How To Determine Market Attractiveness Using The Simple Multi-attribute Rating Technique (SMART)

Abstract: The following document outlines how the Simple Multi-attribute Rating Technique enables the user to break down a complex issue such as ‘Market Attractiveness’ into lower level factors that can be weighted for importance and quantified. Summing the weighted scores provides a clear analysis of the most attractive opportunity to pursue. A more rigorous approach to SWOT, particularly the Opportunities and Threats element may also add value to the discussion and be incorporated into the analysis.

How To Determine Competitive Position Using The Simple Multi-attribute Rating Technique (SMART)

Abstract: The following document outlines how the Simple Multi-attribute Rating Technique enables the user to break down ‘Competitive Position’, a complex topic, into lower level issues that can be weighted for importance and quantified. Applying simple arithmetic provides a clear indication of the organisation’s Competitive Strengths and Weaknesses and what it needs to do in order to improve its position in the marketplace. Resulting data can be tabulated or graphed for best effect.

How To Create A Boston Matrix From First Principles And Correctly Interpret Its Contents

Abstract: The Boston Matrix remains one of the most widely used methods of portfolio analysis to survive into the 21st Century. Despite its popularity, few textbooks explain how the Boston Matrix can be prepared from first principles, or how it should be correctly interpreted. The following document addresses these issues, providing the user with a detailed explanation of the underlying theories and a worked example. ‘Health Warnings’ also clearly identify some of the clear limitations associated with the matrix.

How To Model The Strategic Aspect Of A Merger Or Acquisition

Abstract: The following document explains how to model the strategic aspect of a Merger or Acquisition. Conducing a full audit of the purchasing company and its target will illustrate where the two organisations are competitive, where they are complementary (so, where there could be ‘synergy’) and provide some estimates into the possible economic performance of the merged operation.