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EXAMPLE case 1.docx

OL-421

Case study #1

Case study of Etsy

Etsy is an American electronical commerce company which founded in 2005 and based in Brooklyn, New York City. It was established by Rob Kalin, and partners Chris Maguire and Haim Schoppik. Etsy provides handmade wares in international internet market. Etsy has employed 1043 staffs and sold 45 million products online. It tracks 1.7 million active sellers and 28.6 million active buyers. According to “ETSY.com”, Etsy made 2.84 billion dollars in annual gross merchandise sales in 2016. The mission statement for Etsy is “to reimagine commerce in ways that build a more fulfilling and lasting world”. Etsy has willing to work very hard at creating a better world by using the power of business. Etsy has opened a new door for online customization, however, it also faces online rat race.

Internal Factor Evaluation Matrix (IFEM)--Main Matrix A

Internal Key Factors	Rate	Weight	Total

Targeted customer base	4	0.12	0.48
Unique products	4	0.13	0.52
Global reach	3	0.08	0.24
Lower service fee	4	0.09	0.36
Website use friendly	3	0.08	0.24
Operation in loss	1	0.15	0.15
No ability to customize	2	0.1	0.20
Competitive market	1	0.13	0.13
Customer service	1	0.12	0.12











Totals		1.00	2.44

According to “IFEM”, Etsy is doing good job on targeting customer base. As online shopping developing, ordinary products are no longer satisfy customers’ needs. Sameness of online shopping style takes away customers’ patience. Therefore, Etsy puts forward a different door from the rest. It provides unique homemade wares and customization products which track customers’ eyes. Meanwhile, low service fee for active sellers on Etsy also makes it become another strength from others. According to Etsy.com, 1.7 million sellers sell their own designed products on Etsy, and it will continue to increase for sure. Furthermore, the website of Etsy was designed friendly for online customers who can easy to pick products and submit orders. As the development of online shopping, Etsy also has great effects for overseas market, and it is expanding with Etsy’s unique style.

However, Etsy is hard stand out from the online competition. Some big e-commerce companies such as Amazon and eBay, they capture the major online market. Despite its popularity, Etsy still cannot hold mainstream market. Therefore, Etsy had operation in loss until 2007. By May 2007, Etsy’s revenue is 170 billion dollars, however, in December 2007, Etsy still had not made the profits. Another reason for Etsy cannot hold most of online costumers is its low quality of customer service. Although Etsy tried to strength standardized management, one significant aspect of hard to unification is low capable to control 1.7 million actives sellers.

External Factor Evaluation Matrix (EFEM)--Main Matrix A

External Key Factors	Rate	Weight	Total

B corporation status	4	0.15	0.60
Provide customization for sellers	4	0.13	0.52
Social networking marketing	4	0.13	0.52
Intense competition	1	0.15	0.15
global regulation	1	0.11	0.11
Increased market cost	1	0.12	0.12
Lower seller loyalty	2	0.08	0.16
Online shopping growth	1	0.13	0.13












Totals		1.00	2.31

According to “EFEM”, B corporation status gives Etsy an important tag that wins online customers trust. Because of low ability of online selling regulation, Etsy has to have B corporation certification in order to occupy the online market.

Social networking marketing makes online shopping more and more convenience. As online shopping growth, Etsy will definitely increase online market share. However, during the intense competition, Etsy is still in the dry tree. Therefore, Etsy should keep leading social networking marketing sells and making more efforts on its unique style.

If Etsy open to provide customization for seller as the biggest Chinese e-commerce-Tao Bao, Etsy can track more customers to shop on Etsy. Unique customization seller’s page can not only win particular group of customers, also expand product culture. It is another reason for Etsy has low seller loyalty. If sellers are able to give introduction and background of their own products on their own sell page, customers would learn more about the brand of the products.

THE INTERNAL AND EXTERNAL FACTOR MATRIX (I/E)

IFEM TOTAL WEIGHTED SCORES

INTERNAL FACTOR SPACE

HIGH

LOW

III

VII

VIII

EFEM

TOTAL

WEIGHTED

HIGH

SCORES

EXTERNAL

FACTOR

FAVORABLENESS

EFEM Total:

2.31

LOW

IFEM Total:

2.44

STRATEGY AREA:

2.38

According to I/E Plot, the strategy area falls in flock V. Etsy should maintain its own style. Etsy has preponderance on providing a place for the sellers who want to sell their own designed products. However, there will be more e-commerce companies can set up a same online shopping style, and global regulation and online shopping regulation are not stable. Etsy should assess the situations and lose no time in broadening.

