(Mẫu powerpoint) strategic planning tools

THE GROWTH SHARE MATRIXBOSTON CONSULTING GROUP MATRIX Cash Cows Insert any title here Insert any title here • Lorem ipsum dolor sit amet, has meis dicta eloquentiam at.. Eius forensibus

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S trategic Planning

Tools

Pre-designed Models for Presentations

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01 – Boston Consulting Group Matrix

02 – General Electric / McKinsey Matrix

03 – SWOT / TOWS Analysis Matrix

04 – Porter’s Generic Competitive Strategies

05 – Porter’s Five Forces Model

06 – Ansoff Matrix

Contents

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Boston Consulting Group Matrix

The Growth Share Matrix

01

Strategic Planning Tools

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THE GROWTH SHARE MATRIX

BOSTON CONSULTING GROUP MATRIX

Cash Cows

To be successful, a company should have a portfolio of products with different growth rates and different market shares.

“

”

Bruce Henderson, BCG’s founder

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5

GROWTH

SHARE

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Utilize the cash

flow from a Star or

to maintain the market share of Star, or make a Question Mark into

a Star Sell off or withdraw Dogs so that HR and financial capital can be invested in Star and Question Mark products and business units

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Cash Cows

Insert any title here

• Lorem ipsum dolor sit amet, has meis dicta eloquentiam at Eius forensibus usu cu impetus tamquam te cum, eu eam

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Cash Cows

meis dicta eloquentiam at Eius forensibus usu cu impetus

tamquam te cum, eu eam

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Low

SHARE GROWTH

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Cash Cows

Many “businesses” require far more cash input than they can ever generate.

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14

Stars

Dogs

Question Marks

Cash Cows

A few businesses generate far more cash than they can profitably reinvest.

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15

Stars

Dogs

Question Marks

Cash Cows

A few businesses are sufficient in cash flow Over time they will become much larger and also large net generators of cash.

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16

Stars

Dogs

Question Marks

Cash Cows

Most businesses, however, generate very little cash even thought they use little The reported earnings must be reinvested and probably always will These businesses

are “cash traps”.

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cu impetus tamquam te cum, eu eam

Lorem ipsum dolor sit amet, has meis dicta eloquentiam at Eius forensibus usu cu impetus tamquam te cum, eu eam

Lorem ipsum dolor sit amet, has meis dicta eloquentiam at Eius forensibus usu cu impetus tamquam te cum, eu

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Relative Market Share Growth Market Risk Level STARS

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Relative Market Share Growth Market Risk Level QUESTION MARKS

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WORKSHEET 2 – 3/3

Relative Market Share

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Invest Protect

Divest

Protect Harvest Protect

Invest Invest

General Electric / McKinsey Matrix

The Multifactor Portfolio Matrix

02

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THE MULTIFACTOR PORTFOLIO MATRIX

GE / MCKINSEY MATRIX

25

BUSINESS STRENGTH

Selectivity / Earnings

Harvest / Divest

systematic approach for

the multi-business corporation to prioritize investments among its

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Selectivity / Earnings

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27

MARKET ATTRACTIVENESS

Harvest

Invest Protect

Divest

Invest Invest

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Harvest

Invest Protect

Divest

Invest Invest

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29

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Protect

Invest / Grow

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Divest

Invest Invest

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SWOT / TOWS Analysis Matrix

The Competitive Analysis Matrix

03

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THE COMPETITIVE ANALYSIS MATRIX

SWOT / TOWS ANALYSIS MATRIX

SWOT analysis entails a distillation of

the findings of an internal and external audit that draws attention, from a strategic perspective, to the critical organizational strengths and weaknesses and the opportunities and threats facing the organization

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THREATS

WEAKNESSES

OPPORTUNITIES

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W T

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W T

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W T

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W T

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Elements in the environment that could cause trouble for the business or project

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• What advantages do we have?

• What do we do better than anyone else?

• What unique or lowest-cost resources can we

draw upon that others can't?

• What do people in our market see as our

strengths?

• What factors mean that you "get the sale"?

• What connections and alliances do we have?

• What good opportunities can we spot?

• What interesting trends are we aware of?

• What weaknesses in our competitors can we

attacks?

• Useful opportunities can come from such

things as:

both a broad and narrow scale

your field.

profiles, lifestyle changes, etc.

• What could we improve?

• What should we avoid?

• What are people in our market likely to see as weaknesses?

• Is our intellectual property outdated?

• What connections and alliances should we have, but don’t?

• What obstacles do we face?

• What are our competitors doing / could do to hurt us?

• Are quality standards or specifications for our job, products or services changing?

• Is changing technology threatening our position?

• Do we have bad debt or cash-flow problems?

• Could any of our weaknesses seriously threaten our business?

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45

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Negative

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48

Strengths internal capabilities that may help the company reach its objectives.

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49

Internal limitations that may interfere with the company’s ability to achieve its objectives.

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50

External factors that the company may be able to exploit to its advantage.

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51

Current and emerging external factors that may challenge the company’s

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Lorem ipsum dolor sit amet, has meis dicta eloquentiam at Eius forensibus usu cu impetus tamquam te cum, eu

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Porter’s Generic Competitive Strategies

The Competitive Advantage Matrix

04

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THE COMPETITIVE ADVANTAGE MATRIX (ORIGINAL MATRIX)

PORTER’S GENERIC COMPETITIVE

industries structure will mean that all firms can earn high returns, whereas

in others, success with one of the generic strategies may be necessary just to obtain acceptable returns in an

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Differentiation Overall Cost Leadership

THE COMPETITIVE ADVANTAGE MATRIX (ORIGINAL MATRIX)

is "stuck in the middle" - is in

an extremely poor strategic

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THE COMPETITIVE ADVANTAGE MATRIX

STRATEGIES

57

Cost Leadership

Source of Competitive Advantage

The generic strategies are approaches to outperforming competitors in the industry; in some

industries structure will mean that all firms can earn high returns, whereas

in others, success with one of the generic strategies may be necessary just to obtain acceptable returns in an

absolute sense.

“

”

Michael E Porter, 1980

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Cost Leadership Differentiation

Cost Focus Differentiation Focus

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Differentiation

SOURCE SCOPE

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STRATEGIES

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STRATEGIES

65

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a whole range

of offerings

Unique and distinct position

in specific target segments

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STRATEGIES

67

Cost Leadership

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STRATEGIES

Cost Leadership

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STRATEGIES

69

Cost leadership requires aggressive

construction of efficient-scale facilities, vigorous pursuit of cost reductions

from experience, tight cost and overhead control, avoidance of marginal

customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on.

“

”

Michael E Porter, 1980

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STRATEGIES

70

Approaches to differentiating can take many forms : design or brand image, technology,

features ; customer service, dealer network, or

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STRATEGIES

71

The entire focus strategy is

built around serving a particular target very well, and each functional policy

is developed with this in

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STRATEGIES

72

The firm failing to develop its strategy in at least one of the three directions-a firm that is

"stuck in the middle" - is in

an extremely poor strategic

Focus Stuck in the Middle

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(Mẫu powerpoint) strategic planning tools

PORTER’S FIVE FORCES MODEL