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Journal articles on the topic 'Strategic Matrix'

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Published: 4 June 2021
Last updated: 30 May 2022

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1

Asmaul Mustaniroh, Siti, Chafida Rofiatul Chasnaq, and Imam Santoso. "Marketing Strategic Planning of “Dewata” Apple Beverages using Quantitative Strategic Planning Matrix Method." Industria: Jurnal Teknologi dan Manajemen Agroindustri 5, no. 1 (April 30, 2016): 21–29. http://dx.doi.org/10.21776/ub.industria.2016.005.01.3.

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Bertolotti, Fabiola, Diego Maria Macrì, and Matteo Vignoli. "Strategic alignment matrix." Journal of Accounting & Organizational Change 15, no. 4 (November 4, 2019): 557–79. http://dx.doi.org/10.1108/jaoc-12-2017-0122.

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Purpose This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results driven by activities carried out by multiple organizational units) and the vertical one (results of single units) through the use of a sophisticated information structure composed by quantitative measures and management processes. Design/methodology/approach A science-based design approach was adopted. A review of the literature on strategic performance measurement systems (SPMS) and coordination allowed the identification of a set of design principles (guidelines reflecting the accumulated knowledge in the literature). The design principles guided the design of the proposed framework. The framework was tested in a tiles company on the new product development process. Findings Five design principles are presented for the design of a working SPMS as follows: to integrate the horizontal and vertical dimensions of performance; to have all the relevant information in one place (package); to understand how actors contribute to the overall performance; to favor the emergence of integrating conditions for coordination; and to enrich the role of quantitative non-financial information to attain inter-functional integration. During the test of the framework, managers highlighted the increased ability to coordinate actions and the existence of double-loop learning. Research limitations/implications The model was tested in one organization. The study should be replicated in other contexts connecting the strategic alignment matrix to the budgeting and incentive systems. Originality/value Working at the interface between science and design helps to address the theory-practice gap that has been a priority in management studies for long.
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Kouwenhoven, Maarten. "The Strategic Coaching Matrix." Transactional Analysis Journal 41, no. 1 (January 2011): 77–91. http://dx.doi.org/10.1177/036215371104100110.

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Nataria, Nataria, and Haris Maupa. "Analisis SWOT pada Kantor Jasa Akuntan Yohanes." Jurnal Manajemen Bisnis dan Kewirausahaan 5, no. 5 (September 29, 2021): 540. http://dx.doi.org/10.24912/jmbk.v5i5.13329.

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This research was conducted to find what marketing strategies are appropriate for the Yohanes Accounting Services Office in 2020. This research used data collection techniques by using interviews and observations. The data analysis technique uses the concept of Fred R. David's theory through 3 stages of strategic formulation, namely the input stage, matching stage, and decision stage. The input stage uses the Internal Factor Evaluation (IFE) Matrix and the External Factor Evaluation (EFE) Matrix. The next stage used the SWOT Matrix and Internal-External (IE) Matrix. In the final stage using the Quantitative Strategic Planning Matrix (QSPM). The results showed that the total value for IFE is 2.7081 while the total value for EFE is 3.0850. In the Internal-External (IE) matrix, it is known that Yohanes's Accounting Services Office is in a position of growth and development. Strategies that are suitable for this position are market penetration strategy, market development strategy, and product development strategy. At the decision stage, from the QSPM results, the main strategy alternative to be applied is the market development strategy with a total value of attractiveness (TAS) of 6.7568. This strategy seeks to increase the market share of a product through efforts to make improvements, enhancements, and developments. Penelitian ini dilakukan dengan tujuan untuk mengetahui strategi pemasaran apa yang sesuai diterapkan bagi Kantor Jasa Akuntan Yohanes pada tahun 2020. Pada tahap akhir menggunakan Quantitative Strategic Planning Matrix (QSPM). Berdasarkan hasil dari matriks IFE dan EFE yang dikumpulkan, dapat diketahui total nilai untuk IFE adalah sebesar 2,7081 sedangkan total nilai untuk EFE adalah sebesar 3,0850. Pada matching stage pada matrik SWOT didapatkan beberapa kemungkinan alternatif strategi dengan cara menggunakan kekuatan yang dimiliki untuk memanfaatkan peluang, memanfaatkan peluang untuk mengatasi kelemahan, menggunakan kekuatan yang dimiliki untuk menghindari ancaman dan meminimalisasikan kelemahan dan menghindari ancaman. Pada matrik Internal-Eksternal (IE) diketahui bahwa Kantor Jasa Akuntan Yohanes berada pada posisi tumbuh dan bina, strategi yang cocok pada posisi ini adalah strategi penetrasi penetrasi pasar, startegi pengembangan pasar dan strategi pengembangan produk. Pada decision stage dari hasil QSPM dapat diperoleh alternatif strategi utama yang diterapkan yaitu strategi pengembangan pasar dengan Total Nilai Daya Tarik (TAS) sebesar 6,7568. Strategi ini berusaha untuk meningkatkan pangsa pasar suatu produk melalui usaha melakukan perbaikan, peningkatan dan pengembangan.
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Azizah, Nelly Nur, and Farida Rahmawati. "Strategi Pengembangan Agrowisata melalui Pendekatan Quantitative Strategic Planning Matrix (QSPM)." Edutourism Journal Of Tourism Research 2, no. 1 (June 30, 2020): 43. http://dx.doi.org/10.46964/jtr..v2i1.326.

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Tavana, Madjid. "Euclid: Strategic alternative assessment matrix." Journal of Multi-Criteria Decision Analysis 11, no. 2 (March 2002): 75–96. http://dx.doi.org/10.1002/mcda.318.

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7

Janiah, Samrotul. "STRATEGIC MANAGEMENT EFE-IFE MATRIX, SWOT ANALYSIS, COMPETITIVE PROFIL MATRIX (CPM) DAN BCG MATRIX PADA PT YAMAHA." Jurnal Ekonomi Manajemen Sistem Informasi 1, no. 2 (December 31, 2019): 188–96. http://dx.doi.org/10.31933/jemsi.v1i2.69.

