Strategic management for tu mbs

April 11, 2023 [email protected]:9851105671 1

STRATEGIC MANAGEMENT

Teaching Noteson

Strategic Managementfor TU MBS

C. P. Rijal, PhDAssociate Professor

STRATEGIC MANAGEMENT

Teaching Noteson

Strategic Managementfor TU MBS

C. P. Rijal, PhDAssociate Professor


Unit I: IntroductionUnit Coverage1. Evolution of strategic management2. Characteristics of strategic decisions3. Mintzberg’s model of strategic decision-

making4. Components of strategic management:

planning, implementation and control5. Importance of strategic implementation in

Nepal6. Strategic plan: mission, objectives, strategies7. Levels of objectives and strategies8. Role of CEO in strategic management


Evolution of strategic management° Integral part of overall management process.° Planning process to deal with the rapid change in

the environment.° Has close associations with budgeting (early 1990s),

long-range planning (1950s), and strategic planning (1960s), and is developed since mid 1980s.

° A proactive, reactive, and futuristic management process.

° Emphasizes the strategy development needs to be driven by the market and its environment rather than limiting to only internal orientation.


Strategic Market Management …

° Developed along with the evolution of various management systems.

° Follows the evolution of Budgeting, Long-Range Planning, and Strategic Planning.

° Sometimes all these terms are used interchangeably.


Business Strategy

O The means an organization uses to achieve its objectives

O Serves as a tool for the implementation of management’s concept of business scope, mission, purpose, and objectives

O Formula in running whole business

O A direction for the organization both in shorter as well as long run


Strategic Management Aims at:

° How to influence the external factors and make them supportive to the operations of the organization, and how to most efficiently and effectively use the internal forces whereby the resources (strengths) are best utilized to achieve the highest possible rate of productivity for the organization.


Characteristics of strategic decisionsThe following are some of the major features of strategic decisions:1. External, Market Orientation2. Proactive Strategies3. Emphasis on Information System4. On-Line Analysis and Decision Making5. Entrepreneurial Thrust6. Strategic Fitness in Implementation 7. Matching with the Global Realities

contd…


Characteristics contd… 8. Longer Time Horizon9. Empirical Research Based10. Interdisciplinary Developments --

MarketingOrganizational BehaviorFinance and AccountingEconomicsStrategy


A Business Strategy SpecificationIncludes the determination of:1. The product market in which the business is to

compete2. The level of investment3. The functional area strategies needed to compete in

the selected product market4. The strategic assets or competencies that underline the

strategy and provide sustainable competitive advantage (SCA)

Multiple Businesses5. The allocation of resources over the business units6. The development of synergistic effects across the

business-the creation of value by having business units that support and complement each other.


Mintzberg’s model of strategic decision components Mintzberg focused on:


Mintzberg’s model of strategic decision-making Mintzberg focused on:


Components of Strategic Management

Planning and development

Implementation

Control

(Please follow the detailed diagram developed in class)


Components and Process of Strategic Market Management

Strategic Analysis

External Analysis1. Customer analysis2. Competitor analysis3. Market analysis4. Environmental analysis

Strengths, weaknesses, stg. problems, constraints, and uncertainties

Opportunities, threats, trends, and strategic uncertainties

Internal Analysis1. Performance analysis

2. Determinants of strategic options

Strategy Identification and Selection

Determination of Marketing Strategies

Marketing Planning, Implementation and Control


Importance of strategic thinking in Nepal Strategic management aims at bringing in

system thinking practices in business whereas Nepal is yet to establish its national constitution.

Strategic management provides with external, proactive view of managing institutions, whereas most of the Nepalese institutions are yet to be managed with specific norms and operating standards.

Strategic management aims to provide inputs on how to compete in competitive environment, whereas Nepalese institutions are yet to understand the value of competing in business.

Most essential in every sector.


Strategic Plan: Mission, Objectives and StrategiesFollow the subsequent slides


Components of Corporate Strategy1. Scope, mission, and intent

2. Objectives

3. Development strategy

4. Resources allocation

5. Source of synergy


1. Scope, mission, and intent

* What business should the firm be in?,

* What customer needs, market segments,

and/or technologies should the firm focus

on?, and

* What should be the ending purpose or

the intent of the firm?


