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**files (2)**
– ## BusinessPolicyandStrategyPHI4302_UnitIVJournal.docx
– ## UnitIVStudyGuide.pdf
**## BusinessPolicyandStrategyPHI4302_UnitIVJournal.docx**
2
**Unit IV Journal**
Imagine you are working for a company that has $1 million to spend on a new strategy and is considering market development versus product development. In this case, what determining factors do you believe would be most important to consider? What recommendations would you make to the CEO?
Your journal entry must be at least 200 words in length. No references or citations are necessary.
**## UnitIVStudyGuide.pdf**
BUS 4302, Business Policy and Strategy 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
2. Correlate the characteristics of vision and mission to business success.
2.3 Explain how growth fits into a firm’s strategy and mission statement.
4. Evaluate policy creation strategies.
4.1 Establish a new organizational structure/chart for a company.
4.2 Discuss a company’s short-term and long-term goals.
5. Examine the process of selecting an industry appropriate strategy.
5.1 Outline growth opportunities utilizing effective strategies.
Required Unit Resources
Chapter 5: Strategies in Action
Chapter 6: Strategy Analysis and Choice
Unit Lesson
Previously, we have discussed how to assess your internal and external factors. In this unit, we are going to
expand on that by discussing strategies.
Chapters 5 and 6 will really focus on past strategies that have been successful and effective. These will
include formulation and an introduction of the SWOT (strengths, weaknesses, opportunities, and threats)
analysis. This unit will also begin laying the framework for a successful strategic plan. The final project for this
course will build upon each section as we move forward in the term together.
Strategy Formulation
Every strategy also encompasses long-term and short-term objectives. We will begin with a discussion of
long-term objectives and how these impact the strategy. A long-term objective is defined as the results
expected from pursing specific strategies. These objectives generally take between two to five years to attain.
The objectives must be attainable and realistic for the organization to achieve. Common long-term objectives
include growth, profitability, earnings, and social responsibility. Each level within the organization can have
long-term objectives. This includes the levels of corporate (highest level), division (middle level), and function
(lowest level) within an organization. An example of a long-term oriented company could be your local taxi
company and its plans to remain competitive in the digital age. For example, taxis have interactive apps like
Curb, which allow riders to request a ride, split fares, and even receive a digital receipt. Companies like Uber
and Lift are now competing heavily with the taxi industry.
Financial Objectives
Financial objectives are similar to long-term objectives but are more specific to financial themes. Examples of
financial objectives include growth in revenues, profit margins, cash flow, and other financial considerations.
There is a delicate balance when considering financial objectives. An organization may create a short-term
objective that may be harmful or even detrimental to the organization in the long term. Let us use Kodak as an
example; their short-term objective led to their overall failure. Kodak has been around for several decades as
the lead photo developer. They produced an array of products to include the introduction of the digital
UNIT IV STUDY GUIDE
Strategy
BUS 4302, Business Policy and Strategy 2
UNIT x STUDY GUIDE
Title
camera. What Kodak failed to do was to ensure they remained technologically savvy with their digital camera
production and trademarks. Ultimately, the digital camera (their own creation) put them behind in the industry.
Because Kodak did not have the foresight to create a long-term (and financial) objective, they were not able
to remain relevant to consumers and ultimately lost market share.
Strategic Model
There are many different models that can be incorporated into an organization’s strategy. Most organizations
incorporate one strategy to achieve their goals and expected outcomes. A few examples of different types of
strategies include forward integration, market penetration, product development, and liquidation. Below are
examples of how these strategies could be applied:
• Forward integration: Think of Apple Pay, which would enable the customer to be validated and pay for
physical merchandise from a brick and mortar retailer via his or her phone.
• Market penetration: Coca-Cola personalized cans and bottles with individual names and catch
phrases, which has increased the popularity of the brand and are an example of this strategy. This
personalization has increased Coca-Cola’s bottom line and presence in the domestic and
international households.
• Product development: Think of a drug manufacturer creating a vaccine to prevent COVID-19. This
product would serve a specific purpose and, if successful, would benefit the world.
• Liquidation: An example would be Blockbuster Video selling all of their merchandise before closing all
of their stores. This is an opportunity to pay creditors and investors a portion of what is owed before
dissolving.
