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interneta bibliotēka
Atlants.lv bibliotēka
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Publicēts: 23.12.2003.
Valoda: Angļu
Līmenis: Vidusskolas
Literatūras saraksts: Nav
Atsauces: Nav
Darba fragmentsAizvērt

In conclusion, Citibank should select an aggressive strategy in which its internal strengths take advantage of external opportunities, overcome internal weaknesses, and avoid external threats.
Strategy-selection technique QSPM Matrix
Using techniques to quantify strategic choices takes the emotion, politics, opinion, subjectivity, and intuition out of decision-making. By utilizing the QSPM matrix model, a firm can develop a ranking criterion that ultimately says how attractive a strategy is and whether it should be considered for implementation. Since most likely a firm may have many strategies to consider, this process helps to narrow the selection down based on the relative attractiveness of each one. The QSPM below was developed using the following four steps:
1.Eight strategies were selected during the strategy-formulation stages 1 and 2 across the top of the page (there is no limit as to how many strategies can be used). For this paper, this data comes from the internal and external IFE matrix and the TOWS analysis. The SPACE matrix results confirmed our use of the strategies from our earlier analysis.
2.Listed external opportunities/threats and internal strength/weaknesses down the left column.
3.Rated each strategy according to how well it capitalizes on the particular opportunity or strength, or improves upon the particular weakness, or avoids the particular threat. By asking the question, "How attractive is the strategy to my organization in light of the particular factor in the left column?" a scale of 1 to 4 is assigned each row where 4 = Very Attractive, 3 = Attractive, 2 = Somewhat Attractive, 1 = Not Attractive, and no ranking meant it had no affect on the strategy or did not apply.
4.Lastly, all columns were summed to reveal the relative attractiveness of all strategies considered. …

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