To sum up, Etsy is different from Amazon and eBay by it only sells homemade wares. However, niche brand products can only lock-in small group of customers. In order to expand market share, Etsy should improve and perfect its unique online shopping style first: open to provide customization for sellers in order to increase sellers’ loyalty index and gain visibility for their own products. Due to the way people consume has already been changed by e-commerce companies, more and more online shopping style will show up in the future. Etsy should lay the roots into online homemade wares selling. Making sellers have their own style selling page online is the way to make Etsy more different from ordinary online shopping websites.

Then, Etsy should try to provide more timely, complete and comprehensive services to its customers by a unified and transparent management mode. Amazon and eBay have the impressive gain due to the effective customer service and they protect buyers well. If Etsy can also make this point, it will win more customers trusts.

I&E Chart

2.44 2.31

IFEM

EFEM

Excel case Etsy-1.xls

Instructions

These matrices were developed in October 1998 by Steve Wood and Jason Bourn at the Portsmouth Campus of

New Hampshire College. They are based on matrices developed by Robert C. Losik and published most recently

as STRATMAX, a LOTUS-based version. These matrices should be used to support strategic decisions

made in ADB421. This file is known as ADB421-SAW98.xls.

A limited Apple98.xls file can be viewed as a sample. The only matrix in that sample that is incomplete is

the "STRATEGIES" matrix. Normally a student would list more strategies (SEE OLD APPLE SAMPLE.)

The sample file (APPLE98.xls) needs to be opened separately.

Since this file contains blank templates to be used when preparing a new case, it should be opened and saved

immediately as a new file, perhaps named after the case. For example, "Norwood.xls". If you do this you will

always have a blank file for future use.

The "VEE-TOWS" and "QSPM SUMMARY" spreadsheets noted by the tabs below contain data that need

to be sorted once other spreadsheets are completed. To sort the data on these sheets just click the "SORT"

button located near the top of each of these pages.

Note to Instructors:

Refer students to the original "Case Guide" developed by Dr. Losik for assistance in preparing these templates.

Comments and questions are welcomed. You can e-mail Steve Wood, and ADB-421 instructor at the Portsmouth

Campus, at [email protected]

IFEM

Internal Factor Evaluation Matrix (IFEM)--Main Matrix A
Internal Key Factors	Rate	Weight	Total
Financial profit position is weak	1	0.15	0.15
B corp status	3	0.2	0.60
Kalin was a visionary	3	0.2	0.60
Dickersonis a top flight manager	4	0.25	1.00
Sales are solid for 2014	3	0.2	0.60
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
Totals		1.00	2.95
FACTOR RATING SCALE
1. Major Weakness 3. Minor Strength
2. Minor Weakness 4. Major Strength
INTERNAL FACTOR CODE:
FN = FINANCE
MG = MANAGEMENT
MK = MARKETING
IS = INFORMATION SYSTEMS
PR = PRODUCTION OF A PRODUCT
RD = RESEARCH AND DEVELOPMENT
SV = THE PROVIDING OF A SERVICE
Internal Factor Evaluation Matrix (IFEM)--Sub Matrix B
Internal Key Factors	Rate	Weight	Total
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
Totals		0.00	0.00
Rating Summary
1. Major Weakness 3. Minor Strength
2. Minor Weakness 4. Major Strength
INTERNAL FACTOR CODE:
FN = FINANCE
MG = MANAGEMENT
MK = MARKETING
IS = INFORMATION SYSTEMS
PR = PRODUCTION OF A PRODUCT
RD = RESEARCH AND DEVELOPMENT
SV = THE PROVIDING OF A SERVICE
Internal Factor Evaluation Matrix (IFEM)--Sub Matrix C
Internal Key Factors	Rate	Weight	Total
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
Totals		0.00	0.00
Rating Summary
1. Major Weakness 3. Minor Strength
2. Minor Weakness 4. Major Strength
INTERNAL FACTOR CODE:
FN = FINANCE
MG = MANAGEMENT
MK = MARKETING
IS = INFORMATION SYSTEMS
PR = PRODUCTION OF A PRODUCT
RD = RESEARCH AND DEVELOPMENT
SV = THE PROVIDING OF A SERVICE

