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98% isi file sy aya... just aik subject question or tha...

agr koi ye subjective file just kr ly or aik bar oper oper sy handout dekh ly..tu MCQ solve hoo jaye gy.... MCQ;s also this subjective file.... Past paper ki file sy i think 5 b MCQ's ni aye hoon gy..... but paper is very easy and very easy

remeber me in prayer

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98% isi file sy aya... just aik subject question or tha...

agr koi ye subjective file just kr ly or aik bar oper oper sy handout dekh ly..tu MCQ solve hoo jaye gy.... MCQ;s also this subjective file.... Past paper ki file sy i think 5 b MCQ's ni aye hoon gy..... but paper is very easy and very easy

remeber me in prayer

+ + Usman Attari + + gud keep it up & thanks for sharing 

Attention Related Final Term papers Spring 2013: All Fellows You don’t need to go at any other site for current Final Term papers Spring  2013, Because All discussed data/sharing of our members in this discussion are going from here to other sites. (Other sites Admins/mods Copy from here & posted at their sites with fake IDs or original name: p). you can judge this at other sites yourself. So don’t waste your precious time with different links.

Jazak Allah thnx Usman bhai

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Writes the difference between vision and mission statement and also tell how these are useful to make strategies? 5marks

Vision Statements

Many organizations today develop a "vision statement" which answers the question, what do we want to become? Developing a vision statement is often considered the first step in strategic planning, preceding even development of a mission statement. Many vision statements are a single sentence.

Mission Statements

Mission statements are "enduring statements of purpose that distinguish one business from other similar firms. A mission statement identifies the scope of a firm's operations in product and market terms. It addresses the basic question that faces all strategists: What is our business? A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization.


What are the steps to prepare SPACE matrix (STRATEGIC POSITION AND ACTION EVALUATION)?

The steps required to develop a SPACE Matrix are as follows:

1)      Select a set of variables to relating to financial strength, competitive advantage, environmental stability, and industry strength.

2)      Assign a numerical value ranging from +1 (worst) to +6 (best) to each of the variables that make up the financial strength and industry strength dimensions. Assign a numerical value ranging from -1 (best) to -6 (worst) to each of the variables that make up the environmental stability and competitive advantage dimensions.

3)      Compute an average score and dividing by the number of variables

4)      Plot the average scores in the SPACE Matrix.

5)      Add the two scores on the x-axis and plot the resultant point on X. Add the two scores on the yaxis and plot the resultant point on Y. Plot the intersection of the new xy point.

6)      Draw a directional vector from the origin of the SPACE Matrix through the new intersection point.

This vector reveals the type of strategies recommended for the organization: aggressive, competitive, defensive, or conservative.


In GRAND matrix what does the 1st quadrant show? 5 marks


  • Market development
  • Market penetration
  • Product development
  • Forward integration
  • Backward integration
  • Horizontal integration
  • Concentric diversification





Marketing penetration           5marks

Market penetration, market development, and product development are sometimes referred to as intensive strategies because they require intensive efforts to improve a firm's competitive position with existing products.

A market-penetration strategy seeks to increase market share for present products or services in present markets through greater marketing efforts. This strategy is widely used alone and in combination with other strategies. Market penetration includes increasing the number of salespersons, increasing advertising expenditures, offering extensive sales promotion items, or increasing publicity efforts.


Question No: ( Marks: 3 )

Auditors who perform audit can be divided into three groups? Identify and define each of them.

Auditing is defined by the American Accounting Association (AAA) as "a systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events to ascertain the degree of correspondence between those assertions and established criteria, and communicating the results to interested users." People who perform audits can be divided into three groups: independent auditors, government auditors, and internal auditors.

Independent auditors basically are certified public accountants (CPAs) who provide their services to organizations for a fee; they examine the financial statements of an organization to determine whether they have been prepared according to generally accepted accounting principles (GAAP) and whether they fairly represent the activities of the firm. Independent auditors use a set of standards called generally accepted auditing standards (GAAS). Public accounting firms often have a consulting arm that provides strategy-evaluation services.