• Bankruptcy: You may be asking yourself how bankruptcy is a strategy, but it is a potential strategy to
assist an organization restructure or dissolve itself. There are five varying types of bankruptcy in the
United States. The specific types are Chapter 7, Chapter 9, Chapter 11, Chapter 12, and Chapter 13.
The below chart outlines the different chapters of bankruptcy:
Bankruptcy Chapter Description
Chapter 7 All of the organization’s assets are wiped out in order to eliminate debt.
Chapter 9 Municipalities or incorporated areas that file this bankruptcy do not have to shut
down vital operations.
Chapter 11 This type allows for reorganization and a comeback. An example is an airline that
reorganized and comes back.
Chapter 12 This provides special relief to family farmers.
Chapter 13 Similar to Chapter 11, this provides relief to small businesses (David et al., 2020).
The specific chapter a company may choose would depend on its size and goals. For example, Kodak would
not file for Chapter 12 bankruptcy as it applies to family farms. The company must also consider whether or
not they want to dissolve the business or try and start fresh. However, in looking to start fresh, the company
must determine how it will reorganize itself to avoid future issues.
Strategy Analysis
The SWOT matrix is a tool to assist managers and leaders identify strategies within and outside their
organization. The strength, weakness, opportunity, and threat (SWOT) model has four strategies used to
evaluate and compare the organization related to its strength and weaknesses. This analysis is often used to
compare and contrast an organization against other competing organizations. The analysis is also used to
evaluate its internal operations to determine where improvements can be made. The chart below outlines the
functions of a SWOT matrix:
Strategy Description
SO: Strength-opportunity Evaluation of the organization’s internal strengths to identify external
opportunities
WO: Weakness-opportunities Improving internal weaknesses by taking advantage of external opportunities
ST: Strength-threats The reduction of external threats
WT: Weakness-threats Reducing internal weaknesses (David et al., 2020)
BUS 4302, Business Policy and Strategy 3
UNIT x STUDY GUIDE
Title
The SWOT matrix and strategy go hand-in-hand.
Reference
David, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach,
concepts and cases (17th ed.). Pearson. https://online.vitalsource.com/#/books/9780135203736
Suggested Unit Resources
In order to access the following resources, click the links below.
The chapter presentations below will provide you with additional information on this unit’s concepts.
Access the Chapter 5 Presentation.
Access the PDF version of the Chapter 5 Presentation.
Access the Chapter 6 Presentation.
Access the PDF version of the Chapter 6 Presentation.
**## UnitIVStudyGuide.pdf**
BUS 4302, Business Policy and Strategy 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
2. Correlate the characteristics of vision and mission to business success.
2.3 Explain how growth fits into a firm’s strategy and mission statement.
4. Evaluate policy creation strategies.
4.1 Establish a new organizational structure/chart for a company.
4.2 Discuss a company’s short-term and long-term goals.
5. Examine the process of selecting an industry appropriate strategy.
5.1 Outline growth opportunities utilizing effective strategies.
Required Unit Resources
Chapter 5: Strategies in Action
Chapter 6: Strategy Analysis and Choice
Unit Lesson
Previously, we have discussed how to assess your internal and external factors. In this unit, we are going to
expand on that by discussing strategies.
Chapters 5 and 6 will really focus on past strategies that have been successful and effective. These will
include formulation and an introduction of the SWOT (strengths, weaknesses, opportunities, and threats)
analysis. This unit will also begin laying the framework for a successful strategic plan. The final project for this
course will build upon each section as we move forward in the term together.
Strategy Formulation
Every strategy also encompasses long-term and short-term objectives. We will begin with a discussion of
long-term objectives and how these impact the strategy. A long-term objective is defined as the results
expected from pursing specific strategies. These objectives generally take between two to five years to attain.
The objectives must be attainable and realistic for the organization to achieve. Common long-term objectives
include growth, profitability, earnings, and social responsibility. Each level within the organization can have
long-term objectives. This includes the levels of corporate (highest level), division (middle level), and function
(lowest level) within an organization. An example of a long-term oriented company could be your local taxi
company and its plans to remain competitive in the digital age. For example, taxis have interactive apps like
Curb, which allow riders to request a ride, split fares, and even receive a digital receipt. Companies like Uber
and Lift are now competing heavily with the taxi industry.
Financial Objectives
Financial objectives are similar to long-term objectives but are more specific to financial themes. Examples of
financial objectives include growth in revenues, profit margins, cash flow, and other financial considerations.