EFEM

External Factor Evaluation Matrix (EFEM)--Main Matrix A
External Key Factors	Rate	Weight	Total
online shopping and buying are growing rapidly	4	0.25	1.00
younger tech savvy cosumers are flooding ecommerce	4	0.15	0.60
competition is intense	1	0.3	0.30
amazon syas it will get into hand crafted goods	2	0.15	0.30
barriers to entry are low	2	0.15	0.30
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
Totals		1.00	2.50
FACTOR RATING SCALE
1. Major Threat 3. Minor Opportunity
2. Minor Threat 4. Major Opportunity
EXTERNAL FACTOR CODE:
CP = COMPETITIVE
CL = CULTURAL
DM = DEMOGRAPHIC
EC = ECONOMIC
GE = GEOGRAPHIC
GV = GOVERNMENT
IN = INDUSTRY
LG = LEGAL
PL = POLITICAL
SC = SOCIAL
TC = TECHNOLOGICAL
External Factor Evaluation Matrix (EFEM)--Sub Matrix B
External Key Factors	Rate	Weight	Total
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
Totals		0.00	0.00
FACTOR RATING SCALE
1. Major Threat 3. Minor Opportunity
2. Minor Threat 4. Major Opportunity
EXTERNAL FACTOR CODE:
CP = COMPETITIVE
CL = CULTURAL
DM = DEMOGRAPHIC
EC = ECONOMIC
GE = GEOGRAPHIC
GV = GOVERNMENT
IN = INDUSTRY
LG = LEGAL
PL = POLITICAL
SC = SOCIAL
TC = TECHNOLOGICAL
External Factor Evaluation Matrix (EFEM)--Sub Matrix C
External Key Factors	Rate	Weight	Total
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
			0.00
Totals		0.00	0.00
FACTOR RATING SCALE
1. Major Threat 3. Minor Opportunity
2. Minor Threat 4. Major Opportunity
EXTERNAL FACTOR CODE:
CP = COMPETITIVE
CL = CULTURAL
DM = DEMOGRAPHIC
EC = ECONOMIC
GE = GEOGRAPHIC
GV = GOVERNMENT
IN = INDUSTRY
LG = LEGAL
PL = POLITICAL
SC = SOCIAL
TC = TECHNOLOGICAL

VEE-TOWS

VEE-TOWS MATRIX
	STRENGTHS (S)	Rating	Weight		WEAKNESSES (W)	Rating	Weight
1	0	0	0.00	1	0	9	9.00
2	0	0	0.00	2	Financial profit position is weak	1	0.15
3	0	0	0.00	3	0	9	9.00
4	B corp status	3	0.20	4	0	9	9.00
5	0	0	0.00	5	0	9	9.00
6	0	0	0.00	6	0	9	9.00
7	Kalin was a visionary	3	0.20	7	0	9	9.00
8	0	0	0.00	8	0	9	9.00
9	0	0	0.00	9	0	9	9.00
10	0	0	0.00	10	0	9	9.00
11	Sales are solid for 2014	3	0.20	11	0	9	9.00
12	0	0	0.00	12	0	9	9.00
13	0	0	0.00	13	0	9	9.00
14	Dickersonis a top flight manager	4	0.25	14	0	9	9.00
15	0	0	0.00	15	0	9	9.00
16	0	0	0.00	16	0	9	9.00
17	0	0	0.00	17	0	9	9.00
18	0	0	0.00	18	0	9	9.00
19	0	0	0.00	19	0	9	9.00
	OPPORTUNITIES (O)	Rating	Weight		THREATS (T)	Rating	Weight
1	0	0	0.00	1	0	9	9.00
2	0	0	0.00	2	0	9	9.00
3	online shopping and buying are growing rapidly	4	0.25	3	amazon syas it will get into hand crafted goods	2	0.15
4	0	0	0.00	4	0	9	9.00
5	0	0	0.00	5	0	9	9.00
6	0	0	0.00	6	0	9	9.00
7	0	0	0.00	7	0	9	9.00
8	0	0	0.00	8	0	9	9.00
9	0	0	0.00	9	0	9	9.00
10	0	0	0.00	10	0	9	9.00
11	0	0	0.00	11	0	9	9.00
12	0	0	0.00	12	barriers to entry are low	2	0.15
13	0	0	0.00	13	competition is intense	1	0.30
14	0	0	0.00	14	0	9	9.00
15	younger tech savvy cosumers are flooding ecommerce	4	0.15	15	0	9	9.00
16	0	0	0.00	16	0	9	9.00
17	0	0	0.00	17	0	9	9.00
18	0	0	0.00	18	0	9	9.00
19	0	0	0.00	19	0	9	9.00