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Tujuan penulisan ini adalah untuk menganalisis Strategic Management yang dilakukan pada PT YAMAHA. Adapun permasalahan yang dianalisis oleh penulis akan difokuskan pada EFE-IFE Matrix, SWOT Analysis, Competitive Profil Matrix (CPM) dan BCG Matrix. Untuk menentukan strategi utama bisnis di industri otomotif PT YAMAHA selalu merancang strategi pemasaran untuk meningkatkan pembelian konsumen, dapat bersaing dengan pabrikan sepeda motor lainnya dalam hal menjangkau pasar, kualitas hasil produksi, dalam rangka memenuhi kepuasan konsumen. Penulisan ini dilatar belakangi PT YAMAHA adalah sebagai salah satu perusahaan otomotif yang terus berupaya untuk membuat produk berbeda kelas sehingga bisa masuk ke dalam pangsa pasar yang berbeda-beda. Sehingga diperlukannya suatu analisis untuk menentukan strategi utama bisnis yang akurat, yang dapat memusatkan perhatian posisi di bisnis tersebut, mengetahui sasaran atau target yang akan dicapai, bagaimana mencapainya serta tindakan apa yang perlu dilakukan agar dapat memaksimalkan kekuatan dan merebut peluang. Perencanaan bisnis yang baik merupakan alat yang sangat berguna untuk menjalankan bisnis secara efektif dan efisien. Hasil penelitian ini didapatkan peluang yang terbesar, Ancaman yang terkecil, Kekuatan yang tertinggi dan kelemahan yang terendah. Dan kesimpulannya berupa Program yang akan dilaksanakan dari alternatif strategi yang telah ditentukan mengacu pada bauran pemasaran jasa (marketing mix) yang merupakan kombinasi variabel atau kegiatan inti dari salah satu sistem pemasaran dalam pengembangan perusahaan, variabel tersebut dapat dikendalikan oleh perusahaan untuk mempengaruhi tanggapan konsumen dalam pasar sasarannya sehingga bisa diimplementasikan sebagai strategi untuk meningkatkan pendapatan PT YAMAHA.
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Chibili, Michael Njingu. "The Strategic Employment Experience (SEE) Matrix." Research in Hospitality Management 3, no. 1 (January 2013): 27–32. http://dx.doi.org/10.1080/22243534.2013.11828300.

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Jones, Robert E., K. Michelle Jones, and Richard F. Deckro. "Strategic decision processes in matrix organizations." European Journal of Operational Research 78, no. 2 (October 1994): 192–203. http://dx.doi.org/10.1016/0377-2217(94)90382-4.

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Mujahid, Anas, Murianai Emelda Isharyani, and Dharma Widada. "Analisis Strategi Pemasaran Mengunakan Metode Quantitative Strategic Planning Matrik (QSPM) Studi Kasus : Borneo Project." Jurnal Rekayasa Sistem Industri 7, no. 2 (October 31, 2018): 111. http://dx.doi.org/10.26593/jrsi.v7i2.2995.111-118.

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<p><em>Borneo Project is a new business in the field of ordering services of various types of clothing. In doing its marketing strategy Borneo Project relies on marketing through friendship, word of mouth from one to another one and using social media as a marketing tool. This has not had a much positive effect on sales in Borneo Project. Therefore it is necessary to analyze the marketing strategy that can be applied in Borneo Project.</em></p><p><em>Determining the strategy carried out in three stages: an input stage, matching stage, and the stage of the decision. The input stage is done by using Internal Factor Evaluation Matrix (IFE) and External Factor Evaluation Matrix (EFE). In the IFE matrix, obtained a total score of 2.407, while the EFE Matrix obtained score of 2.831. Based on internal and external factor analysis then matching phase with IE Matrix method and SWOT Matrix. The final stage was the decision stage used QSPM method. QSPM is used to evaluate alternative strategies obtained in the SWOT Matrix, then rank them. The first rank is the strategy of applying for credit funds, seeking investors or business joint venture partners and seeking financial assistance from corporate CSR with the acquisition of power score Pull of 5,824. Alternative strategies are prioritized to be applied is to ask a credit fund, seek a joint venture partner and investor or business and are looking for financial aid CSR.</em><em></em></p><strong><em>Keywords: Marketing Strategy, Borneo Project, QSPM</em></strong>
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David, Fred R. "The strategic planning matrix—a quantitative approach." Long Range Planning 19, no. 5 (October 1986): 102–7. http://dx.doi.org/10.1016/0024-6301(86)90015-4.

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Bagaswara, Ragil, Bernard Hasibuan, and Lisa Ratnasari. "STRATEGI PENGEMBANGAN KAWASAN WISATA PANTAI PANGANDARAN DENGAN METODE QSPM (QUANTITATIVE STRATEGIC PLANNING MATRIX)." Sustainable Environmental and Optimizing Industry Journal 1, no. 1 (March 13, 2021): 1–8. http://dx.doi.org/10.36441/seoi.v1i1.166.

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Untuk menjadikan Pantai Pangandaran menjadi destinasi wisata favorit bagi wisatawan maka diperlukanlah strategi pengembangannya. Tujuan dari penelitian ini adalah Menentukan strategi prioritas untuk pengembangan pariwisata di Kawasan Wisata Pantai Pangandaran dengan menentukan faktor internal dan eksternal dan dengan menggunakan Metode Quantitative Strategic Planning Matrix (QSPM) yang juga didukung dengan metode Matriks IE dan Analisis SWOC, teknik pengambilan data yang digunakan adalah dengan Focus Group Discussion (FGD) yang melibatkan pakar-pakar. Hasil dari penelitian ini yaitu Matriks IE yang menunjukkan bahwa KWPP berada di kuadran I Growth and build yang berarti KWPP perlu berfokus untuk melakukan strategi intensif (Penetrasi pasar, pengembangan pasar, dan pengembangan produk). Hasil dari QSPM telah didapat strategi prioritas dengan nilai Attractive Score paling besar yaitu Strategi S-C (Strenght-Challenge) yaitu Penguatan promosi Pantai Pangandaran melalui media sosial, dengan total aktraktif skor (TAS) paling besar yaitu 6,99..
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Effendi, Usman, Retno Astuti, and Diana Candra Melati. "Development Strategies of Chocolate Business Using Quantitative Strategic Planning Matrix (QSPM) and Multi Attribute Utility Theory (MAUT) at “Kampung Coklat”, Blitar." Industria: Jurnal Teknologi dan Manajemen Agroindustri 6, no. 1 (April 30, 2017): 31–40. http://dx.doi.org/10.21776/ub.industria.2017.006.01.5.

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Kuncoro, Kuncoro, Budisantoso Wirjodirdjo, Okol Sri Suharyo, and As'ad Aris Mustofa. "THE DEVELOPMENT OF STRATEGY OF INDONESIAN NAVAL REPAIRMENT AND MAINTENANCE FACILITY (FASHARKAN) TO SUPPORT THE READINESS OF BATTLESHIPS IN FIRST FLEET COMMAND BY USING TOWS METHOD (CASE STUDY FASHARKAN JAKARTA)." JOURNAL ASRO 12, no. 01 (January 18, 2021): 106. http://dx.doi.org/10.37875/asro.v12i01.387.

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Repair and Maintenance facility Jakarta is supporting facility component of Indonesian Naval Fleet which has duties to maintain and repair the ships that location is very strategics in Naval Base I. This is as KRI berth and technical condition preparation before doing the operation. The purpose of this research is to determine alternative strategy and roadmap for developing Fasharkan Jakarta with using TOWS analysis (Treaths Opportunities Weaknesses Strength) and ISM (Interpretative Structural Modeling). According to result of TOWS matrix analysis, SO strategy is consisting of eight strategic, four strategic for ST, nine strategic for WO, and four strategic for WT. Based on Weighting by using EFAS and IFAS matrix, WO strategy is as the choosen strategy, as the result WO strategy is become the first alternative. According to the elements clarification results for WO strategy, it gets five levels hierarchy. In this hyrarcy structure can be known that WO8 and WO9 sub strategies are in the level five position, then WO7 sub strategy in the level four strategy. Besides, in the level III is consist of WO5, in the level II is sub strategy WO1, WO3, WO6 and in the level I there are WO2 and WO4 sub strategies. Keywords: Repair and Maintenance Facility Jakarta, Developing Strategic, TOWS and ISM.
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Alejo, Albert E. "Strategic identity." Thesis Eleven 145, no. 1 (April 2018): 38–57. http://dx.doi.org/10.1177/0725513618763839.

