Strategy Matching Key Factors to Formulate Alternative Strategies The above is based on the internal and external evaluation of Ryanair:

10. Limitations with SWOT Matrix Does not show how to achieve a competitive advantage Provides a static assessment in time (based on current internal/external environment) May lead the firm to overemphasize a single internal or external factor in formulating strategies

11. 11 Boston Consulting group (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  Ratio of a division’s own market share in an industry to the market share held by the largest rival firm in that industry: Which Quadrant would you put Ryanair and why

12. BCG Matrix Quadrant 1: 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 – selling part of the organisation - (a defensive strategy)

13. 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  What type of the above strategies would you consider

14. 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, Related diversification  If weakens—retrenchment or divestiture  Why do you think you would not use other generic strategies?

15. BCG Matrix Dogs  Low relative market share & compete in slow or no market growth  Weak internal & external position  Defensive strategy: Liquidation, divestiture, retrenchment

16. 16 Quadrant IV 1. Related diversification 2. Horizontal diversification 3. Conglomerate (unrelated) diversification 4. Joint ventures Quadrant III 1. Retrenchment 2. Related 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. Related 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 Grand Strategy Matrix Where do you think you would position Ryanair?

17. The grand strategy matrix The grand strategy matrix is very similar to the Boston consultants group matrix except the matrices quadrants are not in the same position: –Cash cow is equivalent to quadrant IV –Stars: is equivalent to Quadrant I –? is equivalent to quadrant II –Dogs is equivalent to quadrant III

18. Strategy-Formulation Analytical Framework Stage 3: The Decision Stage Quantitative Strategic Planning Matrix (QSPM)  Technique designed to determine the relative attractiveness of feasible alternative actions

19. 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 4.Determine the Attractiveness Scores (A.S) 5.Compare the Total Attractiveness Scores 6.Compute the Sum Total Attractiveness Score

20. Ryanair: Sample QSPM matrix

23. Recommendations: Invest $100 million in terminal space annually at new airports not currently serviced. What is this type of “generic” strategy; does it correspond to the proposed strategies of the grand strategy and BCG matrix

24. QSPM  Requires intuitive judgments & educated assumptions  Only as good as the prerequisite inputs ( Limitations Advantages  Sets of strategies considered simultaneously or sequentially  Integration of pertinent external & internal factors in the decision making process

25. Questions Discuss, using a suitable examples, a framework that would be suitable to help an organisation derive and choose suitable strategies to help ensure competitive advantage.

26. Sample exam questions Describe how you would perform a SWOT analysis (7 marks) Give a suitable example of how it is used to propose strategies. (3 marks) and the BCG matrix are two models to help an organisation derive a set of strategies. Compare and contrast each model, using suitable examples.