There is a delicate balance when considering financial objectives. An organization may create a short-term
objective that may be harmful or even detrimental to the organization in the long term. Let us use Kodak as an
example; their short-term objective led to their overall failure. Kodak has been around for several decades as
the lead photo developer. They produced an array of products to include the introduction of the digital
UNIT IV STUDY GUIDE
Strategy
BUS 4302, Business Policy and Strategy 2
UNIT x STUDY GUIDE
Title
camera. What Kodak failed to do was to ensure they remained technologically savvy with their digital camera
production and trademarks. Ultimately, the digital camera (their own creation) put them behind in the industry.
Because Kodak did not have the foresight to create a long-term (and financial) objective, they were not able
to remain relevant to consumers and ultimately lost market share.
Strategic Model
There are many different models that can be incorporated into an organization’s strategy. Most organizations
incorporate one strategy to achieve their goals and expected outcomes. A few examples of different types of
strategies include forward integration, market penetration, product development, and liquidation. Below are
examples of how these strategies could be applied:
• Forward integration: Think of Apple Pay, which would enable the customer to be validated and pay for
physical merchandise from a brick and mortar retailer via his or her phone.
• Market penetration: Coca-Cola personalized cans and bottles with individual names and catch
phrases, which has increased the popularity of the brand and are an example of this strategy. This
personalization has increased Coca-Cola’s bottom line and presence in the domestic and
international households.
• Product development: Think of a drug manufacturer creating a vaccine to prevent COVID-19. This
product would serve a specific purpose and, if successful, would benefit the world.
• Liquidation: An example would be Blockbuster Video selling all of their merchandise before closing all
of their stores. This is an opportunity to pay creditors and investors a portion of what is owed before
dissolving.
• Bankruptcy: You may be asking yourself how bankruptcy is a strategy, but it is a potential strategy to
assist an organization restructure or dissolve itself. There are five varying types of bankruptcy in the
United States. The specific types are Chapter 7, Chapter 9, Chapter 11, Chapter 12, and Chapter 13.
The below chart outlines the different chapters of bankruptcy:
Bankruptcy Chapter Description
Chapter 7 All of the organization’s assets are wiped out in order to eliminate debt.
Chapter 9 Municipalities or incorporated areas that file this bankruptcy do not have to shut
down vital operations.
Chapter 11 This type allows for reorganization and a comeback. An example is an airline that
reorganized and comes back.
Chapter 12 This provides special relief to family farmers.
Chapter 13 Similar to Chapter 11, this provides relief to small businesses (David et al., 2020).
The specific chapter a company may choose would depend on its size and goals. For example, Kodak would
not file for Chapter 12 bankruptcy as it applies to family farms. The company must also consider whether or
not they want to dissolve the business or try and start fresh. However, in looking to start fresh, the company
must determine how it will reorganize itself to avoid future issues.
Strategy Analysis
The SWOT matrix is a tool to assist managers and leaders identify strategies within and outside their
organization. The strength, weakness, opportunity, and threat (SWOT) model has four strategies used to
evaluate and compare the organization related to its strength and weaknesses. This analysis is often used to
compare and contrast an organization against other competing organizations. The analysis is also used to
evaluate its internal operations to determine where improvements can be made. The chart below outlines the
functions of a SWOT matrix:
Strategy Description
SO: Strength-opportunity Evaluation of the organization’s internal strengths to identify external
opportunities
WO: Weakness-opportunities Improving internal weaknesses by taking advantage of external opportunities
ST: Strength-threats The reduction of external threats
WT: Weakness-threats Reducing internal weaknesses (David et al., 2020)
BUS 4302, Business Policy and Strategy 3
UNIT x STUDY GUIDE
Title
The SWOT matrix and strategy go hand-in-hand.
Reference
David, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach,
concepts and cases (17th ed.). Pearson. https://online.vitalsource.com/#/books/9780135203736
Suggested Unit Resources
In order to access the following resources, click the links below.
The chapter presentations below will provide you with additional information on this unit’s concepts.
Access the Chapter 5 Presentation.
Access the PDF version of the Chapter 5 Presentation.
Access the Chapter 6 Presentation.
Access the PDF version of the Chapter 6 Presentation.