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This article introduces the concept of ‘strategic identity’ as a bridge between the indigenous peoples’ struggle for self-determination and their search for solidarity in the context of globalization, with a focus on the Lumads, or indigenous peoples in southern Philippines. The paper begins with an encounter with a global actor affecting a local community. We realize the impact of powerful, well-networked forces that challenge even the operation of the state. Without trivializing the threats associated with this model of globalization, we also insist that a realistic and hopeful approach may emerge if we acknowledge the many ‘selves’ in the indigenous peoples’ self-determination. At the heart of this proposal is a matrix that unpacks the complex ways that local, national, sectoral, and global actors can engage in conflict or solidarity with these strategic identity assertions. Solidarity work, then, becomes diversified and strategized in response to the evolving multiple indigenous identities that modernity paradoxically both endangers and engenders.
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Morkovina, Svetlana, S. Voronina, and A. Voykova. "RANKING OF STRATEGIC ANALYSIS METHODS FOR THE PURPOSES OF ANALYTICAL PRACTICE." Actual directions of scientific researches of the XXI century: theory and practice 8, no. 4 (January 31, 2021): 113–24. http://dx.doi.org/10.34220/2308-8877-2021-8-4-113-124.

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The article discusses the methods of strategic analysis used in analytical practice. It was found that there is no unified methodology for conducting a strategic analysis of the development of an organization, the plurality of existing methods and techniques will not allow a priori to give preference to one of them. The four most used in strategic analysis methods of SWOT analysis, PEST analysis, SNW analysis and industry analysis according to M. Porter's model of five forces, as well as matrix analysis methods, the most popular of which are the BCG matrix, the SPACE matrix, the ICC matrix, Matrix Shel. Comparative analysis of the methods of strategic analysis of the organization on the basis of highlighting their advantages and disadvantages, showed that each of them has a number of advantages, but is not devoid of visible disadvantages. To prioritize and form practice-oriented techniques, expert assessments and their ranking were carried out on the principles of simplicity of the technique, the complexity of conclusions, the scale of application and the complexity of development and application. It was found that SWOT analysis and PEST analysis methods, mission matrix and key competencies are most consistent with the principles of simplicity in implementation, complexity, universality and reliability of assessing the strategic development of an organization. It is advisable to use these methods as analytical tools in planning and managing the strategic development of an organization.
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Sofiyanurriyanti, Sofiyanurriyanti. "PENERAPAN MODEL STRATEGI BISNIS PADA KOPERASI SYARIAH." Rekayasa 11, no. 1 (April 2, 2018): 11. http://dx.doi.org/10.21107/rekayasa.v11i1.4121.

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Koperasi BMT Syariah Jawa Timur merupakan salah satu koperasi yang pengelolahannya berbasis syariah terletak di daerah Gresik, Jawa Timur. Biasanya usaha koperasi berkembang menjadi lembaga keuangan mikro berbasis syariah dalam bentuk koperasi jasa keuangan syariah (KJKS), Koperasi Simpan Pinjam Syariah (KSPS) atau Unit Simpan Pinjam Syariah (USPS) yang biasanya menggunakan nama Baitul Mal Wat Tamwil (BMT). Selama ini koperasi BMT menemui banyak kendala yang ada di masyarakat seperti rendahnya kesadaran masyarakat dalam berkoperasi, kesan negatif dari koperasi BMT, tingkat kepercayaan nasabah terhadap lembaga yang rendah, keterbatasan cakupan pasar dan lain-lain. Salah satu solusi dapat dilakukan yaitu dengan cara merumuskan model strategi bisnis. Model strategi bisnis ini mempunyai tiga tahap yaitu tahap masukan, pencocokan dan pengambilan keputusan. Matriks-matriks yang digunakan pada penelitian ini adalah IFE (Internal Factor Evaluation), EFE (External Factor Evaluation), CPM (Competitive Profile Matriks), SWOT, SPACE (Strategic Position and Action Evaluation), BCG (Boston Consulting), Matriks IE (Internal-External), Grand Strategy Matrix, QSPM (Quantitative Strategic Planning Matrix). Hasil penelitian ini adalah beberapa alternatif strategi diantaranya adalah Strategi 3 (S3) yaitu memperbaiki citra koperasi syariah BMT, Strategi 1 (S1) Meningkatkan partisipasi, Strategi 6 (S6) menjalin hubungan kemitraan dengan lembaga keuangan, Strategi 10 (S10) yaitu memperkenalkan macam-macam produk dan strategi 2 (S2) Memperluas pasar. Tahap selanjutnya tahap arsitektur strategi yang merupakan tahap menuju tahap pengembangan, tahap kegiatan pengembangan bisnis dan tahap mempertahankan usaha.
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Aristyatama, Hanung Adittya. "Strategic Planning for Public Sector Organizations." Advanced Journal of Social Science 6, no. 1 (July 29, 2019): 83–95. http://dx.doi.org/10.21467/ajss.6.1.83-95.

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This paper aims to provide some evidence for current practice in strategic planning for public sector organizations developed by Rumelt’s Criteria, in this case the Department of Education & Culture in Kendal Regency and propose a strategy for this Department. The data was collected from the Strategic Plan of the Department of Education & Culture in Kendal Regency from 2016-2021, Performance Reports 0f 2017, and the interviews from data collector in the Department of Education & Culture of Kendal Regency. The data analysis procedure used in this paper is a SWOT analysis based on data collected and developed into IFEM, EFEM, IE-Matrix, SWOT Matrix, and QSPM as the last step.
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Sokurenko, Igor. "Technology of decision-making management by small enterprises to choose strategic alternatives." Socio-Economic Research Bulletin, no. 3-4(74-75) (October 27, 2020): 146–59. http://dx.doi.org/10.33987/vsed.3-4(74-75).2020.146-159.

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The article considers the theoretical provisions and gives practical recommendations for strategic management decisions. The task of the research is to formalize the procedure for selecting a strategic alternative and determine a set of tools that correspond to the specifics of small business activity. The specific features of small enterprises, which are obstacles to the use of standard technologies of strategic management, are determined. The importance of choosing a strategic alternative according to the assessment of a potential partner at the stage of small enterprise growth has been proven. An expediency of formalizing decision-making to identify a potential partner using matrix methods is substantiated. To construct a matrix of potential business partners, assessment vectors were selected, the characteristics of each vector were established, and assessment scales were formed. Procedure for the formation of assessing scale the qualitative characteristics of business partners’ matrix with using the Klee method is proposed. A model of a potential business partner’s matrix is developed and description of its four fields is provided. The fields of matrix are highlighted on the basis of the development prospects of business partner and its reliability. The formalization of the strategic alternative solution for the choice of the business partner is proposed as a procedure of four consecutive stages. Formalization of the strategic alternative solution allows a small enterprise to choose a reliability business partner.
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Jonathan, Jeremy. "Strategi PT. Ciracasindo Perdana dalam Persaingan Usaha dengan Metode Quantitative Strategic Planning Matrix dan SWOT." Jurnal Manajemen Bisnis dan Kewirausahaan 3, no. 5 (November 29, 2019): 31. http://dx.doi.org/10.24912/jmbk.v3i5.6077.

