Please enable JavaScript.

Coggle requires JavaScript to display documents.

Strategy Formulation (Cooperate Strategy (Apply directional strategies of…

- - - - No change
      - Profit
      - Pause or proceed with caution
    - - Captive company
      - Sell-out/divestment
      - Turnaround
      - Bankruptacy/liquidation
    - - Concentration
      - Diversification
  - - - Raises the issue of cash flow to use in
        expansion and growth.
      - Graphic depiction facilitates communication.
      - Stimulates the use of external oriented data to the
        supplement management’s judgment.
    - - Provides illusion of scientific rigor.
      - Defining product/market segments is difficult.
      - Suggest the use of standard strategies that can miss
        opportunities or be impractical.
  - - - Examine business unit in terms of strategic factors
      - Examine business unit in terms of areas in which performance can be improved
      - Analyze how the parent corporation fits with business unit
- - - - disadvantage
        
        Customer complaints
        
        Locked in long-term contracts
        
        Lack of ability to learn new skills and develop new core competencies
        
        Lack of cost savings
        
        Poor product quality
- - - - Summarize an organization strategic factor by combine external factor from EFAS table and internal table from IFAS table
    - - no validate evaluation approach
      - use single point in time approach
      - no tie to the view from customers
  - - - Porter's competitive strategy
        
        Differentiation
        
        Focus
        
        Cost leadership
      - Issues in competitive
        
        Industry structure
        
        Consolidate industry
        
        Fragmented industry
        
        Strategic rollup
        
        Stuck in middle
    - - Cullosion
      - Strategic Alliances
        
        Joint venture
        
        Licencing arrangement
        
        Mutual service consortium
        
        Value chain partnership