CHAPTER SIX

Strategy Analysis and

Choice
Yitbarek Takele (PhD, MBA & MA Econ)
Associate Professor of Business Administration
Addis Ababa University 1
 A Comprehensive Strategy-Formulation
Framework

❖ Can be integrated into a three-stage decision-

making framework
❖ The framework is applicable to all sizes and
types of organizations and can help strategists
identify, evaluate, and select strategies.

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 A Comprehensive Strategy-Formulation
Framework

Stage-1 Input Stage– Discussed in Chapters 4 & 5

1. External factor evaluation (EFE)
2. Competitive matrix profile (CMP)
3. Internal factor evaluation (IFE)

Stage-2 (Matching stage)

1. TWOS Matrix (Threats-Opportunities-Weaknesses-Strengths)
2. SPACE Matrix (Strategic Position and Action Evaluation)
3. BCG Matrix (Boston Consulting Group)
4. IE Matrix (Internal and External)
5. GS Matrix (Grand Strategy)

Stage-3 (Decision stage)

1. QSPM (Quantitative Strategic Planning Matrix)
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Stage II The Matching Stage

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 1. TOWS/SWOT MATRIX

❖ A TOWS Analysis is a strategic planning tool used to

evaluate the Threats, Opportunities and Strengths,
Weaknesses, involved in a project or in a business
venture or in any other situation requiring a decision
❖ TOWS matrix elements
➢ SO Strategies (strength-opportunities)
➢ WO Strategies (weakness-opportunities)
➢ ST Strategies (strength-threats), and
➢ WT Strategies (weakness-threats).
❖ The most difficult part of TOWS matrix is to match
internal and external factors.
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 Steps for Developing Strategies

There are eight steps involved in constructing a TOWS Matrix:

1. Rank external opportunities
2. Rank external threats
3. Rank internal strength
4. Rank internal weaknesses.
5. Match internal strengths with external opportunities and
mention the result in the SO Strategies cell.
6. Match internal weaknesses with external opportunities and
mention the result in the WO Strategies cell..
7. Match internal strengths with external threats and mention the
result in the ST Strategies cell.
8. Match internal weaknesses with external threats and mention
the result in the WT strategies cell.
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Example- TOWS MATRIX

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 2. SPACE MATRIX

❖ It explains that what is our strategic position and what possible action
can be taken.
❖ It is not closed matrix
❖ Its four-quadrant framework indicates whether aggressive,
conservative, defensive, or competitive strategies are most appropriate
for a given organization
❖ The axes of the SPACE Matrix represent
❖ Two internal dimensions
➢ Financial position [FP]
➢ Competitive position [CP]
❖ Two external dimensions
➢ Stability position [SP]
➢ Industry position [IP]
❖ They are the most important determinants of an organization’s overall
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strategic position
 The Steps Required to Develop a
SPACE Matrix

1. Select a set of variables to define FP, CP, SP, and IP.

2. Assign a numerical value ranging from +1 (worst) to +7
(best) to each of the variables that make up the FP and
IP dimensions. Assign a numerical value ranging from -1
(best) to -7 (worst) to each of the variables that make
up the SP and CP dimensions. On the FP and CP axes,
make comparison to competitors. On the IP and SP
axes, make comparison to other industries.
3. Compute an average score for FP, CP, IP, and SP by
summing the values given to the variables of each
dimension and then by dividing by the number of
variables included in the respective dimension. 10
 The Steps Required to Develop a
SPACE Matrix

4. Plot the average scores for FP, IP, SP, and CP on the
appropriate axis in the SPACE Matrix.
5. Add the two scores on the x-axis and plot the resultant
point on X. Add the two scores on the y-axis and plot
the resultant point on Y. Plot the intersection of the new
xy point.
6. Draw a directional vector from the origin of the SPACE
Matrix through the new intersection point. This vector
reveals the type of strategies recommended for the
organization: aggressive, competitive, defensive, or
conservative.
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 ELEMENTS OF SPACE MATRIX

❖ Factors that were included earlier in the firm’s EFE and

IFE Matrices should be considered in developing a SPACE
Matrix.
❖ Other variables commonly included are given in the Table
presented on the next slide

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Example on Factors That Make Up the
SPACE Matrix Axes

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 3. BCG Matrix
Relative Market
Share Position
High Low
High
Stars Question Marks
(faster than
the economy
as a whole)

Industry Growth Rate

(in constant sales dollars)
Cash Cows Dogs

Low
(slower than
the economy
as a whole)
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 4. IE Matrix
 It is related to internal (IFE) and external factor
evaluation (EFE)
 Positions an organization’s various divisions in a nine-cell
display
 Similar to BCG Matrix except the IE Matrix:
o Requires more information about the divisions
o Strategic implications of each matrix are different
 Based on two key dimensions
o The IFE total weighted scores on the x-axis
o The EFE total weighted scores on the y-axis

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 Steps for The Development of IE
Matrix
1. Plot IFE total weighted scores on the x-axis and the EFE
total weighted scores on the y axis
2. On the x-axis of the IE Matrix, an IFE total weighted score
of 1.0 to 1.99 represents a weak internal position; a score of
2.0 to 2.99 is considered average; and a score of 3.0 to 4.0
is strong.
3. On the y-axis, an EFE total weighted score of 1.0 to 1.99 is
considered low; a score of 2.0 to 2.99 is medium; and a
score of 3.0 to 4.0 is high.
4. IE Matrix 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 17
Divided into three major regions
o Grow and build – Cells I, II, or IV
o Hold and maintain – Cells III, V, or VII
o Harvest or divest – Cells VI, VIII, or IX

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 5. Grand Strategy Matrix
 GS matrix is popular tool for formulating alternative
strategies.
 In this matrix all organizations will be divided into four
quadrants.
 Any organization should be placed in any one of four
quadrants.
 Appropriate strategies for an organization to consider are
listed in sequential order of attractiveness in each
quadrant of the matrix.
 It is based two major dimensions
⚫ 1. Market growth
⚫ 2. Competitive position
All quadrant contain all possible strategies
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
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STAGE III The Decision Stage

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 QSPM

 This technique objectively indicates which alternative

strategies are best.
 The QSPM uses input from Stage 1 analyses and
matching results from Stage 2 analyses to decide
objectively among alternative strategies

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 Steps in Preparation of QSPM

1. List of the firm's key external opportunities/threats and

internal strengths/weaknesses in the left column of the
QSPM.
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 (AS)
5. Compute the Total Attractiveness Scores
6. Compute the Sum Total Attractiveness Score

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 Example of QSPM

 Based on strategies in the stage 1 (IFE, EFE) and stage

2 (BCG, SPACE, IE, GRAND, TOWS), company
executives determined that this company XYZ needs to
pursue an aggressive strategy aimed at development of
new products and further penetration of the market.
 They also identified that this strategy can be executed in
two ways & asking which option is the better one.
⚫ strategy – 1: acquiring a competing company
⚫ strategy – 2: expand internally

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1-26
Chapter Six

Questions

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