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Penelitian ini bertujuan untuk merumuskan dan mengetahui strategi yang paling sesuai dari PT. Ciracasindo Perdana dalam menghadapi persaingan usaha food and beverages yang ketat dengan metode Quantitative Strategic Planning Matrix dan analisa SWOT. Jenis penelitian yang digunakan adalah jenis penelitian kualitatif yang bersifat deskriptif. Data-data yang diperoleh diambil dengan teknik wawancara langsung kepada tiga narasumber dari perusahaan. Selain itu juga menggunakan observasi langsung di lapangan dan analisa kepustakaan seperti buku, company profile, dan laporan keuangan perusahaan. Dari sisi eksternal perusahaan, diketahui faktor yang paling berpengaruh pada perkembangan perusahaan yaitu sektor dari pangsa perusahaan cukup luas dan dapat dijadikan sebagai peluang, sementara faktor eksternal yang paling berpengaruh adalah banyaknya kompetitor pada bidang bisnis ini yang menjadi ancaman perusahaan. Sedangkan di sisi internal, perusahaan menonjolkan kualitas produk dan peningkatan pelayanan kepada pelanggan sebagai kekuatan utama perusahaan. Sementara yang dijadikan sebagai kelemahan perusahaan yang harus diperbaiki adalah kurangnya diferensiasi produk dan tidak agresifnya pengenalan produk di pasar. Perusahaan sendiri sedang berada pada posisi pasar yang sedang bertumbuh dan agresif sehingga meghasilkan 2 opsi strategi yang dapat diambil perusahaan ke depan yaitu perluasan pasar baru dengan dari sektor pasar utama yang ada dan juga perluasan produk baru dari produk unggulan yang selama ini dijual di pasaran. Dengan metode QSPM (Quantitative Strategic Planning Matrix) dan kemudian didapat kembali beberapa kesimpulan yang berupa analisa SWOT (Strength Weakness Opportunity Threat) perusahaan, maka strategi yang paling cocok pada perusahaan dengan kondisi pasar yang ada yaitu perlunya perluasan produk baru.
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Jan, Yin‐Ching. "A three‐step matrix method for strategic marketing management." Marketing Intelligence & Planning 20, no. 5 (September 2002): 269–72. http://dx.doi.org/10.1108/02634500210441512.

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Gottschalk, P. "Strategic information systems planning: the IT strategy implementation matrix." European Journal of Information Systems 8, no. 2 (June 1999): 107–18. http://dx.doi.org/10.1057/palgrave.ejis.3000324.

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Kasmai, Majid, and Junichi Iijima. "MTM matrix: a new analytical framework for strategic alliances." International Journal of Business Performance Management 4, no. 1 (2002): 45. http://dx.doi.org/10.1504/ijbpm.2002.000107.

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David, Meredith E., Fred R. David, and Forest R. David. "The quantitative strategic planning matrix: a new marketing tool." Journal of Strategic Marketing 25, no. 4 (April 6, 2016): 342–52. http://dx.doi.org/10.1080/0965254x.2016.1148763.

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McDowall, R. D. "A matrix for a LIMS with a strategic focus." Laboratory Automation & Information Management 31, no. 1 (September 1995): 57–64. http://dx.doi.org/10.1016/1381-141x(95)80017-w.

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Yamada, Tetsuo, Kakefuda Satomi, and Masayuki Matsui. "Strategic selection of assembly systems under viable demands." Assembly Automation 26, no. 4 (October 1, 2006): 335–42. http://dx.doi.org/10.1108/01445150610705254.

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PurposeAims to strategically compare assembly lines to cell production including flexible cell system (FCS) under viable demands using the pair matrix table by the lot size and the number of stations and select the efficient assembly systems on demand fluctuations.Design/methodology/approachThis paper sets an assembly problem of the respective models for assembly line systems, autonomous cell system and FCS, and presents a comparative approach by the pair matrix table for the strategic selection. The simulators were constructed for the respective models, and the pair matrix tables with the profit and lead time were drawn and shown.FindingsFinds that the pair matrix table by the lot size and the number of stations are applicable in the strategic selection for comparative assembly systems, and FCS, consisting of multiple self‐completion stations connected by conveyors, is stable when there are viable changes in the demand quantity and the number of stations.Research limitations/implicationsProvides an economic comparative approach for a strategic selection in assembly models with different system configurations by simulation.Practical implicationsThe approach proposed in this paper will provide a strategic selection quantitatively with system managers to achieve higher profit and shorter lead times under viable demands.Originality/valueIntroduces the pair matrix table by the lot size and the number of stations, and compares strategically and quantitatively the respective assembly models based on an optimal design by the two‐stage design method in view of profits and lead times under viable demands.
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Wijayati, Intan Fildzah, Ivan Setio, and Sean Marvin Tanupatra. "Strategic Analysis of Internal, External Factor Evaluation Matrix and Strategic Planning in BTPN bank, Indonesia." International Journal of Advances in Scientific Research and Engineering 5, no. 4 (2019): 202–13. http://dx.doi.org/10.31695/ijasre.2019.33178.

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Zima, Krzysztof, Edyta Plebankiewicz, and Damian Wieczorek. "A SWOT Analysis of the Use of BIM Technology in the Polish Construction Industry." Buildings 10, no. 1 (January 20, 2020): 16. http://dx.doi.org/10.3390/buildings10010016.

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The present paper presents a SWOT analysis, the aim of which is to evaluate the strategic implementation of BIM technology in the construction industry in Poland. The authors created a SWOT matrix presenting strengths, weaknesses, opportunities, and risks associated with the use of BIM. Using literature analyses, own experience, and market reports, all elements of the SWOT matrix are described in detail. Basic indicators characterizing the strategic position of BIM on the Polish construction market are calculated. Finally, the matrix of strategic tasks and actions that should be applied in order to promote and develop BIM in Poland are defined.
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Knudson, Cheryl B. "Hyaluronan and CD44: Strategic players for cell-matrix interactions during chondrogenesis and matrix assembly." Birth Defects Research Part C: Embryo Today: Reviews 69, no. 2 (May 2003): 174–96. http://dx.doi.org/10.1002/bdrc.10013.

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Krasnostanova, Nataliia. "MODERN TECHNOLOGIES AND TOOLS OF STRATEGIC ANALYSIS." Economic discourse, no. 3-4 (December 30, 2021): 115–27. http://dx.doi.org/10.36742/2410-0919-2021-2-12.