Two government agencies—the General Accounting Office (GAO) and the Internal Revenue Service (IRS)—employ government auditors responsible for making sure that organizations comply with federal laws, statutes, and policies. GAO and IRS auditors can audit any public or private organization. The third group of auditors are employees within an organization who are responsible for safeguarding company assets, for assessing the efficiency of company operations, and for ensuring that generally accepted business procedures are practiced.


Question No: ( Marks: 5 )

Positioning is actually the way that a product is introduced to its market audience. What are the five steps required for effective product positioning?

The following steps are required in product positioning:

1. Select key criteria that effectively differentiate products or services in the industry.

2. Diagram a two-dimensional product-positioning map with specified criteria on each axis.

3. Plot major competitors' products or services in the resultant four-quadrant matrix.

4. Identify areas in the positioning map where the company's products or services could be most competitive in the given target market. Look for vacant areas (niches).

5. Develop a marketing plan to position the company's products or services appropriately.


Question No: ( Marks: 3 )

What is the significance of Production department in an organization?

Production department plays a crucial role for implementing organization strategy. Production concerned decisions on plant location, plant size, , product design, choice of equipment, size of inventory, inventory control, quality control, cost control, use of standards, shipping and packaging, and technological innovation, job specialization, employee training, equipment and resource utilization. All these factors place an important impact on success and failure of the strategy.


Question No: ( Marks: 3)

Discuss the activities that can help an organization to reduce cost.

Organizations invest in R&D because they believe that such investment will lead to superior product or

Services and give them competitive advantages. Research and development expenditures are directed at developing new products before competitors do, improving product quality, or improving

Manufacturing processes to reduce costs.

1. Development of new products before competition

2. Improving product quality

3. Improving manufacturing processes to reduce costs


Question No: ( Marks: 5 )

QSPM requires intuitive judgments and educated assumptions. Discuss. Page

(Quantitative Strategic Planning Matrix) QSPM. Strategists should use good intuitive judgment in selecting strategies to include in a QSPM. The last stage of strategy formulation is decision stage. In this stage it is decided that which way is most appropriate or which alternative strategy should be select. This stage contains QSPM that is only tool for objective evaluation of alternative strategies. A quantitative method used to collect data and prepare a matrix for strategic planning. It is based on identified internal and external crucial success factors.

That is only technique designed to determine the relative attractiveness of feasible alternative action. This technique objectively indicates which alternative strategies are best.

The QSPM uses input from Stage 1 analyses and matching results from Stage 2 analyses to decide objectively among alternative strategies. That is, the EFE Matrix, IFE Matrix, and Competitive Profile Matrix that make up Stage 1, coupled with the TOWS Matrix, SPACE Analysis, BCG Matrix, IE Matrix, and Grand Strategy Matrix that make up Stage 2, provide the needed information for setting up the QSPM (Stage 3). (page 110)


Question No: ( Marks: 5 )

Finance or accounting plays an important role in successful strategy implementation process. You are required to give some of the examples of finance/accounting decisions that may require policies.(page no 135)

Some examples of decisions that may require finance/accounting policies are:

1. To raise the amount of capital by issuing shares or obtaining a debt from external parties.

2. To enhance the inventory turn over level

3. To make or buy fixed assets.

4. To extend the time of accounts receivable.

5. To establish a certain percentage discount on accounts within a specified period of time.

6. To determine the amount of cash that should be kept on hand

7. To determine an appropriate dividend payout ratio.

8. To use LIFO, FIFO


Question No: ( Marks: 5 )

Explain the benefits and limitations of developing a Boston Consulting Group Matrix. (Page 104)

The Boston Matrix thus offers a very useful 'map' of the organization's product (or service) strengths and weaknesses (at least in terms of current profitability) as well as the likely cash flows.

