![]() ![]() At the same time the Internal Factor Matrix along with the External Factor Matrix are crossed and consolidated obtaining a map of the possible strategies to be followed. In the same way the main financial indexes and theirs capacities are also evaluated Results are shown on an Internal Factor matrix where strengths and weaknesses become evident. ![]() The internal diagnosis of the company is based on Porter’s chain of value (1985) and the evaluation was developed through a survey applied to all the groups of internal and external clients where the primary activities are evaluated as the support activities from the external and internal clients’ point of view as well as that of partners of the organization. The external diagnose of the company was developed using different tools such as the sector competitiveness study, the determination of the competitive panorama, the industry life cycle and its potential demand, the macro-environment whit the analysis of the five market forces proposed by Porter (1985) plus the complementary, Ghemawat (2006), generating a matrix of external factor reflecting opportunities and threats. But strategy is the result of a formal planning process, chosen through a strategic management process, where abilities and analytical techniques are deliberately developed. This article is the result of a research process developed for a food company located in the industrial area of Barranquilla, It there is not value and sustainability in time, that is to say the lowest strategy level. ![]()
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