MarketOriented

MarketOriented

Fit Market Environment

Fit Market Environment

MotivatingMotivating RealisticRealistic

DistinctiveCompetencies

DistinctiveCompetencies

SpecificSpecific

Characteristicsof Good Mission

Statements

Characteristicsof Good Mission

Statements

Mission StatementsMission

Statements


2. Objectives

* What performance dimensions should

the firm’s business units and employees

focus on?,

* What is the target level of performance

to be achieved on each dimension?, and

* What is the timeframe in which each

target should be attained?


The Characteristics of Business Objectives

Every business objective should be:

S = Specific

M = Measurable

A = Achievable

R = Realistic

T = Time-bounded


3. Development Strategy

* How can the firm achieve the desired

level of growth over time?,

* Can the desired growth be attained by

expanding the firm’s current

businesses?, and

* Will the company have to diversify into

new businesses or product-markets to

achieve its future growth objectives?


4. Resources Allocation

* How should the firm’s limited financial

resources be allocated across its

businesses to produce the highest

returns? and

* Of the alternative strategies that each

business might pursue, which will

produce the greatest returns for the

dollars invested?


5. Sources of Synergy

* What competencies, knowledge, and customer

based intangibles (e.g., brand recognition,

reputation, loyalty, etc.) might be developed

and shared across the firm’s businesses? and

* What operational resources, facilities, or

functions (e.g., plants, R&D, salesforce, etc.)

might the firm’s business share to increase

their efficiency?


Levels of objectives and strategies

Corporate LevelCorporate Level: Grand strategies and grand objectives; corporate plans

Business LevelBusiness Level: Strategic business unit or product category-wise strategies and objectives; business development plans

Product/service levelProduct/service level : Bottom-line action programs to develop and promote products and services; Tactical action plans;


Role of CEO in strategic management Taking business risks making strategic decisions

System visualization or system thinking

Promoting institutional innovation, change and development

Responding to environmental changes and taking charge of organizational success or failure

Responding with accountability and responsiveness


Some Strategic Challenges to Managers:° Management has a distinctive and farsighted view,

rather than a conventional and reactive view, about the future.

° Senior management focuses regenerating core strategies rather than reengineering core processes.

° Competitors view the company as a rule maker rather than a rule follower.

° The company’s strength is on innovation and growth rather than on operational efficiency.

° The company is mostly out in front rather than catching up.


Needs/Importance of Strategic Management

Despite the involvement of high cost, strategic management has the potential to:

• Precipitate the concept of strategic choices,• Force a long-range view,• Make visible the resources allocation decision,• Aid strategic analysis and decision making,• Provide a strategic management and control

system, • Provide both horizontal and vertical

communication and coordination systems, and• Help a business cope with changes.


Unit II: External Environment AnalysesUnit II: External Environment Analyses

1.Nature of environment: remote and operating environment

2. Process of environmental scanning

3. Techniques of environmental analyses: PESTEL, Scenario planning, Porter’s Five Forces Model, environmental threat and opportunity planning (ETOP)


1.1.Nature of environment: remote and Nature of environment: remote and operating environmentoperating environment

Basically, the business environment comprises of micro and macro environment.

The macro environment is referred to as remote environment and micro environment is referred to as operating or internal environment.

Please follow the detailed diagram developed in class.


2. Process of environmental scanning2. Process of environmental scanning



Strategic Analysis










Strategic AnalysisExternal AnalysisExternal Analysis

1. Customer AnalysisCustomer Analysis: segmentation, consumer motivations, and unmet needs analysis.

2. Competitor AnalysisCompetitor Analysis: identifying, evaluating and dealing with competitors.

3. Market AnalysisMarket Analysis: market size, market growth, market profitability, cost structure, distribution system, market trends, key factors for success, and risks in high growth markets.

4. Environmental AnalysisEnvironmental Analysis: dimensions, forecasting environmental trends and events, analyses of strategic uncertainty, impact, and scenarios.

Internal AnalysisInternal Analysis

5. Performance analysesPerformance analyses: shareholder value analysis, sales and profitability analysis

6. Analyses of Strategic OptionsAnalyses of Strategic Options: strategic options and business portfolio analysis.


3. Techniques of environmental analyses: PESTEL, Scenario planning, Porter’s Five Forces Model, environmental threat and opportunity planning (ETOP)


PEST analysis

• Political factors

• Economic factors

• Socio-cultural factors

• Technological factors


Political/legal

• Monopolies legislation

• Environmental protection laws

• Taxation policy

• Employment laws

• Government policy

• Legislation

• Others?