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Introduction. The relevance of the article is due to the need to study technologies and tools of strategic analysis in terms of modernity, as well as the unstable economic situation in Ukraine and uncertainty in the world. In this regard, this article aims to identify the main benefits of strategic analysis, describing the information factors of achieving effective business, disclosing the prerequisites for qualitative strategic analysis, analysis of strategic analysis methods to identify the most effective, as well as guidance example of strategic analysis using the TOWS matrix. This study of modern technologies and tools of strategic analysis is theoretical in nature and is based on a number of empirical studies, the results of which are presented in the section "Discussion". Methods. While writing this article, systematic and logical analysis was used to break down the decision-making process into key elements. The TOWS matrix was compiled using the comparison method. Deduction helped identify the necessary steps for strategic analysis at the small business level. Methods of classification (to compile a table of strengths and weaknesses by category) and content analysis (to find reliable and relevant research) were also used. Results. The article presents the results of the analysis, identifies the main benefits of strategic analysis, describes the information factors for achieving effective business, reveals the prerequisites for qualitative strategic analysis, analyzes the methods of strategic analysis and identifies the most effective, gives an example of strategic analysis using TOWS matrix. Discussion. The materials of the article are of practical value for teachers and students of economic faculties and specialties of business management, analysts, executives and managers of companies. Prospects for further research are a more detailed study of the relationship between strategic analysis and strategic management and the human factor as a result of actions aimed at improving business efficiency. Keywords: TOWS matrix, resource optimization, increase in sales, management, business management strategy.
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Kim, Song-Kyoo (Amang). "Advanced Mathematical Business Strategy Formulation Design." Mathematics 8, no. 10 (September 23, 2020): 1642. http://dx.doi.org/10.3390/math8101642.

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This paper deals with the explicit design of strategy formulations to make the best strategic choices from a conventional matrix form of representing strategic choices. The explicit strategy formulation is an analytical model that is targeted to provide a mathematical strategy framework to find the best moment for strategy shifting to prepare rapid market changes. This theoretical model could be adapted into practically any strategic decision making situation when a strategic formulation is described as a matrix form with quantitative measured decision parameters. Analytically tractable results are obtained by using the fluctuation theory and these results are able to predict the best moments for changing strategies in a matrix form. This research can help strategy decision makers who want to find the optimal moments of shifting present strategies.
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Semenchuk Tetiana and Vasiliha Sergii. "Application of management matrix models for strategic planning of enterprise activities." Technium Social Sciences Journal 8 (May 11, 2020): 398–404. http://dx.doi.org/10.47577/tssj.v8i1.532.

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The importance of strategic planning enterprise activity is substantiated in the article. Detailed analysis of the management classic matrix models strategic planning, namely the Boston Consulting Group (BCG) method, the McKinsey method, and the Arthur D. Little method. Allowed to form a system basic models of strategic analysis. Which, unlike the existing ones, is built on the systematization of well-known matrix models of “packet management” in terms of tools, level of universalism and level of application. The article proposes an advanced strategic planning process for an enterprise with the application and combination of different types, methods, matrices and models, which includes three consecutive stages of analysis and planning. The authors of the article have also formulated and summarized the characteristics of matrices that are widely used in life and, above all, in the analysis of management activities. These are the change-resistance matrix and the Control Grid. The authors prove the importance and relevance of applying matrix methods in conjunction with the Blue Ocean strategy. The main instrument of the Blue Ocean Strategy is the Strategic Canvas - to diagnose and build such a strategy. In order to build an "outline strategy" for a company, it is necessary to identify the key characteristics of the products - theirs and their competitors. Analyzing a "strategic outline" allows the company to determine how well its market strategy is similar to that of its competitors. The creation of the "blue oceans" not only contributes to the strong growth and increase profits of enterprises, this strategic step has a serious positive effect on the consolidation of the existing brand the company in creating customers.
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Qanita, Ariza. "ANALISIS LAYANAN BELANJA KRIING PASAR TRADISIONAL SUMENEP DI TENGAH PANDEMI COVID-19 DENGAN METODE SWOT DAN QSPM." Airlangga Journal of Innovation Management 1, no. 2 (October 29, 2020): 160. http://dx.doi.org/10.20473/ajim.v1i2.21259.

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ABSTRAKPenelitian ini bertujuan untuk menganalisis strategi yang diterapkan pada layanan Belanja Kriing di Pasar Anom Baru Sumenep dan merumuskan alternatif strategi baru dengan melihat faktor internal dan eksternal serta menentukan strategi alternatif prioritas. Metode penelitian yang digunakan adalah kualitatif deskriptif dengan teknik analisis menggunakan matriks IFAS-EFAS, matriks IE, matriks SWOT, dan matriks QSPM. Hasil penelitian menunjukkan bahwa Layanan Belanja Kriing Pasar Anom Baru Sumenep berada pada posisi hold and mantain sehingga strategi yang sebaiknya dilakukan adalah penetrasi pasar dan pengembangan produk. Hasil analisis SWOT merekomendasikan strategi yang sebaiknya dilakukan adalah Strength-Oppotunity (SO) yang mencakup dua alternatif strategi yang kemudian diurutkan dengan matriks QSPM untuk mendapatkan strategi prioritas. Hasil matriks QSPM mengurutkan dua alternatif strategi yaitu strategi memanfaatkan harga yang sesuai dengan daya beli masyarakat saat pandemi covid-19 dengan skor TAS tertinggi sebesar 5,34 dan strategi menyediakan lebih banyak variasi kebutuhan masyarakat dengan skor TAS sebesar 4,73. Kedua strategi tersebut menjadi saran manajemen strategi yang bisa dilakukan dalam pelaksanaan Layanan Belanja Kriing. Namun rekomendasi strategi yang sebaiknya diprioritaskan adalah memanfaatkan harga yang sesuai dengan daya beli masyarakat saat pandemi covid-19.Kata kunci: Covid-19, Manajemen Strategi, SWOT, QSPMABSTRACTThis study aims to analyze the strategies applied to the Kriing Shopping service at the Anom Baru Market in Sumenep and to formulate new alternative strategies by looking at internal and external factors and determining priority alternative strategies. The research method used is descriptive qualitative with analysis techniques using the IFAS-EFAS matrix, IE matrix, SWOT matrix, and QSPM matrix. The results showed that the Anom Baru Sumenep Market Kriing Shopping Service was in a hold and maintain position, so the best strategies to do were market penetration and product development. The results of the SWOT analysis recommend that the strategy that should be carried out is Strength-Oppotunity (SO) which includes two alternative strategies which are then sorted by the QSPM matrix to get a priority strategy. The results of the QSPM matrix rank two alternative strategies, namely the strategy of utilizing prices that are in accordance with the purchasing power of the community during the Covid-19 pandemic with the highest TAS score of 5.34 and the strategy of providing more variety of community needs with a TAS score of 4.73. The two strategies are strategic management suggestions that can be done in the implementation of Kriing Shopping Services. However, the recommended strategy that should be prioritized is to take advantage of prices that are in accordance with the purchasing power of the community during the Covid-19 pandemic.Keywords: Covid-19, Strategic Management, SWOT, QSPM
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Qanita, Ariza. "ANALISIS STRATEGI DENGAN METODE SWOT DAN QSPM (QUANTITATIVE STRATEGIC PLANNING MATRIX): STUDI KASUS PADA D’GRUZ CAFFE DI KECAMATAN BLUTO SUMENEP." Komitmen: Jurnal Ilmiah Manajemen 1, no. 2 (October 3, 2020): 11–24. http://dx.doi.org/10.15575/jim.v1i2.10309.