The need which prompted this idea was, indeed, that of managing cash-flow. It was reasoned that one of the main indicators of cash generation was relative market share, and one which pointed to cash usage was that of market growth rate.


  1. Viewing every business as a star, cash cow, dog, or question mark is overly simplistic.
  2. Many businesses fall right in the middle of the BCG matrix and thus are not easily classified.
  3. The BCG matrix does not reflect whether or not various divisions or their industries are growing over time.
  4. Other variables besides relative market share position and industry growth rate in sales are important in making strategic decisions about various divisions.



Why vision and mission are different. Are both necessary for organizations? page 18

Some organization developed both mission statement and vision statement. Mission statement explains the current and present position and activities of a firm whereas mission statement explains the future objective and goals of the company.

The extent of manager and employee involvement in developing vision and mission statements can make a difference in business success. Each division should involve its own managers and employees in developing a vision and mission statement consistent with and supportive of the corporative mission.


1. Many organizations develop both vision and mission statements

2. Profit and vision are necessary to effectively motivate a workforce

3. Shared vision creates a commonality of interest


Question No: (Marks: 3 )

What do you understand by the term Product and what can be the possible considerations that you will take into account while making decisions regarding a product or service?

Product Decisions

The term "product" refers to tangible, physical products as well as services. Here are some examples of the product decisions to be made:

• Quality

• Safety

• Packaging

• Brand name

• Functionality

• Styling


Question No: ( Marks: 5 )

What is dual bonus system? Elaborate with the help of examples

A dual bonus system based on both annual objectives and long-term objectives is becoming common. The percentage of a manager's annual bonus attributable to short term versus long-term results should vary by hierarchical level in the organization. A chief executive officer's annual bonus could, for example, be determined on a 75 percent short-term and 25 percent long-term basis. It is important that bonuses not be based solely on short-term results because such a system ignores long-term company strategies and objectives.


Question No: ( Marks: 5 )

Discuss similarities and dissimilarities of restructuring and reengineering.

Restructuring and reengineering are becoming commonplace on the corporate landscape across the United States and Europe. Restructuring—also called downsizing, rightsizing, or delivering involves reducing the size of the firm in terms of number of employees, number of divisions or units, and number of hierarchical levels in the firm's organizational structure. This reduction in size is intended to improve both efficiency and effectiveness. Restructuring is concerned primarily with shareholder well-being rather than employee well-being. In contrast, reengineering is concerned more with employee and customer well-being than shareholder well-being. Reengineering—also called process management, process innovation, or process redesign—involves reconfiguring or redesigning work, jobs, and processes for the purpose of improving cost, quality, service, and speed. Reengineering does not usually affect the organizational structure or chart, nor does it imply job loss or employee layoffs. Whereas restructuring is concerned with eliminating or establishing, shrinking or enlarging, and moving organizational departments and divisions, the focus of reengineering is changing the way work is actually carried out. Reengineering is characterized by many tactical (short-term, business function-specific) decisions, whereas restructuring is characterized by strategic (long-term, affecting all business functions) decisions. (page 120)

Question no. (Marks 3)

What is the four ways of Divisional structure? Explain them?

The divisional structures are

1. A divisional structure by geographic area

2. The divisional structure by product

3. Divisional structure by customer

4. A divisional structure by process


Question no. (Marks 3)

Define contingency plans?

Contingency plans can be defined as alternative plans that can be put into effect if certain key events do not occur as expected. Only high-priority areas require the insurance of contingency plans. Strategists cannot and should not try to cover all bases by planning for all possible contingencies. But in any case, contingency plans should be as simple as possible.


Question no. (Marks 3)

What are the best strategy The firm falling in Quadrant IV of Grand Strategy Matrix?

Qurdant-4 contains that company’s strong competitive situation and slow market growth.

