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CPM is used to compare the sample organization with other firms through their competitive profile. In this matrix we consider critical success factors including external and internal factors. Simply if you want to evaluate your firm with other competitive firms you will used CPM matrix.

You have to compare Ufone, Zong and Mobilink by creating CPM on certain critical success factors mentioned in table:

Critical success factor




Call and Sms packages rates




Coverage and connectivity




Customer Loyalty




Evaluate the strong rival



You don’t need to assign rating to these telecom companies. You just compare them on the basis of said factors. Evaluate a stronger competitor by providing logical answers.

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Replies to This Discussion

oye howy full english ati Numi bhai ko ,,,waow afterall you are 100% rat

Oh my God dude!! full on english  i like it 

Critical success factor 
Call and Sms packages rates 
Ufone Excellent 
Zong Good
Mobilink Poor, Mobilink sucks. 
They just want money, money, money.
They also have hidden charges and annoying spam.
Coverage and connectivity 
Ufone Good 
Zong Good
Mobilink Do I have to admit that it’s excellent. 
But who knows how their service is in the
It is not just the coverage that matters, but also the 
quality of coverage.
Customer Loyalty 
Ufone Excellent;
more people are buying Ufone sims, 
and their support staff is also great. 
Zong Good 
Mobilink Poor, people are not satisfied with this bull shit company.
I had 2 sims with platinum numbers, and I sold them.
Evaluate the strong rival 
Clearly Ufone is the best, Zong is second best, and Mobilink is the worst company that ever existed in Pakistan. They should just close down.

The Competitive Profile Matrix (CPM)
The Competitive Profile Matrix (CPM) identifies a firm's major competitors and their particular strengths and weaknesses in
relation to a sample firm's strategic position.
The weights and total weighted scores in both a CPM and EFE have the same meaning. However, the
factors in a CPM include both internal and external issues; therefore, the ratings refer to strengths and
weaknesses, where 4 5 major strength, 3 5 minor strength, 2 5 minor weakness, and 1 5 major weakness.
There are some important differences between the EFE and CPM. First of all, the critical success factors in
a CPM are broader; they do not include specific or factual data and even may focus on internal issues. The
critical success factors in a CPM also are not grouped into opportunities and threats as they are in an EFE.
In a CPM the ratings and total weighted scores for rival firms can be compared to the sample firm. This
comparative analysis provides important internal strategic information.
A sample Competitive Profile Matrix is provided in Table. In this example, advertising and global expansion
are the most important critical success factors, as indicated by a weight of 0.20. Avon's and L'Oreal's
product quality is superior, as evidenced by a rating of 4; L'Oreal's "financial position" is good, as indicated
by a rating of 3; Procter & Gamble is the weakest firm overall, as indicated by a total weighted score of 2.80.
A Competitive Profile Matrix
Advertising 0.20 1 0.20 4 0.80 3 0.60
Product Quality 0.10 4 0.40 4 0.40 3 0.30
Price Competitiveness 0.10 3 0.30 3 0.30 4 0.40
Management 0.10 4 0.40 3 0.30 3 0.30
Financial Position 0.15 4 0.60 3 0.45 3 0.45
Customer Loyalty 0.10 4 0.40 4 0.40 2 0.20
Global Expansion 0.20 4 0.80 2 0.40 2 0.40
Market Share 0.05 1 0.05 4 0.20 3 0.15
TOTAL 1.00 3.15 3.25 2.80
Note: (1) The ratings values are as follows: 1 = major weakness, 2 = minor weakness, 3 = minor strength, 4 =
major strength. (2) As indicated by the total weighted score of 2.8, Competitor 3 is weakest. (3) Only eight
critical success factors are included for simplicity; this is too few in actuality.
Other than the critical success factors listed in the example CPM, other factors often included in this
analysis include breadth of product line, effectiveness of sales distribution, proprietary or patent advantages,
location of facilities, production capacity and efficiency, experience, union relations, technological
advantages, and e-commerce expertise.
A word on interpretation: Just because one firm receives a 3.2 rating and another receives a 2.8 rating in a
Competitive Profile Matrix, it does not follow that the first firm is 20 percent better than the second.
Numbers reveal the relative strength of firms, but their implied precision is an illusion. Numbers are not
magic. The aim is not to arrive at a single number but rather to assimilate and evaluate information in a
meaningful way that aids in decision making.

+♦6^6 Faizan Raza ツ
 thnx sir for giving your precious idea.

faizan bahi total solution share kar dain plz gdb ki 

Subject: GDB
Respected Sir , 
means we just define as a customer that what is good for customer we say that this s good or this is not?
Post Your Comments
Other Students' Comments: 0

Instructor's Reply:

Dear student,

Compare Ufone, Zong and mobilink on the basis of certain factors mentioned in the table. For example some networks companies’ offers high call rates; while other offers low call rates. Similarly some have better connectivity than others.

Watch lecture no.11 to understand the concept of CPM.

Best Regards,
Instructor MGT603

Awesome yaar. Everything which seems so easy becomes very difficult here.

Friends, its so simple to understand. We just have to evaluate these companies on the bases of given CSFs. Then at the end have to select the strongest network with some logical reasoning which may be the same as already given by you for each network.

I use WARID. Mera kya baney gaaaaaaaa

bro whats about customer loyalty???

what we supposed to write in its ans??? 

I am done with mine. Alhamdulillah. 

plz share idea plz any one

ohh meri behno r bahiyo mgt603 ki GDB ka kuch hoha h to plz post kro yr..mjy kuch smj ni ah ri h is mai apnay prsonal experience se comnt deny h ya koi r..???

tu file upload kr du Haya


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