Economic Factors

• Inflation

• Employment

• Disposable income

• Business cycles

• Energy availability and cost

• Others?


Socio-Cultural Factors

• Demographics

• Distribution of income

• Social mobility

• Lifestyle changes

• Consumerism

• Levels of education

• Others?


Technological Factors

• New discoveries and innovations• Speed of technology transfer• Rates of obsolescence• Internet• Information technology• Others?


SCENARIO ANALYSIS

Scenario Analysis can be divided into four elements:

• Identify Scenarios

• Develop Scenario Strategies

• Estimate Scenario Probabilities

• Perform Regret Analysis


1. Identify Scenarios

It is important to reduce the number of scenarios by identifying a small set that ideally includes those that are plausible/credible and those that represent departures from the present that are substantial enough to affect strategy development.

2. Develop Scenario Strategies

After scenarios have been identified, the next step is to relate them to strategies – both existing strategies and new options.


3. Estimate Scenario Probabilities

¤ To evaluate alternative strategies it is useful to

determine the scenario probabilities.

¤ Experts could be asked to assess probabilities directly.

4. Perform Regret AnalysisThe final step is to compare the expected outcomes

of each strategy if the wrong scenario emerges.


Forecasting Environmental Trends and Events

• Asking the Right Questions

• Trend Extrapolation

• Asking Experts

• Decomposing the Task

• Cross-Impact Analysis


Strategic Uncertainty

¤ Strategic Uncertainty may result from a typical external analysis or sometimes the strategic uncertainty is represented by a future trend or event that has inherent unpredictability.

¤ To deal with strategic uncertainty, impact analysis and scenario analysis can be employed.


Impact Analysis

¤ The extent to which a strategic uncertainty should be monitored and analyzed depends on its impact and immediacy.

¤ The impact of a strategic uncertainty is related to:

* The extent to which it will impact existing or

potential SBUs (strategic business units)

* The importance of the involved SBUs

* The number of involved SBUs.


Impact Analysis contd . . .

• The immediacy of a strategic uncertainty is related to

- The probability that the involved trends or events will occur.

- The time frame of the trends or events.

- The reaction time likely to be available, compared with the time required to develop and implement appropriate strategy


Managing Strategic Uncertainties If both the immediacy and impact are low, then a

low level of monitoring may be appropriate.If the impact is thought to be low but the

immediacy is high, then monitoring and analysis may be appropriate.

If the immediacy is low and the impact high, then monitoring and analysis in more depth and contingent strategies may be considered.

When both the immediacy and potential impact of the underlying trends and events are high, then an in-depth analysis will be appropriate, as will be the development of reaction plans or strategies.


Porter’s Five Forces Analysis

Threats of PotentialNew Entrants

Competition Among Existing Firms

Bargaining Power

of Suppliers

Bargaining Power

of Customers

Threats of Substitute Products


Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4. Copyright by TheFree Press, a division of Macmillan Publishing Co., Inc. Reproduced with permission.

Threat ofThreat ofsubstitutessubstitutes

Potentialentrants

Threat ofThreat ofentrantsentrants

Suppliers

BargainingBargaining powerpower

Substitutes

Buyers

BargainingBargaining powerpower

COMPETITIVE RIVALRY

Five forces analysis


The Threat of Entry ...

Dependent on barriers to entry such as:

• Economies of scale

• Capital requirements of entry

• Access to distribution channels

• Cost advantages independent of size (eg the

“experience curve”)

• Expected retaliation

• Legislation or government action

• Differentiation


Buyer power is likely to be high when:

• There is a concentration of buyers

• There are many small operators in the supplying industry

• There are alternative sources of supply

• Components or materials are a high percentage of cost to the buyer leading to “shopping around”

• Switching costs are low

• There is a threat of backward integration


Supplier power is high when:

• There is a concentration of suppliers

• Switching costs are high

• The supplier brand is powerful

• Integration forward by the supplier is possible

• Customers are fragmented and bargaining power low


Threat of Substitutes

Substitutes take different for:

• Substitution of need

• Generic substitution

• Doing without


Competitive rivalry is high when:• Entry is likely• Substitutes threaten• Buyers or suppliers exercise control• Competitors are in balance• There is slow market growth• Global customers increase competition• There are high fixed costs in an industry• Markets are undifferentiated• There are high exit barriers


Five Forces Analysis: Key Questions and Implications

• What are the key forces at work in the competitive environment?

