MGT499-CASE3

MGT 499 MOD 3

Grand Strategies

In Module 2, we reviewed how companies use key metrics, data, and other information to determine their internal strengths and weaknesses, and how they assess the opportunities and threats extant in the remote and operating external environments. Having had identified key strengths and weaknesses, we can now determine which broad strategies are best suited for the organization. At issue is that strengths and weaknesses serve to limit some options while opening up others. In this module, we will use the information derived from the SWOT analysis to determine which “grand strategies” may optimally be pursued. To begin our review of available strategic alternatives, or grand strategies, please read Sections 8.2, through 8.5 (pages 246-270) of the Mastering Strategic Management text. 

Grand Strategy Selection Matrices

For a very good overview of the Boston Consulting Group (BCG) Matrix, read Section 8.6: Portfolio Planning and Corporate-Level Strategy (pages 272-274) of the Mastering Strategic Management text.

Finally, please review the  Grand Strategy Selection Matrices  PowerPoint presentation, observing how each of the matrices may be used in the selection of a grand strategy Specifically, be sure that you take note of the differences in the X and Y axes of each of the matrices. For example, the BCG Matrix emphasizes “Relative Market Share,” while the GE/McKinsey emphasizes “Market Attractiveness.”