**## BusinessPolicyandStrategyPHI4302_UnitIVJournal.docx**
2
**Unit IV Journal**
Imagine you are working for a company that has $1 million to spend on a new strategy and is considering market development versus product development. In this case, what determining factors do you believe would be most important to consider? What recommendations would you make to the CEO?
Your journal entry must be at least 200 words in length. No references or citations are necessary.
**## UnitIVStudyGuide.pdf**
BUS 4302, Business Policy and Strategy 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
2. Correlate the characteristics of vision and mission to business success.
2.3 Explain how growth fits into a firm’s strategy and mission statement.
4. Evaluate policy creation strategies.
4.1 Establish a new organizational structure/chart for a company.
4.2 Discuss a company’s short-term and long-term goals.
5. Examine the process of selecting an industry appropriate strategy.
5.1 Outline growth opportunities utilizing effective strategies.
Required Unit Resources
Chapter 5: Strategies in Action
Chapter 6: Strategy Analysis and Choice
Unit Lesson
Previously, we have discussed how to assess your internal and external factors. In this unit, we are going to
expand on that by discussing strategies.
Chapters 5 and 6 will really focus on past strategies that have been successful and effective. These will
include formulation and an introduction of the SWOT (strengths, weaknesses, opportunities, and threats)
analysis. This unit will also begin laying the framework for a successful strategic plan. The final project for this
course will build upon each section as we move forward in the term together.
Strategy Formulation
Every strategy also encompasses long-term and short-term objectives. We will begin with a discussion of
long-term objectives and how these impact the strategy. A long-term objective is defined as the results
expected from pursing specific strategies. These objectives generally take between two to five years to attain.
The objectives must be attainable and realistic for the organization to achieve. Common long-term objectives
include growth, profitability, earnings, and social responsibility. Each level within the organization can have
long-term objectives. This includes the levels of corporate (highest level), division (middle level), and function
(lowest level) within an organization. An example of a long-term oriented company could be your local taxi
company and its plans to remain competitive in the digital age. For example, taxis have interactive apps like
Curb, which allow riders to request a ride, split fares, and even receive a digital receipt. Companies like Uber
and Lift are now competing heavily with the taxi industry.
Financial Objectives
Financial objectives are similar to long-term objectives but are more specific to financial themes. Examples of
financial objectives include growth in revenues, profit margins, cash flow, and other financial considerations.
There is a delicate balance when considering financial objectives. An organization may create a short-term
objective that may be harmful or even detrimental to the organization in the long term. Let us use Kodak as an
example; their short-term objective led to their overall failure. Kodak has been around for several decades as
the lead photo developer. They produced an array of products to include the introduction of the digital
UNIT IV STUDY GUIDE
Strategy
BUS 4302, Business Policy and Strategy 2
UNIT x STUDY GUIDE
Title
camera. What Kodak failed to do was to ensure they remained technologically savvy with their digital camera
production and trademarks. Ultimately, the digital camera (their own creation) put them behind in the industry.
Because Kodak did not have the foresight to create a long-term (and financial) objective, they were not able
to remain relevant to consumers and ultimately lost market share.
Strategic Model
There are many different models that can be incorporated into an organization’s strategy. Most organizations
incorporate one strategy to achieve their goals and expected outcomes. A few examples of different types of
strategies include forward integration, market penetration, product development, and liquidation. Below are
examples of how these strategies could be applied:
• Forward integration: Think of Apple Pay, which would enable the customer to be validated and pay for
physical merchandise from a brick and mortar retailer via his or her phone.
• Market penetration: Coca-Cola personalized cans and bottles with individual names and catch
phrases, which has increased the popularity of the brand and are an example of this strategy. This
personalization has increased Coca-Cola’s bottom line and presence in the domestic and
international households.
• Product development: Think of a drug manufacturer creating a vaccine to prevent COVID-19. This
product would serve a specific purpose and, if successful, would benefit the world.
• Liquidation: An example would be Blockbuster Video selling all of their merchandise before closing all
of their stores. This is an opportunity to pay creditors and investors a portion of what is owed before
dissolving.
• Bankruptcy: You may be asking yourself how bankruptcy is a strategy, but it is a potential strategy to
assist an organization restructure or dissolve itself. There are five varying types of bankruptcy in the
United States. The specific types are Chapter 7, Chapter 9, Chapter 11, Chapter 12, and Chapter 13.
