INDEX
1. DEVELOP VISION AND MISSION STATEMENTS
1.1 HISTORY
1.2 MISSION STATEMENT
1.2.1 EVALUATION MATRIX OF MISSION STATEMENT
1.2.2 PRINCIPAL CHARACTERISTICS OF THE MISSION
1.3.1 EVALUATION MATRIX OF VISION STATEMENT
1.3.2 PRINCIPAL CHARACTERISTICS OF THE VISION
2. PERFORM EXTERNAL AUDIT
2.2 SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES
2.3 POLITICAL, LEGAL AND GOVERNMENTAL FORCES
2.6 COMPETITIVE ANALYSIS: PORTER’S FIVE- FORCES MODEL
2.6.1 RIVALRY AMONG COMPETING FIRMS
2.6.2 POTENTIAL ENTRY OF NEW COMPETITORS
2.6.3 POTENTIAL DEVELOPMENT OF SUBSTITUTE PRODUCTS
2.6.4 BARGAINING POWER OF SUPPLIERS
2.6.5 BARGAINING POWER OF CONSUMERS
2.7 INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX
2.8 THE COMPETITIVE PROFILE MATRIX (CPM)
3. PERFORM INTERNAL AUDIT
3.1. THE RESOURCE – BASED VIEW (RBV)
3.2. INTEGRATION STRATEGY AND CULTURE
3.4.2. PRODUCT AND SERVICE PLANNING
3.4.4. SELLING PRODUCTS/SERVICES
3.7. MANAGEMENT INFORMATION SYSTEMS
3.9. THE INTERNAL FACTOR EVALUATION (IFE) MATRIX
4. ESTABLISH LONG-TERM OBEJECTIVES
4.5. FINANCIAL OBJECTIVES AND STRATEGIC OBJECTIVES
4.6.1. INTENSIVE STRATEGIES
4.6.2. DIVERSIFICATION STRATEGIES
4.7. MEANS FOR ACHIEVING STRATEGIES
4.8. MICHAEL PORTER’S FIVE GENERIC STRATEGIES
5. GENERATE, EVALUATE, AND SELECT SRATEGIES
5.1. STAGE 1: THE INPUT STAGE
5.1.1. EXTERNAL FACTOR EVALUATION (EFE) MATRIX
5.1.2. COMPETITIVE PROFILE MATRIX (CPM)
5.1.3. INTERNAL EVALUATION (IFE) MATRIX
5.2. STAGE 2: THE MATCHING STAGE
5.2.1. STRENGTHS- WEAKNESS- OPPORTUNITIES- THREATS (SWOT) MATRIX
5.2.2. STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
5.2.3. BOSTON CONSULTING GROUP (BCG) MATRIX
5.2.4. INTERNAL – EXTERNAL (IE) MATRIX
5.3. STAGE3: THE DECISION STAGE
5.3.1. QUANTITATIVE STRAGIC PLANNING MATRIX (QSPM)