Finally, Quadrant IV businesses have a strong competitive position but are in a slow growth Industry. These firms have the strength to launch diversified programs into more promising growth areas. Quadrant IV firms have characteristically high cash flow levels and limited internal growth needs and often can pursue concentric, horizontal, or conglomerate diversification successfully. Quadrant IV firms also may pursue joint ventures


  • Concentric diversification
  • Horizontal diversification
  • Conglomerate diversification
  • Joint ventures


Question no. (Marks 3)

What is marketing mix? Name the factor components of marketing mix.

The term "marketing mix" became popularized after Neil H. Borden published his 1964 article, The Concept of the Marketing Mix. Borden began using the term in his teaching in the late 1940's after James Culliton had described the marketing manager as a "mixer of ingredients". The ingredients in Borden's marketing mix included product planning, pricing, branding, distribution channels, personal selling, advertising, Promotions, packaging, display, servicing, physical handling, and fact finding and analysis. E. Jerome McCarthy later grouped these ingredients into the four categories that today are known as the 4 P's of marketing

Marketing decisions generally fall into the following four controllable categories:

  • Product
  • Price
  • Place (distribution)
  • Promotion

Question no. (Marks 3)

What is the stock ownership of employees?

The responsibilities for human resource managers may include establishing and administering an employee stock ownership plan (ESOP), are corporations owned in whole or in part by their employees. Employees are usually given a share of the corporation after a certain length of employment or they can buy shares at any time. A corporation owned entirely by its employees (a worker cooperative) will not, therefore, have its shares sold on public stock markets. Employee-owned corporations often adopt profit sharing where the profits of the corporation are shared with the employees. These types of corporations also often have boards of directors elected directly by the employees.

Question no. (Marks 5)

Identify any five questions arises while developing a revised EFE matrix for, Reviewing the underlying bases of an organization's strategy.

While developing a revised EFE matrix for, reviewing the underlying bases of an organization's strategy response to key opportunities and threats. This analysis could also address such questions as the following:

• Why are some competitors' strategies more successful than others?

• How far can our major competitors be pushed before retaliating

• How could we more effectively cooperate with our competitors?

• How have competitors reacted to our strategies?

• How have competitors' strategies changed?

• Have major competitors' strengths and weaknesses changed

• Why are competitors making certain strategic changes?


Question no. (Marks 5)

What is the role of financial ratios in internal audit?

Financial ratio analysis exemplifies the complexity of relationships among the functional areas of business. A declining return on investment or profit margin ratio could be the result of ineffective marketing, poor management policies, research and development errors, or a weak computer information system. The effectiveness of strategy formulation, implementation, and evaluation activities hinges upon a clear understanding of how major business functions affect one another. For strategies to succeed, a coordinated effort among all the functional areas of business is needed.


Question no. (Marks 5)

Seymour Tilles acknowledged six qualitative questions that are practical in evaluating strategies. You are required to identify any five of them.

Seymour Tilles identified six qualitative questions that are useful in evaluating strategies:

  • Does the strategy have an appropriate time framework?
  • is the strategy workable
  • Is the strategy internally consistent?
  • Is the strategy consistent with the environment?
  • Is the strategy appropriate in view of available resources?
  • Does the strategy involve an acceptable degree of risk?


Question no. 62 (Marks 5)

What is the SMART criterion in annual objectives?


The objective should be realistic given the circumstances in which it is set and the resources available to the business.


Objectives should be relevant to the people responsible for achieving them

Time Bound

Objectives should be set with a time-frame in mind. These deadlines also need to be realistic


The objective should state exactly what is to be achieved.


An objective should be capable of measurement so that it is possible to determine whether (or how far) it has been achieved


Question no. (Marks 3)

What is a corporate-level objective?

