6. strategy formulation
TRANSCRIPT
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ProgramCourse
1. Presentation & Strategy definition2. Administrative Process3. Strategy Process
4. Strategic Thinking & Scenario'sVisualization
5. Strategic Diagnostic
6. Strategy Formulation7. Strategy Types8. Performance Measurement9. Organizational Structure10. Cultural Change
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MatrixSWOT
http://www.businessinsurance.org/wp-content/uploads/2012/02/business-swot-quotes.jpg
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MatrixBCG
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MatrixS.P.E.A (P.E.Y.E.A)
Setting strategy based on four
factors: Financial Strength
Competitive Advantage Environmental Stability
Industrial Strength
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MatrixS.P.E.A (P.E.Y.E.A)
1
2
3
4
5
6
-6
-5
-4
-3-2
-1 1 2 3 4 5 6-6 -5 -4 -3 -2 -1
Financial Strength
Environmental Stability
ompetitivedvantage
IndustrialStrength
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MatrixS.P.E.A (P.E.Y.E.A)
S.P.E.A Matrix Steps:1. Selecting relevant variables for
each factor
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MatrixS.P.E.A (P.E.Y.E.A)
S.P.E.A Matrix Steps:2. Qualify each of the variables as
follows:
+1 (worst) to +5 (best) forFinancial Strength and Industrial
Strength
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MatrixS.P.E.A (P.E.Y.E.A)
S.P.E.A Matrix Steps:2. Qualify each of the variables as
follows:
-5 (worst) to -1 (best) forCompetitive Advantage and
Environmental Stability
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MatrixS.P.E.A (P.E.Y.E.A)
S.P.E.A Matrix Steps:3. Calculate the average for each
factor
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MatrixS.P.E.A (P.E.Y.E.A)
S.P.E.A Matrix Steps:4. Adding Competitive Advantage
and Industrial Strength as X
coordinateAdding Financial Strength andEnvironmental Stability as Y
coordinate
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MatrixS.P.E.A (P.E.Y.E.A)
S.P.E.A Matrix Steps:5. Draw a vector from the origin to
XY coordinates
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MatrixS.P.E.A (P.E.Y.E.A)
S.P.E.A Matrix Steps:6. Identify the strategy type
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MatrixS.P.E.A (P.E.Y.E.A)
1
2
3
4
5
6
-6
-5
-4
-3-2
-1 1 2 3 4 5 6-6 -5 -4 -3 -2 -1
FS
ES
CA IS
Conservative
Strategy
Aggressive
Strategy
Defensive
Strategy
Competitive
Strategy
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MatrixS.P.E.A (P.E.Y.E.A)
12345
6
-6
-5-4-3-2-1 1 2 3 4 5 6-6 -5 -4-3 -2 -1
FS
ES
CA IS
Conservative
Strategy
Dont takeexcessive risk
Use the
organizational skills Functional
strategies
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MatrixS.P.E.A (P.E.Y.E.A)
12345
6
-6
-5-4-3-2-1 1 2 3 4 5 6-6 -5 -4-3 -2 -1
FS
ES
CA IS
Market penetration Market
development Product
development Conglomerate
diversification Concentric
diversification
AggressiveStrategy
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MatrixS.P.E.A (P.E.Y.E.A)
123456
-6-5-4-3-2-1 1 2 3 4 5 6-6 -5 -4-3 -2 -1
FS
ES
CA IS
Horizontalintegration
Vertical integration
Alliances Mergers Joint Ventures
Competitive
Strategy
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MatrixS.P.E.A (P.E.Y.E.A)
123456
-6-5-4-3
-2-1 1 2 3 4 5 6-6 -5 -4-3 -2 -1
FS
ES
CA IS Reduce operations Disinvestment Liquidation Reengineering
Defensive
Strategy
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MatrixRelational
DependenciaMocdd
Zona depoder
Zona deconflicto
Zona deproblemasautnomos
Zona dedependencia
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MatrixRelational
DependenciaMocdd
Zona depoder
Zona deconflicto
Zona deproblemasautnomos
Zona dedependencia
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MatrixRelational
List of Variables
Make the list of critical
variables that could explain the
system specifying the contextfor each variable.
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MatrixRelational
Prioritization of theVariables
Each expert must qualify each
variable between 0 and 3 in
accordance with theimportance level for thesystem.
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MatrixRelational
Prioritization of theVariables
Select at the very least the
most 10 or between the 10 and
15 important variables for thesystem.
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MatrixRelational
Incidence Analysis
Analyze how the rowvariable
affects the columnvariable.
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MatrixRelational
VariableTech.
renovation
Market
opening
Training
level
Technologicalrenovation
Market opening
Training level
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MatrixRelational
Type of
incidentDescripcin Valor
Strength Every effect causes variable modifications 2
ModerateThe effects cause variable changes without
altering the strengths or weaknesses1
Weak The effects cant cause variable changes 0
PotentialOther effects are required to cause changes in
the variables1
NullNo relationship exists between the variables
incidence 0