• Are there underlying forces driving competitive forces?

• Will competitive forces change?

• What are the strengths and weaknesses of competitors in relation to the competitive forces?

• Can competitive strategy influence competitive forces (eg by building barriers to entry or reducing competitive rivalry)?


Unit III: Internal Environment AnalysesUnit III: Internal Environment Analyses1. Corporate resources analyses for strengths and

weaknesses: marketing, HR, production and operations, finance and accounting

2. Process of corporate appraisal: concept of available resources, threshold resources, unique resources, core competencies, and strategic advantage

3. Techniques for internal analyses: value chain analyses (cost efficiency and product features)

4. Comparative analyses: historical comparison, industry standards, benchmarking, robustness, strategic advantage profile (SAP)


Internal AnalysisStructuring Strategic Decisions

Organizationalstrengths andweaknesses

Environmental opportunities

and threats

Market needs, attractiveness, and key success factors

Strategic Decisions* Strategic investment decisions* Financial area strategies* Sustainable competitive advantages


Internal Analysis

Performance Analysis

1. Shareholder Value Analysis

2. Financial Performance - Sales and Profitability

3. Performance Measurement - Beyond Profitability

4. Determinants of Strategic Options

5. From Analysis to Strategy

6. Business Portfolio Analysis


Why Do Companies Fail?

What went wrong?– Inertia (resistant to change)

– Prior strategic commitments

– The icarus paradox

Avoiding failure and sustaining competitive advantage:– Focus on the building blocks of

competitive advantage.

– Institute continuous improvement and learning.

– Track best industrial practice and use benchmarking.

– Overcome inertia.


Shareholder Value AnalysisHow competent the firm is to create various values to shareholders

Key values to the shareholder are:1. Profit maximization, and 1. Profit maximization, and 2. Increment of worth of the share per unit2. Increment of worth of the share per unit

Other important values to the shareholders may beBusiness/product diversificationGoodwillBrand recognition, and so on ….


Competitive Advantage: Value Creation, Low Cost, and Differentiation

• Competitive advantage is a firm’s ability to outperform its competitors (earn higher profits).

• The source of competitive advantage is value creation for customers.

• Sustained competitive advantage comes from maintaining higher profits than competitors over long periods of time.

• Sustained competitive advantage leads to higher shareholder value.


Value Creation


Financial Performance - Sales and Profitability

The Determinants

1. Sales and Market Share

2. Profitability

3. Good Performance

4. Economic Value Added


Return on Capital Employed for Selected U.S. Department Stores, 1989-1998

Source: Data from Value Line Investment Survey


Performance Measurement - Beyond Profitability

Some Indicators

1. Customer satisfaction and brand loyalty

2. Product service quality

3. Brand and firm associations

4. Relative costs

5. New product activity

6. Manager/employee capability and performance


Performance Measurement Beyond Profitability

It is very important to develop performance indicators that convincingly represent the long term prospect.

Customer satisfaction/brand loyalty are the keys

It indicates how customers really feel about the firm.


Guidelines for measuring satisfaction and loyalty

problems and causes of dissatisfaction should be identified

exit interviews should be taken

size and intensity of the customer group that truly likes a brand should be known.

measures should be tracked



Product and service quality

how good a value it is?

can it really deliver superior performance?

how does it compare with competitor offerings?

how will it compare with competitor offerings in the future give competitive innovations?



performance measurement

• brand/firm associations what are its associations? what is the perceived quality?

• relative cost

• average costing in average costing some elements of fixed or semi

variable costs are not carefully allocated but instead are averaged over total production


performance measurement

• new product activity

• manager/employee capability and performance

human factor is very important as they are the ones who implement the strategies

does the human resource support the current and future strategies?

does new employees match the needs of the organization?