The below chart outlines the different chapters of bankruptcy:
Bankruptcy Chapter Description
Chapter 7 All of the organization’s assets are wiped out in order to eliminate debt.
Chapter 9 Municipalities or incorporated areas that file this bankruptcy do not have to shut
down vital operations.
Chapter 11 This type allows for reorganization and a comeback. An example is an airline that
reorganized and comes back.
Chapter 12 This provides special relief to family farmers.
Chapter 13 Similar to Chapter 11, this provides relief to small businesses (David et al., 2020).
The specific chapter a company may choose would depend on its size and goals. For example, Kodak would
not file for Chapter 12 bankruptcy as it applies to family farms. The company must also consider whether or
not they want to dissolve the business or try and start fresh. However, in looking to start fresh, the company
must determine how it will reorganize itself to avoid future issues.
Strategy Analysis
The SWOT matrix is a tool to assist managers and leaders identify strategies within and outside their
organization. The strength, weakness, opportunity, and threat (SWOT) model has four strategies used to
evaluate and compare the organization related to its strength and weaknesses. This analysis is often used to
compare and contrast an organization against other competing organizations. The analysis is also used to
evaluate its internal operations to determine where improvements can be made. The chart below outlines the
functions of a SWOT matrix:
Strategy Description
SO: Strength-opportunity Evaluation of the organization’s internal strengths to identify external
opportunities
WO: Weakness-opportunities Improving internal weaknesses by taking advantage of external opportunities
ST: Strength-threats The reduction of external threats
WT: Weakness-threats Reducing internal weaknesses (David et al., 2020)
BUS 4302, Business Policy and Strategy 3
UNIT x STUDY GUIDE
Title
The SWOT matrix and strategy go hand-in-hand.
Reference
David, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach,
concepts and cases (17th ed.). Pearson. https://online.vitalsource.com/#/books/9780135203736
Suggested Unit Resources
In order to access the following resources, click the links below.
The chapter presentations below will provide you with additional information on this unit’s concepts.
Access the Chapter 5 Presentation.
Access the PDF version of the Chapter 5 Presentation.
Access the Chapter 6 Presentation.
Access the PDF version of the Chapter 6 Presentation.
**## BusinessPolicyandStrategyPHI4302_UnitIVJournal.docx**
2
**Unit IV Journal**
Imagine you are working for a company that has $1 million to spend on a new strategy and is considering market development versus product development. In this case, what determining factors do you believe would be most important to consider? What recommendations would you make to the CEO?
Your journal entry must be at least 200 words in length. No references or citations are necessary.
**## UnitIVStudyGuide.pdf**
BUS 4302, Business Policy and Strategy 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
2. Correlate the characteristics of vision and mission to business success.
2.3 Explain how growth fits into a firm’s strategy and mission statement.
4. Evaluate policy creation strategies.
4.1 Establish a new organizational structure/chart for a company.
4.2 Discuss a company’s short-term and long-term goals.
5. Examine the process of selecting an industry appropriate strategy.
5.1 Outline growth opportunities utilizing effective strategies.
Required Unit Resources
Chapter 5: Strategies in Action
Chapter 6: Strategy Analysis and Choice
Unit Lesson
Previously, we have discussed how to assess your internal and external factors. In this unit, we are going to
expand on that by discussing strategies.
Chapters 5 and 6 will really focus on past strategies that have been successful and effective. These will
include formulation and an introduction of the SWOT (strengths, weaknesses, opportunities, and threats)
analysis. This unit will also begin laying the framework for a successful strategic plan. The final project for this
course will build upon each section as we move forward in the term together.
Strategy Formulation
Every strategy also encompasses long-term and short-term objectives. We will begin with a discussion of
long-term objectives and how these impact the strategy. A long-term objective is defined as the results
expected from pursing specific strategies. These objectives generally take between two to five years to attain.
The objectives must be attainable and realistic for the organization to achieve. Common long-term objectives
include growth, profitability, earnings, and social responsibility. Each level within the organization can have
long-term objectives. This includes the levels of corporate (highest level), division (middle level), and function
(lowest level) within an organization. An example of a long-term oriented company could be your local taxi
company and its plans to remain competitive in the digital age. For example, taxis have interactive apps like
Curb, which allow riders to request a ride, split fares, and even receive a digital receipt. Companies like Uber
and Lift are now competing heavily with the taxi industry.
