IFE

Matrix
 What is the IFE
Matrix?
• Internal Factor Evaluation Matrix

• A summary step in conducting internal

strategic management audit.

• Summarizes and evaluates the major

strengths and weaknesses in the
functional areas of a business.
 Component
s
• Internal Factors – list of all strengths and
weaknesses
• Weights – Scale of 0 to 1
• Rating – Scale of 1 to 4
– Strengths – 4-major strength; 3- minor
strength
– Weaknesses – 1-major weakness; 2-minor
weakness
• Total Weighted Score
 Construction of IFE
Matrix
• Make a table. In the first column, list
down all the strengths and weaknesses.
• In the second column, assign weights to
each factor ranging from 0.0 (not
important) to 1 (most important).
• The sum of all weights must be equal to
1.
 Construction of IFE
Matrix
• In the third column, rate each factor
ranging from 1 to 4 (where: 1 = major
weakness, 2 = minor weakness, 3 = minor
strength, 4 = major strength.)
 Construction of IFE
Matrix
• In the fourth column, calculate weighted
score by multiplying each factor’s score
by its rating.

• Find the total weighted score by adding

the weighted scores for each variable.
Resource-Based
View
 What is
RBV?
• The resource-based view focuses
on internal resources, the
firm's
and weaknesses,
strengths in contrast to the
positional or environmental models of
competitive advantage which focuses
on opportunities and threats. (Barney,
1991)
 The Language of Resources and
Capabilities
 Resources
Inputs into a firm’s production process

 Capability
capacity of an integrated set of
resources to integratively perform a task
or activity
 Rents
A surplus of revenue over cost.

 Strategic Assets/Core Competencies

Resources and capabilities that can earn
rents.
 Types of
Resources
Tangible Resources – include all plant and
equipment, location, technology, raw
materials and machines
 Intangible Resources - include all
employees, training, experience,
intelligence, knowledge, skills, abilities
Organizational Resources - include firm
structure, planning processes, information
systems, trademarks, copyrights, databases.
Resources and capabilities lead to Competitive
Advantage when they are:

 Valuable allow the firm to exploit

opportunities or neutralize
threats in its external
environment.

 Rare possessed by few, if any,

current and potential
competitors
 Costly to imitate when other firms
either cannot
obtain them at a
much higher
cost

 Non-substitutable the firm must be

organized
appropriately to
obtain the full
benefits of the
resources in
order to realize a competitive
advantage
 Criteria for Sustainable Competitive
Advantage and Strategic
Implications
Porter’s
Competitive
Strategies
 Who is Michael
Porter?
• Described a category
scheme consisting of
three general types of
strategies that are
commonly used by
businesses to achieve
and maintain
competitive
advantage.
 Three Generic
Strategies
1. Cost Leadership
– a firm sets out to become the low cost
producer in its industry.
– Targets a broad market
• Competitive Advatages:
– by reducing production costs and therefore
increasing the amount of profit made on
each sale as the business believes that its
brand can command a premium price or
– by reducing production costs and passing on
the cost saving to customers in the hope that
it will increase sales and market share
Example:
• Southwest Airlines
– The airline industry has typically been an
industry where profits are hard to come by
without charging high ticket prices.
Southwest Airlines challenged this concept by
marketing itself as a cost leader.
Risk:
• other firms may be able to lower their
costs as well. As technology improves,
the competition may be able to leapfrog
the production capabilities, thus
eliminating the competitive advantage.
DIFFERENTIATION
– a firm seeks to be unique in its industry along
some dimensions that are widely valued by
buyers.
– It selects one or more attributes that many
buyers in an industry perceive as important,
and uniquely positions itself to meet those
needs.
Example:
• For the health and wellness section...

• PROCTOR AND GAMBLE

- Differentiation of health and hygiene
products bet Johnson and Johnson with
variants in product and price
sufficient though not leader in this
segment
Risk:
• The risks associated with a
differentiation strategy include imitation
by competitors and changes in customer
tastes.
FOCUS
– rests on the choice of a narrow competitive
scope within an industry. The focuser selects
a segment or group of segments in the
industry and tailors its strategy to serving
them to the exclusion of others.
 Two
Variants
FOCUSED COST LEADERSHIP

• In cost focus a firm seeks a cost

advantage in its target
segment
Example:
• VENDING MACHINES

-This strategy allows the firm to offer large

demand at very low prices and still remain
profitable.
FOCUSED DIFFERENTIATION
• differentiation focus a firm seeks
differentiation in its target segment.
Both variants of the focus strategy rest
on differences between a focuser's target
segment and other segments in the
industry.
Example:
• One example is Breezes Resorts, a
company that caters to couples without
children. The firm operates seven
tropical resorts where vacationers are
guaranteed that they will not be annoyed
by loud and disruptive children.
• Focus (Niche) Strategy
– Under a focus strategy a business focuses its
effort on one particular segment of the
market and aims to become well known for
providing products/services for
that segment.
 Key
Points:
• Cost leadership
– can benefit either by gaining market share
through lowering prices or by maintaining
average prices and therefore increasing
profits.
• DIFFERENTIATION STRATEGY
– win market strategy offering unique features
that are valued by their customers
• FOCUS STRATEGY
– involves achieving cist leadership of
differentiation within niche market in ways
that are not available to more focused
players.
 “STUCK IN THE MIDDLE”
(Best Cost Strategy)
– attempt to adopt all three strategies; cost
leadership, differentiation and niche (focus).
A business adopting all three strategies is
known as "stuck in the middle". They have no
clear business strategy and are attempting to
be everything to everyone.
 STEPS IN CHOOSING THE
RIGHT GENERIC
STRATEGY
1.) Carry out SWOT
Analysis 2.) Use Five
Forces Analysis
3.) Compare SWOT Analysis f the viable
strategic options with the results of your
five forces analysis
 References (IFE
•
Matrix):
https://managementmania.com/en/ife-matrix
• http://en.wikipedia.org/wiki/IFE_matrix
• http://www.soopertutorials.com/business/strategic-
management/478-how-to-develop-internal-factor-
evaluation-matrix-ife-matrix.html
• http://www.zeepedia.com/read.php?ife_matrix_the_interna
l_factor_evaluation_ife_matrix_internal_audit_strategic_ma
nagement&b=58&c=12
• http://www.maxi-
pedia.com/IFE+EFE+matrix+internal+factor+evaluation
• http://mba-lectures.com/management/strategic-
management/1097/ife-matrix-of-coca-cola-
company.html
 References
(RBV):
• http://en.wikipedia.org/wiki/Resource-

based_view
• https://www.boundless.com/manage
men t/strategic-management/internal-
analysis-inputs-to-strategy/resource-
based-view/
• http://www.businessdictionary.com/defi

nition/resource-based-view.html
 References
•
(Porter’s):
http://en.wikipedia.org/wiki/Porter's_generic_st
rategies
• http://www.mindtools.com/pages/article/newST
R_82.htm
• http://www.slideshare.net/dipalij07/porters-
generic-strategies-with-examples
• http://www.slideshare.net/dipalij07/porters-
generic-strategies-with-examples
• http://en.wikipedia.org/wiki/Michael_Porter
• https://www.boundless.com/manageme
nt/strate gic-management/internal-analysis-