Strategy Evaluation Matrix Framework by Madhuranath R
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This document introduces the Strategy Evaluation Matrix (SEM), an original framework for selecting strategies from multiple strategic options. The SEM evaluates strategies based on their risk level and ability to execute. It maps strategies to four quadrants: avoid, investigate, delay, and execute. The framework recommends selecting strategies in the "execute" quadrant as they require low risk and high ability to execute, yielding maximum value. The SEM can be used in strategy planning to evaluate options generated from a SWOT analysis, and is generally applicable to idea filtering, marketing campaigns, and product development.
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27. Nature Of Strategic Management
Strategic management involves ongoing formulation, implementation, and evaluation of plans to help an organization achieve its objectives. Key terms in strategic management include strategists, who are responsible for the organization's success; mission statements, which identify the scope of operations; and external opportunities and threats, as well as internal strengths and weaknesses, which are assessed through environmental scanning.
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This document discusses strategy evaluation and control. It defines strategy evaluation as examining strategy bases, comparing expected vs. actual results, and taking corrective actions. Effective evaluation provides timely feedback and measures performance against objectives. The document outlines criteria for evaluating strategies, including consistency, consonance, feasibility, and competitive advantage. It also discusses measuring performance, taking corrective actions, overcoming resistance to change, and characteristics of an effective evaluation system.
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Chapter 1 the nature of strategic management
The document discusses key concepts in strategic management including:
1) Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2) The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
3) Strategic management requires integrating both analysis and intuition when making decisions under uncertain conditions.
4) Firms must adapt to changes in the external environment and internal capabilities to achieve sustained competitive advantage.
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Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Strategy Evaluation
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Strategic management involves ongoing formulation, implementation, and evaluation of plans to help an organization achieve its objectives. Key terms in strategic management include strategists, who are responsible for the organization's success; mission statements, which identify the scope of operations; and external opportunities and threats, as well as internal strengths and weaknesses, which are assessed through environmental scanning.
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The document provides an overview of strategic management concepts including:
1. The three big strategic questions of where the organization is now, where it wants to go, and how to get there.
2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
4. The strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
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2.strategy hierarchy
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2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
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Ppt12
This document discusses various aspects of developing effective marketing plans and strategies, and ensuring proper implementation. It addresses questions about the relative importance of planning vs. implementation, how marketing structures and incentives should vary by business strategy, and factors to consider when restructuring an organization. Key points covered include defining elements of a good marketing plan, linking objectives and actions to specific timelines and responsibilities, and establishing controls and contingency plans to monitor progress.
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The document outlines how to create an effective business case. It discusses what a business case is, why they are used, and when they are required. It also covers the typical components of a business case, including the strategic context, analysis and recommendations, and management and capacity phases. The document provides details on each phase and step to guide writing a comprehensive business case. It emphasizes analyzing options, justifying recommendations, and demonstrating how the proposed investment will be managed to achieve desired outcomes. Overall, the document serves as a guide for developing a formal business case proposal to obtain funding and approval for new projects and initiatives.
Ot chapter 5
1) The document discusses different levels of strategy for organizations including corporate level strategy, which determines what businesses an organization will be in, and business level strategy, which determines how an organization will compete within each business.
2) It also summarizes various frameworks for classifying strategies such as Miles and Snow's four strategic types of defenders, prospectors, analyzers, and reactors.
3) Porter's three generic competitive strategies are also outlined as cost leadership, differentiation, and focus.
Session 2 ( p.m)
1) The document discusses various strategies for business including corporate strategy, directional strategy, growth strategy, concentration strategy, and stability strategy. It also discusses implementing strategies through developing programs, budgets, and procedures.
2) Evaluation and control of strategies is discussed, including determining metrics, establishing standards, measuring performance, comparing to standards, and taking corrective actions. Different types of controls like behavior controls and output controls are also mentioned.
3) Finally, the document emphasizes that while strategy implementation carries risk, successful implementation can lead to significant gains for the business.
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The document discusses various project selection models that can be used to evaluate and select projects. It describes both numeric and non-numeric models. Numeric models discussed include profitability models like net present value (NPV), internal rate of return (IRR), payback period, and return on investment (ROI). Scoring models are also described, including unweighted and weighted factor scoring models. The advantages and disadvantages of both profitability and scoring models are provided. An example is also included to demonstrate the calculation and use of NPV, IRR, and payback period to evaluate and select between two potential projects.
Session 2 ( p.m).ppt office 2003
The document discusses various topics related to business strategy formulation and implementation including:
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4. Evaluation and control of strategies by monitoring performance, comparing to standards, and taking corrective actions. Measures like ROI are discussed.
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Project management methodology is a set of techniques that helps in evaluating and planning the project. The success of the project depends on how it is executed. Choosing an appropriate project management methodology will help in executing the project with ease.
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This document discusses managerial decision making. It begins by stating that all managers make decisions that can vary in impact and consequences. A 7-step decision making process is then outlined: 1) Identifying problems/opportunities 2) Setting objectives 3) Generating alternatives 4) Evaluating alternatives 5) Reaching a decision 6) Implementing strategies 7) Monitoring outcomes. Two types of decisions are also defined: programmed decisions for routine matters and non-programmed for unique situations. Finally, two models of decision making are introduced: rational/economic and behavioral.
FORECASTING TECHNIQUES OR MODELS : BUSINESS ANALYTICS
This document provides an overview of forecasting model building and types of forecasting models. It discusses qualitative and quantitative forecasting models. Qualitative models include consumer surveys, sales force opinions, Delphi method, past analogies, executive opinions, and nominal group techniques. Quantitative models include time series analysis, linear regression, trend projection, and econometric models. The document also covers aggregate planning techniques like trial-and-error, linear programming, and make-or-buy decisions.
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Strategy Evaluation Matrix Framework by Madhuranath R
- 1. Strategy Evaluation Matrix An Original Framework for selecting specific strategies from multiple strategic options Madhuranath R © 2012
- 2. STRATEGY EVALUATION MATRIX An Original Framework 4 AVOID INVESTIGATE HIGH These strategies get third preference, as - These strategies need to be researched, as- • They need high investment to implement • They can potentially yield high ROI • Ability to execute is very low in near future • Minor changes may improve executability Risk Involved • Outcomes are unknown | difficult to evaluate • Outcomes are in high-gain : high-pain zone 2 DELAY EXECUTE These strategies get third preference, as - These strategies need to be executed first, as- • They need little investment to implement • They provide the best ROI • Ability to execute may improve in future • Actionizing is relatively easy • The outcome from these may go either way • Easier to evaluate outcomes for these LOW 0 0 LOW 1.5 Ability to Execute HIGH 3 Conclusion: Select the strategic options that fall into the “magic quadrant” of LOW Risk and HIGH ability to execute. These strategies yield the maximum value per dollar.
- 3. Applying the SEM Framework Where and Why of the Framework This framework is used in one of the steps of strategy planning Based on SWOT, firstly several strategic options are evolved To evaluate the strategic options evolved, use this framework This is a generic framework applicable for other uses like – Ideation Process – for filtering ideas generated by brainstorming Marketing Campaigns – to evaluate campaign options proposed Product Development – to evaluate features for the new product
- 4. Thank You! Author: Madhuranath R Contact: Madhuranath.R@gmail.com