A matrix, a table and a bridge: structuring alternative formulation and the evaluation within the strategic positioning framework

Abstract

Between the processes of strategic analysis and strategic implementation, are the critical but unstructured tasks of strategic alternative development and evaluation. This paper structures the process of creating alternative business strategies from a Porterian approach to strategic management by bounding the available choice of business strategies in a selection matrix. Through the creation of this alternative selection matrix, sixteen categories of business strategy are defined. Two methods for developing alternative strategies among these bounded choices are detailed and discussed. A decision table is then offered as a means of evaluating among the potential strategic alternatives.