Financial Objectives
Financial objectives are similar to long-term objectives but are more specific to financial themes. Examples of
financial objectives include growth in revenues, profit margins, cash flow, and other financial considerations.
There is a delicate balance when considering financial objectives. An organization may create a short-term
objective that may be harmful or even detrimental to the organization in the long term. Let us use Kodak as an
example; their short-term objective led to their overall failure. Kodak has been around for several decades as
the lead photo developer. They produced an array of products to include the introduction of the digital
UNIT IV STUDY GUIDE
Strategy
BUS 4302, Business Policy and Strategy 2
UNIT x STUDY GUIDE
Title
camera. What Kodak failed to do was to ensure they remained technologically savvy with their digital camera
production and trademarks. Ultimately, the digital camera (their own creation) put them behind in the industry.
Because Kodak did not have the foresight to create a long-term (and financial) objective, they were not able
to remain relevant to consumers and ultimately lost market share.
Strategic Model
There are many different models that can be incorporated into an organization’s strategy. Most organizations
incorporate one strategy to achieve their goals and expected outcomes. A few examples of different types of
strategies include forward integration, market penetration, product development, and liquidation. Below are
examples of how these strategies could be applied:
• Forward integration: Think of Apple Pay, which would enable the customer to be validated and pay for
physical merchandise from a brick and mortar retailer via his or her phone.
• Market penetration: Coca-Cola personalized cans and bottles with individual names and catch
phrases, which has increased the popularity of the brand and are an example of this strategy. This
personalization has increased Coca-Cola’s bottom line and presence in the domestic and
international households.
• Product development: Think of a drug manufacturer creating a vaccine to prevent COVID-19. This
product would serve a specific purpose and, if successful, would benefit the world.
• Liquidation: An example would be Blockbuster Video selling all of their merchandise before closing all
of their stores. This is an opportunity to pay creditors and investors a portion of what is owed before
dissolving.
• Bankruptcy: You may be asking yourself how bankruptcy is a strategy, but it is a potential strategy to
assist an organization restructure or dissolve itself. There are five varying types of bankruptcy in the
United States. The specific types are Chapter 7, Chapter 9, Chapter 11, Chapter 12, and Chapter 13.
The below chart outlines the different chapters of bankruptcy:
Bankruptcy Chapter Description
Chapter 7 All of the organization’s assets are wiped out in order to eliminate debt.
Chapter 9 Municipalities or incorporated areas that file this bankruptcy do not have to shut
down vital operations.
Chapter 11 This type allows for reorganization and a comeback. An example is an airline that
reorganized and comes back.
Chapter 12 This provides special relief to family farmers.
Chapter 13 Similar to Chapter 11, this provides relief to small businesses (David et al., 2020).
The specific chapter a company may choose would depend on its size and goals. For example, Kodak would
not file for Chapter 12 bankruptcy as it applies to family farms. The company must also consider whether or
not they want to dissolve the business or try and start fresh. However, in looking to start fresh, the company
must determine how it will reorganize itself to avoid future issues.
Strategy Analysis
The SWOT matrix is a tool to assist managers and leaders identify strategies within and outside their
organization. The strength, weakness, opportunity, and threat (SWOT) model has four strategies used to
evaluate and compare the organization related to its strength and weaknesses. This analysis is often used to
compare and contrast an organization against other competing organizations. The analysis is also used to
evaluate its internal operations to determine where improvements can be made. The chart below outlines the
functions of a SWOT matrix:
Strategy Description
SO: Strength-opportunity Evaluation of the organization’s internal strengths to identify external
opportunities
WO: Weakness-opportunities Improving internal weaknesses by taking advantage of external opportunities
ST: Strength-threats The reduction of external threats
WT: Weakness-threats Reducing internal weaknesses (David et al., 2020)
BUS 4302, Business Policy and Strategy 3
UNIT x STUDY GUIDE
Title
The SWOT matrix and strategy go hand-in-hand.
Reference
David, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach,
concepts and cases (17th ed.). Pearson. https://online.vitalsource.com/#/books/9780135203736
Suggested Unit Resources
In order to access the following resources, click the links below.
The chapter presentations below will provide you with additional information on this unit’s concepts.
Access the Chapter 5 Presentation.
Access the PDF version of the Chapter 5 Presentation.
Access the Chapter 6 Presentation.
Access the PDF version of the Chapter 6 Presentation.