chap06ppt - Strategic Management Concepts Cases Eighth Edition文档.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ? 2001 Prentice Hall Ch. 6-* 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 Financial Strength (FS) Return on investment Leverage Liquidity Working capital Cash flow Ease of exit from market Risk involved in business External Strategic Position Internal Strategic Position ? 2001 Prentice Hall Ch. 6-* SPACE Factors Industry Strength (IS) Growth potential Profit potential Financial stability Technological know-how Resource utilization Capital intensify 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 Position Internal Strategic Position ? 2001 Prentice Hall Ch. 6-* SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -1 -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 ES CA IS Conservative Aggressive Defensive Competitive ? 2001 Prentice Hall Ch. 6-* Strategy Analysis Choice Boston Consulting Group Matrix (BCG) Enhances multidivisional firms’ efforts to formulate strategies Autonomous divisions (or profit centers) constitute the business portfolio Firm’s divisions may compete in different industries requiring separate strategy ? 2001 Prentice Hall Ch. 6-* Strategy Analysis Choice Boston Consulting Group Matrix (BCG) Graphically portrays differences among divisions Focuses on market share position and industry growth rate Manage business portfolio through relative market share position and industry growth rate ? 2001 Prentice Hall Ch. 6-* Strategy Analysis Choice Boston Consulting Group Matrix (BCG) Relative market share position defined: Ratio of a division’s own market share in a part