The Matching Stage

8/13/2019 The Matching Stage

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A SWOT Matrix for a Retail

Computer Store

6-2Copyright 2013 PearsonEducation, Inc. publishing as

Prentice Hall


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The SPACE Matrix

6-3Copyright 2013 P

earsonEducation, Inc. publishing as

Prentice Hall


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Factors That Make Up the SPACE

Matrix Axes

6-4Copyright 20

13 PearsonEducation, Inc. publishing as

Prentice Hall


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Example Strategy Profiles


Prentice Hall


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Example Strategy Profiles


Prentice Hall


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The Grand Strategy Matrix


Prentice Hall


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Quadrant I continued concentration on current markets

(market penetration and market development)

and products (product development) is anappropriate strategy

Quadrant II unable to compete effectively

need to determine why the firms currentapproach is ineffective and how the company canbest change to improve its competitiveness

6-8Copyright 2013 Pearson Education, Inc.publishing as Prentice Hall


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Quadrant III must make some drastic changes quickly to avoid

further decline and possible liquidation

Extensive cost and asset reduction(retrenchment) should be pursued first

Quadrant IV have characteristically high cash-flow levels and

limited internal growth needs and often canpursue related or unrelated diversificationsuccessfully



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The Quantitative Strategic Planning

Matrix (QSPM)

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Copyright 2013 Pearson

Education, Inc. publishing as

Prentice Hall


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Positive Features of the QSPM

Sets of strategies can be examined

sequentially or simultaneously

Requires strategists to integrate pertinent

external and internal factors into the

decision process

Can be adapted for use by small and large

for-profit and nonprofit organizations



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Limitations of the QSPM

Always requires intuitive judgments and

educated assumptions

Only as good as the prerequisite

information and matching analyses upon

which it is based



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A QSPM for a Retail

Computer Store

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Prentice Hall


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A QSPM for a Retail

Computer Store

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Prentice Hall

The Matching Stage

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