SORT

I&E Matrix

THE INTERNAL AND EXTERNAL FACTOR MATRIX (I/E)
			IFEM TOTAL WEIGHTED SCORES
			INTERNAL FACTOR SPACE
			HIGH			LOW
EFEM			3	2	1
TOTAL
WEIGHTED		HIGH
SCORES
	EXTERNAL
	FACTOR
	FAVORABLENESS
EFEM Total:	2.50
		LOW
IFEM Total:	2.95
STRATEGY AREA:
	2.73
		*NOTE: DIVESTITURE, LIQUIDATION, RETRENCHMENT,
		AND RESTRUCTURING SHOULD BE ONGOING STRATEGIES,
		REGARDLESS OF THE ORGANIZATION'S STRATEGIC POSTURE.
POSSIBLE STRATEGIES:			GROW &	HOLD &	HARVEST &
			BUILD	MAINTAIN	DIVEST
BACKWARD INTEGRATION................			X
CONCENTRIC DIVERSIFICATION.........			X	X	X(?)
CONGLOMERATE DIVERSIFICATION.......			X	X(?)
DIVESTITURE..........................			X*	X*	X*
FORWARD INTEGRATION...............			X
HORIZONTAL DIVESIFICATION...........			X	X(?)
HORIZONTAL INTEGRATION...........			X	X(?)
LIQUIDATION....................			X*	X*	X*
MARKET DEVELOPMENT................			X	X(?)
MARKET PENETRATION................			X	X
PRODUCT DEVELOPMENT.....................			X	X(?)
RESTRUCTURING.....................			X*	X*	X*
RETRENCHMEMT......................			X*	X*	X*
(?) DEPENDS ON THE FINANCIAL CONDITION OF THE ORGANIZATION

I&E Matrix

IFEM

EFEM

I&E Chart

SPACE

				THE SPACE MATRIX
	RATINGS: +6 IS THE BEST; +1 IS THE WORST.					RATINGS: -1 IS THE BEST; -6 IS THE WORST.
FINANCIAL STATUS		RATING	(+1 ,+6)		COMPETITIVE STATUS		RATING	(-1,-6)
1					1
2					2
3					3
4					4
5					5
		MEAN	0.00				MEAN	0.00
	RATINGS: -1 IS THE BEST; -6 IS THE WORST.					RATINGS: +6 IS THE BEST; +1 IS THE WORST.
ENVIRONMENTAL STATUS		RATING	(-1, -6)		INDUSTRY STATUS		RATING	(+1,+6)
1					1
2					2
3					3
4					4
5					5
		Mean	0.00				MEAN	0.00
	X Coordinate	0.00
	Y Coordinate	0.00