These are objectives that concern the business or organization as a whole

Examples of “corporate objectives might include:

• We aim for a return on investment of at least 15%

• We aim to increase earnings per share by at least 10% every year for the foreseeable future


Functional Level Objective, explain and give two examples.      (3 Marks)

E.g. specific objectives for marketing activities

Examples of functional marketing objectives” might include:

  • We aim to build customer database of at least 250,000 households within the next 12 months
  • We aim to achieve a market share of 10%
  • We aim to achieve 75% customer awareness of our brand in our target markets

Both corporate and functional objectives need to conform to the commonly used SMART criteria.


Discuss the activities of the Value Chain                                              (3 Marks)

Primary activities (line functions)

  • Inbound Logistics.
  • Operations
  • Marketing and Sales
  • Outbound Logistics
  • Service

Support activities (Staff functions, overhead)

  • Procurement
  • Technology Development
  • Human Resource Management
  • Firm Infrastructure


A good mission statement is customer oriented, Discuss?           (3 Marks)

A good mission statement describes an organization's purpose, customers, products or services, markets, philosophy, and basic technology. According to Vern McGinnis, a mission statement should

  • Define what the organization is and what the organization aspires to be,
  • De limited enough to exclude some ventures and broad enough to allow for creative growth,
  • Distinguish a given organization from all others,
  • Serve as a framework for evaluating both current and prospective activities, and
  • Be stated in terms sufficiently clear to be widely understood throughout the organization


Discuss the quadrant II of the grand strategy Matrix and which strategy is best for the firms who lies in this quadrant? (5 Marks)

  • Market development
  • Market penetration
  • Product development
  • Horizontal integration
  • Divestiture
  • Liquidation

Quadrant 2contains that company’s having weak competitive situation and rapid market growth. Firms positioned in Quadrant II need to evaluate their present approach to the marketplace seriously. Although their industry is growing, they are unable to compete effectively, and they need to determine why the firm's current approach is ineffectual and how the company can best change to improve its competitiveness. Because Quadrant II firms are in a rapid-market-growth industry, an intensive strategy (as opposed to integrative or diversification) is usually the first option that should be considered.


Difference between of bargaining power of supplier and bargaining power of customer. (5 Marks)

Five forces -- the bargaining power of customers, the bargaining power of suppliers, the threat of new entrants, and the threat of substitute products -- combine with other variables to influence a fifth force, the level of competition in an industry. Each of these forces has several determinants: A graphical representation of Porters Five Forces

 The bargaining power of customers

  • buyer concentration to firm concentration ratio
  • bargaining leverage
  • buyer volume
  • buyer switching costs relative to firm switching costs
  • buyer information availability
  • ability to backward integrate
  • availability of existing substitute products
  • buyer price sensitivity
  • price of total purchase

 The bargaining power of suppliers

  • supplier switching costs relative to firm switching costs
  • degree of differentiation of inputs
  • presence of substitute inputs
  • supplier concentration to firm concentration ratio
  • threat of forward integration by suppliers relative to the threat of backward integration by firms
  • cost of inputs relative to selling price of the product
  • importance of volume to supplier


Discuss the at least five tools of strategy formulation framework (5 Marks)

Special tools you can use to assist you in formulating strategies include critical question analysis, SWOT analysis, business portfolio analysis, Porter's model for industry analysis, and resource-based model. These five strategy development tools are related but distinct. You should use the tool or combination of tools that is most appropriate for your organization and business environment.


Important strategy-formulation techniques can be integrated into a three-stage decision-making framework, as shown below. The tools presented in this framework are applicable to all sizes and types of organizations and can help strategists identify, evaluate, and select strategies.

Stage-1 (Formulation Framework)

1. External factor evaluation

2. Competitive matrix profile

3. Internal factor evaluation

Stage-2 (Matching stage)

1. TWOS Matrix (Threats-Opportunities-Weaknesses-Strengths)

2. SPACE Matrix (Strategic Position and Action Evaluation)

3. BCG Matrix (Boston Consulting Group)

4. IE Matrix (Internal and external)

5. GS Matrix (Grand Strategy)

Stage-3 (Decision stage)

1. QSPM (Quantitative Strategic Planning Matrix)


Marketing research 
Marketing research is the systematic gathering, recording, and analyzing of data about problems relating to the marketing of goods and services. Marketing research can uncover critical strengths and weaknesses, and marketing researchers employ numerous scales, instruments, procedures, concepts, and techniques to gather information. Marketing research activities support all of the major business functions of an organization.