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Penelitian ini bertujuan untuk menganalisis strategi yang diterapkan pada usaha D’Gruz Caffe sekaligus merumuskan strategi baru dengan memperhatikan faktor internal dan eksternal serta menentukan strategi alternatif yang sebaiknya diprioritaskan. Metode penelitian yang digunakan adalah kualitatif deskriptif dengan teknik analisis menggunakan matriks IFAS-EFAS, matriks IE, matriks SWOT, dan matriks QSPM. Hasil penelitian menunjukkan bahwa D’Gruz Caffe berada pada posisi hold and mantain sehingga strategi yang sebaiknya dilakukan adalah penetrasi pasar dan pengembangan produk. Hasil analisis SWOT merekomendasikan perusahaan harus melakukan strategi Strength-Oppotunity (SO) mencakup tiga alternatif strategi yang kemudian diurutkan dengan matriks QSPM untuk mendapatkan strategi prioritas. Hasil matriks QSPM mengurutkan tiga alternatif strategi yaitu strategi memaksimalkan lokasi yang strategis untuk menarik pangsa pasar potensial dengan skor TAS tertinggi sebesar 4,21, strategi memperbaiki dan menjaga kualitas produk untuk mempertahankan koneksi pelanggan dengan skor TAS sebesar 3,92 serta strategi memberikan diskon dan pelayanan yang baik untuk menjaga loyalitas pelanggan dengan skor TAS sebesar 3,26. Ketiga strategi tersebut menjadi saran manajemen strategi yang bisa dilakukan oleh perusahaan. Strategi yang sebaiknya diprioritaskan oleh perusahaan adalah memaksimalkan lokasi yang strategis untuk menarik pangsa pasar potensial.
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35

Satiawarman, Anugerah, Tanti Sutandra, and Ningky Sasanti Munir. "BUSINESS STRATEGY FORMULATION OF DAYA MINYAK, Ltd." Eksis: Jurnal Riset Ekonomi dan Bisnis 16, no. 1 (April 13, 2021): 1–16. http://dx.doi.org/10.26533/eksis.v16i1.769.

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The weakening of crude oil price had caused the performance of Daya Minyak, Ltd decline. The efforts to improve had succeeded in improving performance, but it was still below the industry average. Therefore, in 2020 a research was carried out aimed at systematically formulating Daya Minyak, Ltd business strategy for the years 2021-2024. This applied research was conducted qualitatively, using the business strategy formulation model from David and David (2016) where external strategic issues were compiled in the External Factor Evaluation (EFE) matrix and internal strategic issues in the International Factor Evaluation (IFE) matrix. The weighted value of the EFE matrix is 2.93 and the weighted value of the IFE matrix is 2.97, which meant that the future business strategy is to hold and maintain. Two alternative strategies, market penetration, and product development were developed using the Internal-External (IE) matrix and the TOWS matrix. Two priority strategies, namely a strategy to increase market penetration through integrated services at low costs and a product development strategy through increasing local content with international standards are determined by the Quantitative Strategic Planning Matrix (QSPM).
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Yakubiv, Valentyna, and Iryna Hryhoruk. "Innovative Methods in Strategic Planning of Foreign Economic Activity of Enterprises." Journal of Vasyl Stefanyk Precarpathian National University 4, no. 3-4 (December 30, 2017): 42–49. http://dx.doi.org/10.15330/jpnu.4.3-4.42-49.

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Changes in the external conditions of business in Ukraine, European integration vector of the country development, and possibilities of import/export operations facilitate foreign trade. Modern methods of strategic management and strategic diagnostics should be developed in line with international requirements and needs of managers in Ukraine and partners abroad. Therefore substantiation of innovation trends for enterprise development strategies on the international arena as a constituent of stable economy is important and necessary. The purpose of this article is to define innovative approaches to planning, development and implementation of strategies and to develop a comprehensive diagnosis of the strategic potential of foreign economic activity. During the research, the following methods: logical abstraction, modeling, PEST-analysis, systems analysis, graphic. The main results of the study are: 1) disclosure of the features of the construction of strategic management in international business; 2) analysis of European and American practices of strategic management of foreign economic activity of enterprises; 3) study of algorithmic scheme of strategic management in the Ukraine; 4) justification of methods of three-level system of strategic analysis using matrix methods of assessment; 5) the classification of the main methods of matrix analysis within groups: macro, meso, macro level; 6) a comprehensive diagnosis of the strategic potential of foreign economic activity of enterprises in Ukraine. The study proved the main areas of innovation and strategic principles of international management and comprehensive methodology for strategic planning matrix based on innovative methods
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Adiyoga, Witono, Darkam Musaddad, and Asma Sembiring. "Studi Rantai Pasok Bahan Baku Keripik Kentang Industri Rumah Tangga di Jawa Barat (Supply Chain Study of Raw Material for Household Industry’s Potato Chips in West Java)." Jurnal Hortikultura 30, no. 2 (December 28, 2021): 159. http://dx.doi.org/10.21082/jhort.v30n2.2020.p159-176.

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<p>Salah satu faktor utama yang dapat menjaga keberlanjutan dan kontinuitas produksi industri pengolahan pertanian adalah ketersediaan pasokan bahan baku. Penelitian ini bertujuan mengidentifikasi karakteristik industri dan merancang upaya perbaikan rantai pasok bahan baku keripik kentang industri rumah tangga di Jawa Barat. Penelitian dilaksanakan di Garut dan Pangalengan, Jawa Barat pada bulan Agustus 2016. Pengumpulan data dilakukan melalui metode survey dan focus group discussion (FGD). Survey dilaksanakan melalui wawancara 19 responden prosesor keripik kentang skala rumah tangga. Focus group discussion diarahkan untuk mengelaborasi kondisi aktual dan potensi perbaikan rantai pasok bahan baku keripik kentang. Alat analisis yang digunakan adalah statistika deskriptif, analisis strengths, weaknesses, opportunities, and threats (SWOT,) matriks strategic position and action evaluation matrix (SPACE), dan analisis quantitative strategis planning matrix (QSPM). Hasil penelitian menunjukkan bahwa rata-rata pasokan bahan baku per industri adalah 2,8 ton per bulan. Sistem pembelian bahan baku adalah spot market. Kapasitas produksi keripik kentang per bulan berkisar antara 15–540 kg (84,2%). Spesifikasi bahan baku masih belum terstandarisasi dan bersifat ekstrinsik kualitatif. Analisis SWOT dan pemetaan faktor-faktor eksternal-internal menunjukkan bahwa perbaikan rantai pasok dapat ditempuh dengan menggunakan strategi agresif. Penyusunan prioritas strategi melalui analisis QSPM menyarankan agar strategi promosi masif varietas alternatif kentang prosesing non-Atlantik (termasuk Median) dan kemudahan akses petani terhadap benihnya, serta strategi perbaikan sistem pembelian bahan baku dapat diimplementasikan secara simultan.</p><p><strong>Keywords</strong></p><p>Keripik kentang; Industri rumah tangga; Rantai pasok bahan baku; Analisis kekuatan-kelemahan-peluang-ancaman</p><p><strong>Abstract</strong></p><p>One important factor that could maintain production sustainability of agro-processing industry is the availability of raw material. The study was aimed at examining potato chips household industry characteristics and designing strategies to improve the raw material supply chain in West Java. The study was conducted in Garut and Pangalengan in August 2016. Data collection was carried out through survey of 19 household industries. Meanwhile, FGD involving relevant participants was conducted to elaborate household industries’ existing conditions and potentials for improvements. The analytical tools used were descriptive statistics, analysis strengths, weaknesses, opportunities, and threats (SWOT), strategic position and action evaluation (SPACE) matrix, and quantitative strategic planning matrix (QSPM) analysis. The results showed that the industry was characterized by average raw material demand of 2.8 tons/firm/month, spot market purchasing system, and production capacity of 15–540 kg/month. SWOT analysis and mapping in SPACE demonstrate that the improvement of raw material supply chain is best pursued by employing aggressive strategy. Priority setting by QSPM suggests that the strategy of promoting massively non-Atlantic potato processing varieties (included Median) by also increasing farmers’ seed access, and improving potato chips raw material procurement systems should be implemented simultaneously.</p>
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Achsa, Andhatu, Rian Destiningsih, and Heni Hirawati. "Strategi Pemasaran Untuk Meningkatkan Daya Saing Wisata Desa Taman Bunga Manohara Desa Purwodadi." JMK (Jurnal Manajemen dan Kewirausahaan) 5, no. 1 (February 8, 2020): 1. http://dx.doi.org/10.32503/jmk.v5i1.692.