III

VII

VIII

SPACE

STRATEGIES

THE TOWS MATRIX STRATEGIES

BUSINESS CORPORATE (B/C) AND FUNCTIONAL AREA (F) STRATEGIES

STRENGTH/OPPORTUNITY (SO) STRATEGIES

WEAKNESS/OPPORTUNITY (WO) STRATEGIES

STRENGTH/THREAT (ST) STRATEGIES

WEAKNESS/THREAT (WT) STRATEGIES

QSPM

		The Quantitative Strategic Planning Matrix (QSPM)
QSPM NR 1: STRATEGIES 1 THROUGH 6.
		STRATEGY 1		STRATEGY 2		STRATEGY 3		STRATEGY 4		STRATEGY 5		STRATEGY 6
Internal Key Factors	Rate	SC	TSC	SC	TSC	SC	TSC	SC	TSC	SC	TSC	SC	TSC
Financial profit position is weak	1		0		0		0		0		0		0
B corp status	3		0		0		0		0		0		0
Kalin was a visionary	3		0		0		0		0		0		0
Dickersonis a top flight manager	4		0		0		0		0		0		0
Sales are solid for 2014	3		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
External Key Factor	Rate	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS
online shopping and buying are growing rapidly	4		0		0		0		0		0		0
younger tech savvy cosumers are flooding ecommerce	4		0		0		0		0		0		0
competition is intense	1		0		0		0		0		0		0
amazon syas it will get into hand crafted goods	2		0		0		0		0		0		0
barriers to entry are low	2		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
Percent of Maximum Possible Score			0.00		0.00		0.00		0.00		0.00		0.00
Total Spt % of MPSS & Total Arg % of MPAS		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00
				QSPM CODE
DESCRIPTION OF THE STRATEGIES:		STRATEGY		SC=SUPPORT SCORE				INT SUPPORT OR EXT ARGUMENT SCORE
0		1		TSC=TOTAL SUPPORT SCORE				SCORE INTERPRETATION					SCORE
0		2		AS=ARGUMENT SCORE				DOES NOT SPT OR ARGUE FOR					0
0		3		TAS=TOTAL ARGUMENT SCORE				SLIGHTLY STRG SPT OR ARGUE FOR					1
0		4		MPS=MAX POSSIBLE SCORE				MODERATE STRG SPT OR ARGUE FOR					2
0		5		MPSS=MAX POS SUPT SCORE				VERY STRONG SPT OR ARGUE FOR					3
0		6		MPAS=MAX POS ARG SCORE				EXTREMELY STRG SPT OR ARGUE FOR					4
		The Quantitative Strategic Planning Matrix (QSPM)--Page 2
QSPM NR 1: STRATEGIES 7 THROUGH 12.
		STRATEGY 7		STRATEGY 8		STRATEGY 9		STRATEGY 10		STRATEGY 11		STRATEGY 12
Internal Key Factors	Rate	SC	TSC	SC	TSC	SC	TSC	SC	TSC	SC	TSC	SC	TSC
Financial profit position is weak	1		0		0		0		0		0		0
B corp status	3		0		0		0		0		0		0
Kalin was a visionary	3		0		0		0		0		0		0
Dickersonis a top flight manager	4		0		0		0		0		0		0
Sales are solid for 2014	3		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
External Key Factor	Rate	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS
online shopping and buying are growing rapidly	4		0		0		0		0		0		0
younger tech savvy cosumers are flooding ecommerce	4		0		0		0		0		0		0
competition is intense	1		0		0		0		0		0		0
amazon syas it will get into hand crafted goods	2		0		0		0		0		0		0
barriers to entry are low	2		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
0	0		0		0		0		0		0		0
Percent of Maximum Possible Score			0.00		0.00		0.00		0.00		0.00		0.00
Total Spt % of MPSS & Total Arg % of MPAS		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00
				QSPM CODE
DESCRIPTION OF THE STRATEGIES:		STRATEGY		SC=SUPPORT SCORE				INT SUPPORT OR EXT ARGUMENT SCORE
0		7		TSC=TOTAL SUPPORT SCORE				SCORE INTERPRETATION					SCORE
0		8		AS=ARGUMENT SCORE				DOES NOT SPT OR ARGUE FOR					0
0		9		TAS=TOTAL ARGUMENT SCORE				SLIGHTLY STRG SPT OR ARGUE FOR					1
0		10		MPS=MAX POSSIBLE SCORE				MODERATE STRG SPT OR ARGUE FOR					2
0		11		MPSS=MAX POS SUPT SCORE				VERY STRONG SPT OR ARGUE FOR					3
0		12		MPAS=MAX POS ARG SCORE				EXTREMELY STRG SPT OR ARGUE FOR					4
		The Quantitative Strategic Planning Matrix (QSPM)--Page 3
QSPM NR 1: STRATEGIES 13 THROUGH 18.
		STRATEGY 13		STRATEGY 14		STRATEGY 15		STRATEGY 16		STRATEGY 17		STRATEGY 18
Internal Key Factors	Rate	SC	TSC	SC	TSC	SC	TSC	SC	TSC	SC	TSC	SC	TSC
								0
Financial profit position is weak	1		0		0		0		0		0		0
B corp status	3		0	0	0	0	0	0	0	0	0	0	0
Kalin was a visionary	3		0	0	0	0	0	0	0	0	0	0	0
Dickersonis a top flight manager	4		0	0	0	0	0	0	0	0	0	0	0
Sales are solid for 2014	3		0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
External Key Factor	Rate	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS	AS	TAS
online shopping and buying are growing rapidly	4	0	0	0	0	0	0	0	0	0	0	0	0
younger tech savvy cosumers are flooding ecommerce	4	0	0	0	0	0	0	0	0	0	0	0	0
competition is intense	1	0	0	0	0	0	0	0	0	0	0	0	0
amazon syas it will get into hand crafted goods	2	0	0	0	0	0	0	0	0	0	0	0	0
barriers to entry are low	2	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0		0		0		0		0		0		0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
0	0	0	0	0	0	0	0	0	0	0	0	0	0
Percent of Maximum Possible Score			0.00		0.00		0.00		0.00		0.00		0.00
Total Spt % of MPSS & Total Arg % of MPAS		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00
				QSPM CODE
DESCRIPTION OF THE STRATEGIES:		STRATEGY		SC=SUPPORT SCORE				INT SUPPORT OR EXT ARGUMENT SCORE
0		13		TSC=TOTAL SUPPORT SCORE				SCORE INTERPRETATION					SCORE
0		14		AS=ARGUMENT SCORE				DOES NOT SPT OR ARGUE FOR					0
0		15		TAS=TOTAL ARGUMENT SCORE				SLIGHTLY STRG SPT OR ARGUE FOR					1
0		16		MPS=MAX POSSIBLE SCORE				MODERATE STRG SPT OR ARGUE FOR					2
0		17		MPSS=MAX POS SUPT SCORE				VERY STRONG SPT OR ARGUE FOR					3
0		18		MPAS=MAX POS ARG SCORE				EXTREMELY STRG SPT OR ARGUE FOR					4