Organizations that possess excellent marketing research skills have a definite strength in pursuing generic strategies




Quardant-3 in grand strategy matrix

  • Retrenchment
  • Concentric diversification
  • Horizontal diversification
  • Conglomerate diversification
  • Liquidation


Qurdant-3 contains that company’s weak competitive situation and slow market growth. The firms fall in this quadrant compete in slow-growth industries and have weak competitive positions. These firms must make some drastic changes quickly to avoid further demise and possible liquidation. Extensive cost and asset reduction (retrenchment) should be pursued first. An alternative strategy is to shift resources away from the current business into different areas. If all else fails, the final options for Quadrant III businesses are divestiture or liquidation.


Effectiveness of Performance pay plan
Pay for performance plans signal a movement away from entitlements. Pay will vary with some measure of individual, team or organizational performance.


Strategy evaluation includes three basic activities

  • Examining the underlying bases of a firm's strategy
  • Comparing expected results with actual results
  • Taking corrective actions to ensure that performance conforms to plans.


Define three approaches of net worth of the business.3

The first approach in evaluating the worth of a business is determining its net worth or stockholders' equity. Net worth represents the sum of common stock, additional paid-in capital, and retained earnings.

The second approach to measuring the value of a firm grows out of the belief that the worth of any business should be based largely on the future benefits its owners may derive through net profits.

The third approach, letting the market determine a business's worth, involves three methods.

Define three primary activities.                    3

  • Inbound Logistics. Includes receiving, storing, inventory control, transportation planning.
  • Operations. Includes machining, packaging, assembly, equipment maintenance, testing and all other value-creating activities that transform the inputs into the final product.
  • Outbound Logistics. The activities required to get the finished product at the customers: warehousing, order fulfillment, transportation, distribution management.
  • Marketing and Sales. The activities associated with getting buyers to purchase the product, including: channel selection, advertising, promotion, selling, pricing, retail management, etc.
  • Service. The activities that maintain and enhance the product's value, including: customer support, repair services, installation, training, spare parts management, upgrading, etc.


Difference b/w gain sharing and profit sharing with example 5
Gain sharing is a system of management used by a business to increase profitability by motivating employees to improve their performance through involvement and participation. As their performance improves, employees share financially in the gain (improvement).Gain sharing’s goal is to improve performance and eliminate waste (time, energy, and materials) by motivating employees to work smarter as a team rather than just working harder.

Profit sharing refers to various incentive plans introduced by businesses that provide direct or indirect payments to employees that depend on company's profitability in addition to employees' regular salary and bonuses. In publicly traded companies these plans typically amount to allocation of shares to employees.


Descries and three limitation QSPM? (3)

A limitation of the QSPM is that it can be only as good as the prerequisite information and matching analyses upon which it is based. Another limitation is that it requires good judgment in assigning attractiveness scores. Also, the sum total attractiveness scores can be really close such that a final decision is not clear. Like all analytical tools however, the QSPM should not dictate decisions but rather should be developed as input into the owner’s final decision.


Guideline for conducting the R&D internally or externally? (3)

Many firms wrestle with the decision to acquire R&D expertise from external firms or to develop R&D expertise internally. The following guidelines can be used to help make this decision:

  1. If the rate of technical progress is slow, the rate of market growth is moderate, and there are significant barriers to possible new entrants, then in-house R&D is the preferred solution. The reason is that R&D, if successful, will result in a temporary product or process monopoly that the company can exploit.
  2. If technology is changing rapidly and the market is growing slowly, then a major effort in R&D may be very risky, because it may lead to development of an ultimately obsolete technology or one for which there is no market.
  3. If technology is changing slowly but the market is growing fast, there generally is not enough time for in-house development. The prescribed approach is to obtain R&D expertise on an exclusive or nonexclusive basis from an outside firm.
  4. If both technical progress and market growth are fast, R&D expertise should be obtained through acquisition of a well-established firm in the industry.