Generic Building Blocks of Competitive Advantage


Generic Building Blocks of Competitive Advantage: Efficiency

Efficiency = Outputs/Inputs

For many firms, EE productivity is key (output per employee)

Increased efficiency requires strategy, structure and controls (and a strong functional production or operations program)

Efficiency is “critical” for cost leaders (eg. Wal-Mart) but still very important for others


Competitive Advantage: Customer Responsiveness• Superior Customer Responsiveness is a function

of:

Quality, and

Innovation in design, service, etc.

• Often measured by:

Response time, and

Adaptability


Competitive Advantages: Innovation• Perhaps the most important building block of

competitive advantage: may drive greater innovation leading to higher prices via differentiation or simply better processes leading to lower costs.

• Companies can’t afford to sit still

• Innovation includes advances in products, processes, management systems, organizational structure, strategies, etc


Competitive Advantage: Quality• Quality drives profits in two ways:

Increased reliability which leads to higher prices due to perceived higher quality

Increased productivity due to lower re-work, returns and rejection rates leading to lower costs (zero defects)

• Higher prices plus lower costs means more profits


Choice of functional strategy and policies


The Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices


Figure misses the role played by finance and accounting/Information systems as support services

The Value Chain (Business Functions)


Distinctive Competencies, Resources, and Capabilities

The roots of competitive advantage


Strategy and Competitive AdvantageThe relationship between strategies and resources and

capabilities:


Strategic Resources: Two Types

• Tangible– Land

– Buildings

– Plant

– Equipment

• Intangible– Brand names

– Reputation

– Patents

– Technological or marketing know-how


Resources and CapabilitiesSkills in effectively coordinating and managing resources for productive use.

– UniqueUnique resources and capabilities, or, at a minimum,

– CommonCommon resources and unique capabilitiescapabilities

– Best if have both.


The Durability of Competitive Advantage• Barriers to imitation (Slows the speed of imitation by

competitors in reducing advantage)– Imitation by acquiring similar resources

– Imitation of capabilities (more difficult)

• Limits on competitors– Prior strategic commitments

– Absorptive capacity for change

• Industry dynamism– The rapid innovation

shortens product life cycles.


Durability of Competitive Advantage

• Durability is dependent upon:

- height of barriers to imitation

- capability of competitors to imitate innovation

- general level of industry dynamism


Analysis of Strategic Options

Determinants of Strategic OptionsDeterminants of Strategic Options

1. Past and current strategies

2. Strategic problems

3. Organizational capabilities and constraints

4. Financial capabilities and constraints

5. General strengths and weaknesses


Business Portfolio Analysis

The Components

1. The Market Attractiveness - Business Position

Matrix

a. Evaluate the abilities to compete

b. Evaluate the market attractiveness


business portfolio analysis

• it provides a structured way to evaluate business units on two key dimensions

• attractiveness of the market involved and• strength of the firms position in that market

• the market attractiveness-business position matrix

it is a formal, structured way to match a firm’s strength and market opportunities.


business portfolio analysis

• Applying the matrix

• logical alternatives in structuring strategies invest to bold invest to penetrate invest to rebuild selective investment

• The BCG Growth Share Matrix.


Unit IV: Strategic Options1. Generating alternative strategies using SWOT

analyses2. Corporate strategies: stability, growth (related and

unrelated diversification), retrenchment strategies3. Porter’s competitive strategies4. Strategy clock (low price, differentiation, hybrid,

focused differentiation, and failure strategies)5. Sustainable competitive advantages (SCAs)6. Comparative collaborative strategies7. Directions for strategy development: consolidation,

market penetration, product development, market development and diversification

8. Methods of strategy development: internal development, mergers and acquisition, joint-venture and strategic alliances


SWOT Analysis

• Strengths (internal)

• Weaknesses (internal)

• Opportunities (external)

• Threats (external)


SWOT ANALYSIS

The Components of SWOT Analysis

SWOTAnalysis

Innovation

FinancingAccess to

Capital

Marketing

Customer Base

Management

Manufacturing


SWOT ANALYSISInnovation

Technical or product/service superiorityR&DNew product capabilities and new technologiesPatents

ManufacturingCost structureProduction flexibility and capacityEquipmentAccess to raw materialsVertical integrationWorkforce attitude and motivation


SWOT ANALYSISFinance

From operationsFrom net short-term assetsAbility to use debt and equity financingParent’s willingness to finance

ManagementTop and middle management qualityOrganizational culture, strategy, goals, plans, tacticsKnowledge, skill, capabilityEmployee motivation and turnoverQuality of strategic decision-making


SWOT ANALYSIS

MarketingProduct quality, brand image, differentiationCustomer focus, service and supportQuality of segmentationProduct line length, depth, width, and capabilityMarket networks and relationshipSales force motivation and loyalty

Customer Base Size or market share, loyaltyGrowth of segments served


Generic Building Blocks of Competitive Advantage


The Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices


Comparative Collaborative Strategies In collaborative strategies, the firms with

similar interests or having similar strengths work together to consolidate their strengths so as to counter the threats or take benefits of the prevailing opportunities by the help of collective efforts.