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Purwodadi Village is one of the villages in Tegalrejo District, Magelang Regency. The general problems faced include uneven infrastructure development due to limited development funds, poverty rates that tend to increase, lack of education and low capacity of the community, this is stated in the 2015-2020 RPJMDes. The analytical tools used are Internal Factor Evaluation Matrix, External Factor Evaluation Matrix, Internal and External Matrix, and Quantitative Strategic Planning Matrix. The results show that the position of Taman Bunga Manohara is in quadrant V (hold and maintain). The three highest strategic priorities are: optimizing the resilience and uniqueness of Taman Bunga Manohara and strategic location to get the number of tourists of all ages which will have an impact on high income levels so as to improve the economy of the surrounding community, optimize strategic locations to obtain more tourist visits a lot, and increase the professionalism of managers evenly in order to improve the management system for the realization of Taman Bunga Manohara with a high level of visitation.
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39

Limirang, Risely Sutarsa, and Adang Bachtiar. "Perencanaan Strategi Pemasaran Dalam Upaya Peningkatan Kunjungan Pasien Poliklinik Gigi Rumah Sakit Satya Negara." An-Nadaa: Jurnal Kesehatan Masyarakat 8, no. 1 (June 30, 2021): 34. http://dx.doi.org/10.31602/ann.v8i1.4586.

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Layanan kesehatan gigi dan mulut adalah salah satu jenis pelayanan yang disediakan oleh rumah sakit. Pemanfaatan poliklinik gigi di Rumah Sakit Satya Negara masih cukup kurang, yang terlihat pada laporan 3 tahun terakhir terjadi penurunan jumlah kunjungan pasien poliklinik gigi. Tujuan penelitian ini adalah untuk menyusun strategi pemasaran yang tepat berdasarkan faktor –faktor internal dan eksternal serta teori Marketing 4.0 (Co-creation, Currency, Communal activation, Conversation). Penelitian ini adalah riset operasional dengan metode pengambilan data kuantitatif dan kualitatif pada bulan November 2020. Metode kuantitatif dilakukan dengan menyebarkan kuesioner kepada pasien poliklinik gigi sesuai dengan kriteria inklusi dengan tujuan melihat perspektif konsumen mengenai 4C. Sedangkan metode kualitatif dilakukan dengan wawancara mendalam dan Focus Group Discussion (FGD). Hasil dari penelitian kuantitatif menunjukkan diketahui bahwa pasien setuju dengan adanya faktor 4C akan membuat mereka lebih tertarik untuk terus melakukan kunjungan dan perawatan ke poliklinik gigi. Sedangkan dari hasil penelitian kualitatif, rumah sakit ini terletak pada sel V dari Internal External Matrix (IE Matrix) dengan strategi yang tepat adalah product development dan market penetration. Kemudian melalui Threats Opportunities Weakness Strengths Matrix (TOWS Matrix) didapatkan beberapa strategi altenatif, dan setelah dilakukan skoring dengan Quantitative Strategic Planning Matrix (QSPM Matrix), strategi yang paling tepat adalah pengoptimalan kepuasan pelanggan dengan meningkatkan fasilitas sistem informasi layanan poliklinik gigi, seperti e-medical record, pendaftaran online, dan media promosi online seperti website dan media sosial.
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Penagos-Londoño, Gabriel Ignacio, and Felipe Ruiz-Moreno. "Identifying dynamics in strategic groups." Journal of Modelling in Management 14, no. 2 (May 10, 2019): 408–29. http://dx.doi.org/10.1108/jm2-08-2018-0114.

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Purpose The purpose of this paper is to characterize the situation in the Spanish banking industry through the identification of strategic groups based on a set of variables. Design/methodology/approach To do so, the authors use a 13-year data set and a time inhomogeneous hidden Markov model (HMM) in which the time variable transition matrix captures institutions’ group switching behavior to identify these strategic groups. In fact, the authors consider a mixture model is the data generation process. Findings Two groups are identified. These groups are primarily characterized by size and other strategic variables. The probability of remaining in a group is generally high: 87.28 per cent for SG1 and 61.84 per cent for SG2. The probability of switching groups is low: 12.72 per cent probability of switching from SG1 to SG2 and 38.16 per cent probability of switching from SG2 to SG1. Banks in SG1 seem more stable over time; they have low levels of switching behavior and well-defined long-term behavior. Banks in SG2 seem to evolve in terms of group membership. Originality/value Using an inhomogeneous HMM with time-variable transition matrix, this paper allows for time-varying parameters in the distributions to analyze the evolution of strategic group membership in this industry to detect changes in group strategy, changes in membership and the stability of groups over time.
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Sivitska, Svitlana. "IDENTIFICATION OF STRATEGIC PRIORITIES OF INVESTMENT INTO DEVELOPMENT OF ALTERNATIVE ENERGETICS." ЕКОНОМІКА І РЕГІОН Науковий вісник, no. 3(64) (June 7, 2017): 52–59. http://dx.doi.org/10.26906/eir.2017.3(64).876.

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UDC 338:336.02:621.311 Svitlana Sivitska, Ph.D., Associate Professor at Finance and Banking Department, Vice-Rector for Scientific, Educational, Social Work and International Cooperation. Poltava National Technical Yuri Kondratyuk University. Identification of strategic priorities of investment into development of alternative energetics. There are the stages of the methodology for choosing the strategic priorities of investing in alternative energy explored in the article. The potential of alternative energy analyzed. The strategic priorities of alternative energy have been explored. An integrated analysis of the potential of alternative energy is carried out on the territorial basis done. The matrix of choice of strategic priorities of investing in alternative energy determined. Keywords: energetic security, alternative energetics, renewable sources of energy, investment, strategic priorities, matrix.
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42

Hamilton, John. "The Strategic Change Matrix and Business Sustainability across COVID-19." Sustainability 12, no. 15 (July 27, 2020): 6026. http://dx.doi.org/10.3390/su12156026.

