1.

SPACE Matrix Strategic Management Method

The SPACE matrix is a management tool used to analyze a company. It is used to determine
what type of a strategy a company should undertake.
The Strategic Position & ACtion Evaluation matrix or short a SPACE matrix is a strategic
management tool that focuses on strategy formulation especially as related to the competitive
position of an organization. The SPACE matrix can be used as a basis for other analyses, such
as the SWOT analysis, BCG matrix model, industry analysis, or assessing strategic alternatives
(IE matrix). It was developed by strategy academics Alan Rowe, Richard Mason, Karl Dickel,
Richard Mann and Robert Mockler.
To explain how the SPACE matrix works, it is best to reverse-engineer it. First, let's take a look
at what the outcome of a SPACE matrix analysis can be, take a look at the picture below. The
SPACE matrix is broken down to four quadrants where each quadrant suggests a different type
or a nature of a strategy:
 Aggressive
 Conservative
 Defensive
 Competitive
This is what a completed SPACE matrix looks like:

This particular SPACE matrix tells us that our company should pursue an aggressive strategy.
Our company has a strong competitive position it the market with rapid growth. It needs to use
its internal strengths to develop a market penetration and market development strategy. This
can include product development, integration with other companies, acquisition of competitors,
and so on.
Now, how do we get to the possible outcomes shown in the SPACE matrix? The SPACE Matrix
analysis functions upon two internal and two external strategic dimensions in order to determine
the organization's strategic posture in the industry. The SPACE matrix is based on four areas of
analysis.
Internal strategic dimensions:
 Financial strength (FS)
Competitive advantage (CA)
External strategic dimensions:
Environmental stability (ES)
Industry strength (IS)

Quadrant I Financial Stability and Industry Strength Aggressive

Quadrant II Financial Stability and Competitive Advantage Conservative
Quadrant III Competitive Advantage and Environmental Defensive
Stability
Quadrant IV Industry Strength and Environmental Stability Competitive

There are many SPACE matrix factors under the internal strategic dimension. These factors
analyze a business internal strategic position. The financial strength factors often come from
company accounting. These SPACE matrix factors can include for example return on
investment, leverage, turnover, liquidity, working capital, cash flow, and others. Competitive
advantage factors include for example the speed of innovation by the company, market niche
position, customer loyalty, product quality, market share, product life cycle, and others.
Every business is also affected by the environment in which it operates. SPACE matrix factors
related to business external strategic dimension are for example overall economic condition,
GDP growth, inflation, price elasticity, technology, barriers to entry, competitive pressures,
industry growth potential, and others. These factors can be well analyzed using the Michael
Porter's Five Forces model.
The SPACE matrix calculates the importance of each of these dimensions and places them on
a Cartesian graph with X and Y coordinates.
The following are a few model technical assumptions:
- By definition, the CA and IS values in the SPACE matrix are plotted on the X axis.
-CA values can range from -1 to -6.
- IS values can take +1 to +6.
-The FS and ES dimensions of the model are plotted on the Y axis.
-ES values can be between -1 and -6.
- FS values range from +1 to +6.
A very strong position in the SPACE matrix.
This diagram shows that the firm is in a very favorable position and is able to take an aggressive
growth strategy. It is operating in an attractive and stable industry and has major competitive
advantages backed up by significant financial strength.
Assessing the SPACE Analysis Scores
Each factor in the Strategic Position and Action Evaluation matrix can be quickly judged but
there are benefits for exploring each in detail.
There are a large number of factors that can be considered and each industry will have its own
key features which should be included in the detailed SPACE evaluation.
A few factors to be considered to give you a favor of what to include in your SPACE analysis are
listed below.
SPACE Analysis Factors for Financial Strength
 Return on Sales
 Return on Assets
 Cash Flow
 Gearing
 Working Capital Intensity
Financial Strength is scored 6 great to 1 poor in the SPACE Analysis Matrix.
SPACE Analysis Factors for Competitive Advantage
 Market Share
 Quality
 Customer Loyalty
 Cost Levels
 Product Range
Competitive advantage is scored -1 (minus 1) great to –6 (minus 6) poor.

SPACE Analysis Factors for Industry Attractiveness

  Growth Potential
 Life Cycle Stage
 Entry Barriers
 Customer Power
 Substitutes
Industry attractiveness is scored 6 great and 1 poor in the SPACE analysis matrix.
SPACE Analysis Factors for Environmental Stability
 Political Uncertainty
 Interest Rates
 Technology
 Cyclical
 Environmental Issues
Environmental stability is scored –1 (minus 1) great to –6 (minus 6) poor.
Scores switch between positive and negative so that the combined position can be assessed.
A firm operating with major competitive advantages in an unattractive industry will have a similar
net score (and profitability potential) to another firm with little competitive advantage in an
attractive industry.
Interpreting the SPACE Analysis Matrix Diagram
The arrow indicating the strategic thrust can be drawn from the origin by calculating the net
result on each axis and plotting this net position.