In most of such instances, the firms intend to take benefits of their comparative strengths.


Directions for strategy developmentDirections for strategy development

ConsolidationConsolidation is a strategic direction in which a firm attempts to consolidate its entire efforts and resources in one or two offerings at a time so as to perform the best in the category.

In market penetrationmarket penetration, the firm applies very low cost strategy and attempts to reach every corner of the marketplace so as to occupy a comfortable market share, mostly in the case of new launch consumer goods and other convenience items.

Product development follows a process of developing new product or making some changes in existing product after experiencing negative effect of product life cycle maturity, most of the cases.


Directions for strategy developmentDirections for strategy development

Market development Market development strategy seeks exploring new markets for existing product offerings by converting the non-users into users or exploring into completely new market segments.

Diversification Diversification refers to simply expansion, and expansion may take place at product and/or market level.


Methods of strategy developmentMethods of strategy developmentInternal developmentInternal development refers to internally strengthening

the firm by means of research, innovation, new product development and strategy revisits.

Mergers and acquisition Mergers and acquisition is another popular mode of strategic development whereby the firm gets itself strengthened either by getting merged with other firm/s, and acquiring other firms into self.

Joint-ventureJoint-venture is another mode of strategic strengthening whereby an existing firm joins hands with national or international venture partners.

In strategic alliancesstrategic alliances, the firms with similar interests and operating specializations join hands together for some purpose.


Unit V: Strategy Evaluation and Choice1. Evaluation criteria: suitability,

acceptability (return on risk and stakeholder reaction), and feasibility.

2. Portfolio analyses for strategic choices: BCG growth share matrix, GE business screen, Hofer’s product market evolution matrix

3. Choices of functional strategies and policies


Evaluation Criteria While evaluating the strategic development and

execution, we must pay attention on potential risk and return associated to the business.

Suitability and acceptability of the firm and its offering also need be assessed from the perspectives of the investor, maker and marketer.

We also should assess the general reaction pattern of the key internal and external stakeholders.

Finally, social, financial and developmental feasibility also need to be made one of the bases.


Portfolio Analyses for Strategic Choices1. BCG growth share matrix,

2. GE business screen,

3. Hofer’s product market evolution matrix


BCG growth share matrix1. xx




BCG growth share matrix








GE business screen1. GE










Hofer’s product market evolution matrix


Hofer’s product market evolution matrix












Unit VI: Strategy Implementation and Unit VI: Strategy Implementation and ControlControl

1.Process of Strategy implementation

2.Organizational structure for strategy implementation

3.Managing strategic change

4.Strategic control


Process of Strategy implementation






Organizational structure for strategy implementation

Here, you should briefly review the various types of organizational structures and relate the relevant functional strategies per structural design.


Managing strategic change










Strategic control


Strategic control


Strategic control


Strategic control



Strategic Analysis










Strategic AnalysisExternal AnalysisExternal Analysis

1. Customer AnalysisCustomer Analysis: segmentation, consumer motivations, and unmet needs analysis.

2. Competitor AnalysisCompetitor Analysis: identifying, evaluating and dealing with competitors.

3. Market AnalysisMarket Analysis: market size, market growth, market profitability, cost structure, distribution system, market trends, key factors for success, and risks in high growth markets.

4. Environmental AnalysisEnvironmental Analysis: dimensions, forecasting environmental trends and events, analyses of strategic uncertainty, impact, and scenarios.

Internal AnalysisInternal Analysis

5. Performance analysesPerformance analyses: shareholder value analysis, sales and profitability analysis

6. Analyses of Strategic OptionsAnalyses of Strategic Options: strategic options and business portfolio analysis.

Date post:	06-May-2015
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