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This study’s case narrative presents the Australian digital marketing firm (DUK). DUK successfully transitioned across the 2020 Australian business economic downturn created during the COVID-19 global pandemic. DUK’s competencies, capabilities and competitiveness form its 3Cs Market Intelligence Framework. When these 3Cs are expanded, and then networked with Porter’s Five Forces model, along with the firm’s decisive pivot with knowledge inclusions, the DUK strategic change matrix can be used to portray a firm’s matrix-box of its current multi-dimensional business components. The strategic change matrix approach offers a firm a visual map that can be matrix-boxed and quickly interpreted. When faced with adversity, a firm can remap its matrix-box into an expanded form that includes its proposed enhanced competitiveness business solutions. These solutions can then be operationalised to form potentially sustainable business pathways into the future. This approach is particularly useful when a firm is confronted with a perceived economic, or game-changing business crisis, or when a firm makes the strategic decision to pivot, and to seek a new sustainable business-enhancing pathway, or when a firm just wants to visualise its ongoing business pathways into the future.
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Zhang, Xu Mei. "Research on Informational Strategic Focus of Transportation Enterprise." Applied Mechanics and Materials 608-609 (October 2014): 656–59. http://dx.doi.org/10.4028/www.scientific.net/amm.608-609.656.

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Combining with the characteristics of the transportation enterprise and the literatures, the SWOT analysis method is used to make the environmental analysis, factors determining and the strategic decision. The external environment analysis in environmental analysis uses macro environment PEST analysis method to determine the threats and opportunities, while the internal environment analysis uses the method of enterprise resources determine its internal strengths and weaknesses. Based on that, external evaluation matrix EFE and internal evaluation matrix IFE are set up, and then determine the key factors. Finally set up entirely the SWOT analysis radar map and determine the corresponding strategic focus.
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Mahbubi, Akhmad. "STRATEGI PENGEMBANGAN PEMBIBITAN KENTANG PADA PT. XYZ." AGRIBUSINESS JOURNAL 7, no. 2 (December 1, 2013): 189–98. http://dx.doi.org/10.15408/aj.v7i2.5178.

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Tujuan dari penelitian ini adalah menghitung kelayakan investasi penangkaran bibit kentang berdasarkan analisis finansial, Mengidentifikasi dan menganalisis faktor-faktor internal dan eksternal yang mempengaruhi perkembangan dan tingkat keberhasilan dalam industri bibit kentang serta memformulasikan strategi yang tepat dimasa yang akan datang dalam rangka pengembangan agribisnis pembibitan kentang. Metode yang digunakan adalah deskriptif dengan pengambilan contoh menggunakan metode purposive sampling. Metode pengolahan data meliputi analisis kelayakan investasi, Internal Factor Evaluation (IFE), Eksternal Factor Evaluation (EFE), matrik TOWS, dan untuk mendapatkan rekomendasi strategi prioritas digunakan analisis Quantitative Strategic Planning Matrix (QSPM). Berdasarkan hasil analisis data pada penelitian ini, maka dapat diambil beberapa kesimpulan sebagai berikut (1) Pengembangan usaha pembibitan kentang PT XYZ sangat prospektif ditinjau dari kelayakan investasi. (2) PT XYZ dalam menghadapi semua faktor strategis internal (kekuatan dan kelemahan) sudah sangat baik sehingga PT.XYZ bisa memanfaatkan sedemikian rupa guna untuk mengeleminir kelemahannya. Sedangkan matriks EFE dihasilkan total skor jauh diatas rata-rata. Kondisi ini menunjukan bahwa perusahaan PT. XYZ sudah mempunyai strategi yang baik dalam mengantisipasi ancaman eksternal yang ada. (3) Strategi terpilih yaitu Strategi Ekspansif. Strategi ini meliputi pengembangan produk (kapasitas dan jenis varietas), penetrasi pasar atau pengembangan pasar bibit melalui kemitraan untuk memproduksi kentang konsumsi di area baru. Berdasarkan kesimpulan yang telah dibuat di atas dapat disarankan beberapa hal untuk dapat dipertimbangkan oleh manajemen PT. XYZ dalam pengembangan usaha pembibitan kentang, antara lain: perlu dibentuk tim kerja yang meliputi berbagai bagian seperti keuangan untuk mengatur anggaran, personalia, produksi, pemasaran untuk mengkaji teknis implementasi strategi pengembangan pasar dan masuk kedalam area baru.
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Rahardjo, Lyna, Magdalena Nany, and Setyo Budiadi. "Analisis SCM : Studi Fenomenologi Pada Rumah Sakit Panti Wilasa Semarang." JRB-Jurnal Riset Bisnis 1, no. 2 (May 17, 2019): 118–29. http://dx.doi.org/10.35592/jrb.v1i2.248.

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It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. Change is done by management to continue the existence of a company or an organization in a dynamic environment. The objective of this research was to give empirical evidence about customers’ satisfaction, employees’ satisfaction and hospital’s position in strategic change matrix introduced by Black and Gregersen. Data came from 50 hospital’s patients and 50 hospital’s employees were analyzed by using strategic change matrix analysis. The results show that customers and employees were satisfied enough with the hospital’s management. The results also show that the hospital was lying on stage 1 in strategic change matrix introduced by Black and Gregersen.
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46

Smyth, R. W. "An interesting strategic blunder." Mathematical Gazette 94, no. 529 (March 2010): 84–93. http://dx.doi.org/10.1017/s0025557200007178.

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Abstract:
I often recommend to my students that they follow their noses when solving mathematical problems. The role of intuition in creative mathematical work is difficult to explain. Still its value should never be underestimated and its development may be fostered by experience, including even unsuccessful trips down dead ends and meandering forays into thickets of apparently untameable complexity. In this article I invite you to corne with me and explore a simple calculus problem using any tools and ideas that seem to offer some promise of moving us along in the right direction. The scenic route embraces Taylor's formula, geometric series expansions, relations in Pascal's triangle, and matrix diagonalisation. Don't forget to bring along a pencil and some scrap paper… and a computer algebra system too, if you like.
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47

Yamilov, R. M. "Theoretical Principles of Matrix Construction and Use in Strategic Analysis." Bulletin of Chelyabinsk State University, no. 6 (2020): 134–43. http://dx.doi.org/10.47475/1994-2796-2020-10616.

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48

Farris, James R. "Translating Theory to Practice: A Strategic Matrix for Police Planning." Journal of Crime and Justice 10, no. 2 (January 1987): 23–43. http://dx.doi.org/10.1080/0735648x.1987.9721347.

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49

Scarbrough, Harry. "Making the Matrix Matter: Strategic Information Systems in Financial Services." Journal of Management Studies 34, no. 2 (March 1997): 171–90. http://dx.doi.org/10.1111/1467-6486.00047.

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50

Sanchez, Hynuk, and Benoit Robert. "A matrix for monitoring the strategic performance of project portfolios." International Journal of Project Organisation and Management 2, no. 2 (2010): 135. http://dx.doi.org/10.1504/ijpom.2010.033659.

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