Measuring the organization performance is an important strategy Evaluation activity. Explaining how this activity can be helpful in evaluation strategies? (5)

Strategy evaluation is the final stage in the strategic management process. Management desperately needs to know when particular strategies are not working well; strategy evaluation is the primary means for obtaining this information. All strategies are subject to future modification because external and internal forces are constantly changing.


What are strategies? Discuss the significant organization

Strategic planning within an organization provides the "how" to the organizational goal question: "What are we trying to achieve?" The nature of developing strategy implies that the organization has not only set some goals, but has a plan to accomplish those goals. Just as a disciplined Olympic athlete sets out to win a medal by developing an approach to a sport, committing to train, working on weak points, enhancing strengths, and finally, competing to win, strategic planning provides the discipline for an organization to reach its goals as well


Success today is no guarantee of success tomorrow describe? 

Content with Success—particularly if a firm is successful, individuals may feel there is no need to plan because things are fine as they stand. But success today does not guarantee success tomorrow


Compare the IE Matrix with BCG Matrix?

This is also an important matrix of matching stage of strategy formulation. This matrix already explains earlier. It relate to internal (IFE) and external factor evaluation (EFE). The findings form internal and external position and weighted score plot on it. It contains nine cells.

The Boston Consulting Group (BCG) is a management consulting firm founded by Harvard Business School alum Bruce Henderson in 1963. The growth-share matrix is a chart created by group in 1970 to help corporation analyze their business units or product lines, and decide where to allocate cash. It was popular for two decades, and is still used as an analytical tool.

To use the chart, corporate analysts would plot a scatter graph of their business units, ranking their relative market shares and the growth rates of their respective industries. This led to a categorization of four different types of businesses:

  • Cash Cows
  • Dogs
  • Question marks
  • Star


TWOS Matrix and explain examples SO & WO strategies?   

SO Strategies:

Every firm desires to obtain benefit form its resources such benefit can only be obtained if utilize its strength to take external opportunity. Resources (Assets) an important firm’s strength to get opportunity for external resources. For example the firm enjoying a good financial position which is strength for a firm and externally opportunity to expand business. The strong financial position provides an opportunity to expand the business. The matched strategy is known as SO strategy.

WO Strategies:

WO Strategies developed to match weakness with opportunities of the firm. WO strategy is very useful if the firm take advantage to external resources in order to overcome the weakness. For example the firm is in the critical financial problems that is weakness and firm is availing merger with Multinational Corporation.

ST Strategies

ST Strategies is an important strategy to overcome external threats. This does not mean that a strong organization should always meet threats in the external environment head-on. This strategy is adopted by various colleges by opening new branches in order to overcome competitive thereat. These threats also explain by the Porter in its competitive model.

WT Strategies

Every firm has a desire to overcome its weakness and reducing threats. This type of strategy helpful when weaknesses are removed to overcome external threats. It is difficult to target WT strategy. For example weak distribution network creating many problems for the firm if it strong many external threats can be removed.


Three major regions of IE Matrix? 

Divided into three major regions

  • Grow and build – Cells I, II, or IV
  • Hold and maintain – Cells III, V, or VII
  • Harvest or divest – Cells VI, VIII, or IX
welcume.... dua main yad rkhiye ga

Usman Bhai, thnkz app ne humaisha ki trhan pakka guess diya.........., So nice of dear...!!

usman bhai mera aj mgt603 ka papr tha jo buhoot acha howa ap ki hlp ki wja se,  thnx

please tell about objective question how much it is come from past and which file please tell me because my next is

Muhammad Mohsin Nawaz


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