Expanding The Competitive Profile Matrix: Introducing The Production/Operations Management, Marketing, Human Resource Management, Finance/Accounting, Research And Development, And Information Systems Competitive Profile Matrices
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Keywords

Strategic Decision-Making
Performance Measurement
Competitive Profile Matrix
Internal Factor Evaluation Matrix
External Factor Evaluation Matrix
Internal-External Matrix
Strategic Decision-Making Tools

How to Cite

Capps, C., Cassidy, C., Gravois, R., & Warner, J. (2019). Expanding The Competitive Profile Matrix: Introducing The Production/Operations Management, Marketing, Human Resource Management, Finance/Accounting, Research And Development, And Information Systems Competitive Profile Matrices. Journal of Business Strategies, 36(1), 59–69. https://doi.org/10.54155/jbs.36.1.59-69

Abstract

Capps and Glissmeyer (2012) proposed an extension to the Internal Factor
Evaluation and External Factor Evaluation matrices that included an Internal
Competitive Profile Matrix and an External Competitive Profile Matrix, which use
a forced ranking that provides greater understanding of the internal and external
categories to which an organization must attend. Cassidy, Glissmeyer, and Capps
(2013) mapped an Internal-External (I-E) Matrix using traditional and extended
techniques to enable a greater comparative understanding of the relative strengths,
weaknesses, opportunities, and threats of respective companies in an analogous
Company Comparison Internal-External Matrix using horizontal analysis. This
matrix approach to strategic analysis and decision-making is presented in Fred
David’s Strategic Management, 16th edition (2016). A traditional Competitive Profile
Matrix (CPM) is a corporate-level analytic tool that uses critical success factors. This
paper offers a conceptual expansion of the CPM to include a Production/Operations
Management CPM, Marketing CPM, Human Resource Management CPM, Finance/
Accounting CPM, Research and Development CPM, and an Information Systems
CPM to provide additional strategic decision-making analytical tools. If analytical
thoroughness is a major goal, then expanding the CPM into the six functional
business areas should provide further depth of analysis and more in-depth insight. 

https://doi.org/10.54155/jbs.36.1.59-69
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