Step 1 Step 2 Step 3 Assess Need Conduct Choose for Strategic Situational Strategic Change. Analysis. Alternatives. Strengths . Avoid . Distinctive
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 sets forth a three-step

process for making a strategy. The last step is choosing strategic alternatives. Risk avoiding and risk-seeking strategies are presented; risk-avoiding and risk-seeking strategies are inherent in the corporate, industry and firm-level strategies presented towards the end of the chapter.

Think about an organization you work for, have worked for or one you patronize. What strategy(ies) do you see used at the organization?

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Step 1
Step 2
Step 3
Assess Need
Conduct
Choose
for Strategic
Situational
Strategic
Change.
Analysis.
Alternatives.
Strengths
. Avoid
. Distinctive
Risk-Avoiding
Competitive
Strategies
. Core
Capability
. Look for
Strategic
DZDMZ
Competence
Inertia.
Weaknesses
Dissonance
42m3201-<2m
Strategic
(Are strategic
Reference
actions
Points
consistent
with the
company's
strategic
intent? ).
DMXm
Opportunities
. Environmental
Scanning
. Strategic
Groups
. Shadow-
Risk-Seeking
Strategy
A
Task Force
Strategies
Threats

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