Using the work you completed for Parts of your CLC group to inform your analysis for the following in a paper (500 words). Analyze the significance of these three matrices regardi
Using the work you completed for Parts of your CLC group to inform your analysis for the following in a paper (500 words).
- Analyze the significance of these three matrices regarding their relevance for strategic planning. Include a description of the key information for each of the three matrices.
- Discuss how the information from your analysis will influence your recommendations for strategy selection, planning, and implementation.
In preparation for the final submission of the assignment, without prematurely determining and formalizing strategic goals and objectives, begin thinking about possible strategies to capitalize and add value to the organization based on the analysis of this information.
GRAND
| GRAND | |
| 1 | If data is missing here, recheck the "Part I" page and read Step 3. |
| 2 | Highlight the entire matrix (not just the inside box), and then paste as paste special picture. |
| 3 | If you do not see your circle, either you did not enter in the corresponding information or it is also possible your bubble is behind another bubble if the axis information was close to the same. |
Return to Part I
/xl/drawings/drawing1.xml#'PART%20I'!B299Product development 4 2 1 Market penetration 3 2 1 Customer service 8 8 1 Brand Image 7 4 1 Distribution 9 9 1 Innovation 4 5 1
Quadrant II
Quadrant I
Quadrant III I
Quadrant IV
Rapid Market Growth
Slow Market Growth
Strong Competitive Position
Weak Competitive Position
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market development strategy; internationalize into China and Australia where data suggests they would be receptive to the brand |
market penetration strategy; increased marketing to increase market share within the US |
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Strengths |
Weight |
AS |
TAS |
AS |
TAS |
|
1 |
customer service |
0.08 |
2 |
0.16 |
4 |
0.32 |
|
2 |
chicken vs beef |
0.03 |
1 |
0.03 |
4 |
0.12 |
|
3 |
restaurant ambiance |
0.06 |
3 |
0.18 |
4 |
0.24 |
|
4 |
face to face ordering |
0.06 |
3 |
0.18 |
4 |
0.24 |
|
5 |
employee engagement |
0.07 |
4 |
0.28 |
2 |
0.14 |
|
6 |
marketing strategies |
0.04 |
1 |
0.04 |
4 |
0.16 |
|
7 |
community outreach |
0.04 |
4 |
0.16 |
3 |
0.12 |
|
8 |
internet presence |
0.04 |
3 |
0.12 |
4 |
0.16 |
|
9 |
collaborative culture |
0.06 |
3 |
0.18 |
4 |
0.24 |
|
10 |
yearly revenue growth |
0.04 |
3 |
0.12 |
4 |
0.16 |
|
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market development strategy; internationalize into China and Australia where data suggests they would be receptive to the brand |
market penetration strategy; increased marketing to increase market share within the US |
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Weaknesses |
Weight |
AS |
TAS |
AS |
TAS |
|
1 |
lack of global presence |
0.03 |
4 |
0.12 |
1 |
0.03 |
|
2 |
number of restaurants |
0.03 |
3 |
0.09 |
2 |
0.06 |
|
3 |
operational days (closed on Sundays) |
0.05 |
3 |
0.15 |
2 |
0.10 |
|
4 |
Franchising rules and regulations |
0.07 |
1 |
0.07 |
2 |
0.14 |
|
5 |
Sales performance in relation to political/ social concerns |
0.07 |
4 |
0.28 |
2 |
0.14 |
|
6 |
employee retention / candidate pool in relation to political / social concerns |
0.05 |
4 |
0.20 |
2 |
0.10 |
|
7 |
public image in light of activists |
0.07 |
4 |
0.28 |
2 |
0.14 |
|
8 |
higher prices in relation to other fast-food chains |
0.03 |
2 |
0.06 |
1 |
0.03 |
|
9 |
limited menu choices |
0.03 |
4 |
0.12 |
2 |
0.06 |
|
10 |
supply chain disruption |
0.05 |
1 |
0.05 |
2 |
0.10 |
|
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|
market development strategy; internationalize into China and Australia where data suggests they would be receptive to the brand |
market penetration strategy; increased marketing to increase market share within the US |
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Opportunities |
Weight |
AS |
TAS |
AS |
TAS |
|
1 |
political stance |
0.04 |
4 |
0.16 |
1 |
0.04 |
|
2 |
closed on Sundays |
0.03 |
4 |
0.12 |
3 |
0.09 |
|
3 |
strict franchising process |
0.03 |
2 |
0.06 |
4 |
0.12 |
|
4 |
product quality |
0.05 |
2 |
0.10 |
4 |
0.20 |
|
5 |
customer service |
0.06 |
3 |
0.18 |
4 |
0.24 |
|
6 |
community involvement |
0.05 |
3 |
0.15 |
4 |
0.20 |
|
7 |
employee engagement |
0.07 |
3 |
0.21 |
4 |
0.28 |
|
8 |
consistency across stores |
0.04 |
3 |
0.12 |
4 |
0.16 |
|
9 |
focus on area of excellence |
0.05 |
3 |
0.15 |
4 |
0.20 |
|
10 |
web presence (brand image) |
0.05 |
3 |
0.15 |
4 |
0.20 |
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