BIMODAL

	BI-MODAL STRATEGIC MATRIX
HI	LO--------------EFFECTIVE RESOURCE USE-------------HI			HI
\|		"S"		\|
\|	ATTENUATE THREATS	\|	MAKE STRENGTHS EFFECTIVE	\|
\|	(III)	\|	(I)	\|
\|		\|		O
T	* *	S	* *	P
H	S,T S,t	\|	S,o S,O	P
R		\|		O
E		\|		R
A		\|		T
T		\|		U
\|	* *	s	* *	N
\|	s,T s,t	\|	s,o s,O	I
\|		\|		T
\|		\|		Y
\|		\|		\|
\|		\|		\|
\|	"T"--T---------t--------------------o---------4---"O"	--X--	------------------o----------------------O---"O"	\|
\|		\|		\|
\|		\|		\|
A		\|		C P
T P		\|		O O
T O		\|		N T
E T	* *	w	* *	V E
N E	w,T w,t	\|	w,o w,O	E N
U N		\|		R T
A T		\|		S I
T I		\|		I A
I A		\|		O L
O L	* *	W	* *	N
N	W,T W,t	\|	W,o W,O	\|
\|	(IV)	\|	(II)	\|
\|	SURVIVE OR RESTRUCTURE	\|	CONV WEAK OR REPOSITION	\|
\|		"W"		\|
LO	HI-------------VULNERABILITY TENDENCY--------------LO			LO
	GEN/CODE STRATEGY DESCRIPTION				BMS CODE
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18

QSPM SUMMARY

The QSPM SUMMARY SHEET
	STRATEGY DESCRIPTION	MPS	MPSS	MPAS
1	0	0.000	0.000	0.000
2	0	0.000	0.000	0.000
3	0	0.000	0.000	0.000
4	0	0.000	0.000	0.000
5	0	0.000	0.000	0.000
6	0	0.000	0.000	0.000
7	0	0.000	0.000	0.000
8	0	0.000	0.000	0.000
9	0	0.000	0.000	0.000
10	0	0.000	0.000	0.000
11	0	0.000	0.000	0.000
12	0	0.000	0.000	0.000
13	0	0.000	0.000	0.000
14	0	0.000	0.000	0.000
15	0	0.000	0.000	0.000
16	0	0.000	0.000	0.000
17	0	0.000	0.000	0.000
18	0	0.000	0.000	0.000
	SCORE DESCRIPTIONS
	80 - 100 % Extremely strong
	70 - 80 % Very Strong
	60 - 70 % Strong
	50 - 60 % Moderate
	40 - 50 % Weak
	30 - 40 % Very Weak
	< 30% Extremely Weak

SORT

OL421 format the case.docx

OL 421

Strategic Management

Mike’s Bikes

1. Case #1

Case #1 format

1. Brief Intro. ½ page

2. IFEM-Stratmax 1 page

3. Internal Analysis 1 page

4. EFEM-Stratmax 1 page

5. External Analysis 1 page

5. I/E Plot – Stratmax 1 page

6. Explain the plot ½ page

7. What should they do? 1 page