The alternative strategic thrusts in the SPACE matrix

The Aggressive posture in the SPACE Analysis Matrix occurs when all the dimensions are
positive. The implicit strategy is to aggressively grow the business raising the stakes for all
competitors. The main danger is complacency.
The Competitive posture arises when a firm has strong advantages in an attractive industry but
its financial strength is insufficient to compensate for environmental instability. The immediate
strategy is to improve its financial strength (raising capital, improving profitability, merging with a
cash rich parent) whilst maintaining its competitive position.
The Conservative posture arises when the firm is financially strong but is unlikely to make
significant returns from the business. The strategy is to look for diversification opportunities in
more attractive competitive situations.
The Defensive posture in the SPACE matrix occurs when all the dimensions are scored poorly.
Firms in this position are very weak and heading for failure unless the external environment
becomes more favorable. The firm will need to retreat from all but its strongest segments so that
it can concentrate its limited resources on a turn around.
___________________________________________________________________________

2. GRAND STRATEGY MATRIX (GSM)

Grand Strategy Matrix is one of important matrix of strategy formulation frame work. For
formulation of alternative strategies, it is popular tool. In Grand Strategy Matrix there are four
kinds of quadrants and an organization is placed in one of these four quadrants. In each
quadrant of the matrix there is set of strategies specified on the sequential order of
attractiveness that are considered by the organization. SWOT Analysis, PEST
Analysis, TOWS Matrix and grand strategy matrix all are adopted for same purpose of
promoting and establishing business in the market. Grand strategy matrix is the instrument for
creating alternative and different strategies for the organization. All companies and divisions can
be positioned in one of the Grand Strategy Matrix’s four strategy quadrants. The Grand
Strategy Matrix is based on two dimensions: competitive position and market growth. Data
needed for positioning SBUs in the matrix is derived from the portfolio analysis. This matrix
offers feasible strategies for a company to consider which are listed in sequential order of
attractiveness in each quadrant of the matrix.

First
Quadrant:

The first
quadrant of
Grand
Strategy
Matrix indicates that the organization has strong competitive position & there is rapid growth
rate in the market. The organization that lies in the first quadrant has the excellent strategic
position. The organization of the first quadrant should concentrate on the current market and
need to adopt the strategies of Market Development, New Product development & Market
Penetration.

Firms located in this quadrant are in excellent strategic position and they need to concentrate on
current markets and products. Concentration on current markets reveals the adoption of
strategies such as market penetration and market development and likewise concentration on
current products calls for adoption of product development strategy. These firms or divisions
should continue to ponder upon current competitive advantage and must avoid from losing the
focus from the competitive advantage gained over the time.

Second Quadrant:

The second quadrant highlights that the organization has weak competitive situation and there
is fast market growth. The organization that lies in the second quadrant should evaluate its
current strategy for the marketplace seriously. Although there is growing industry but the
organization is not able to compete effectively. The organization of second quadrant should find
out the reason that why its current strategies are not effective enough to make it competitive in
the market. Moreover the organization should also try to find out the best way of change that
can improve its effectiveness. It is fact that the market growth is fast in the industry so the
organization of the second quadrant should consider the intensive strategy as a first option.

The present market position of these firms must click in the minds of the management and they
need to weigh up the firms’ present market place critically. The opportunity lagging here is that
such firms are operating in a growing industry but the problem area is that they are competing
ineffectively. An in-depth analysis is necessary to identify the gray areas of incompetence and
the reasons behind such ineffectiveness. Moreover, adoption of counteractive measures is also
indispensable so that ability to compete effectively is strengthen and firm can find its space in
the more competitive environment.

Third Quadrant:

The third quadrant of the Grand Strategy Matrix specifies that the organization has the weak
competitive situation and the market growth rate is quite slow. The organization that lies in the
third quadrant competes in the industry of slow growth and holds weak competitive position. The
organization should seriously adopt certain drastic changes that can minimize further demise
and the resulting liquidation. It is better option for the organization that it should adopt extensive
asset & cost reduction. There is another suitable option that the organization should keep
resources away from the current declining business & put those resources into other diversified
areas. These firms are prone to further decline which may result possibly in liquidation. To avoid
such situations quadrant three firms needs introduce drastic changes in almost all the areas of
managing the company. The management has to change its philosophy and should necessarily
adopt new approaches of governing the firm. The management should be willing to incur some
extensive costs in the overall revamp of the organization.

Fourth Quadrant:
The fourth quadrant of highlights that the organization has strong competitive situation and the
market growth rate is slow. The organization that lies in the fourth quadrant has strong
competitive position but the industry in which the organization relates has slow growth. The
organization can have suitable option or initiate diversified programs into other growth areas.
The organization of fourth quadrant generates excessive cash while its internal needs are
limited and therefore it has potential to become involved in horizontal, conglomerate or
concentric diversification in a successful manner. Furthermore, joint ventures are also pursued
by the organizations of fourth quadrant. These firms have to quest for the promising growth
areas and to exploit the opportunities in the growing markets as they possess the strengths to
instigate diversified programs in growing industries.
Ideally quadrant four firms have limited requirements of funds for internal growth whereas they
enjoy the high cash flows due to the competitive position they are characterized for. Therefore,
these firms can often hunt for related or unrelated diversification fruitfully. Due to availability of
excessive funds quadrant IV firms can also pursue joint ventures.

Each quadrant contains a set of certain strategies which are discussed below.

Strategies of First Quadrant:

First quadrant contains the following strategies

 Market Development
 Product Development
 Market Penetration
 Backward Integration
 Forward Integration
 Horizontal Integration
 Concentric Diversification

Strategies of Second Quadrant:

Second Quadrant of the Grand Strategy Matrix includes the following set of strategies

 Market Development
 Product Development
 Market Penetration
 Horizontal Integration
 Liquidation
 Divestiture

Strategies of the Third Quadrant:

There are certain set of Marketing Strategies that are categorized in the third quadrant. These
strategies are listed below

 Horizontal Diversification
 Concentric Diversification
 Conglomerate diversification
 Retrenchment
  Liquidation

Strategies of the Fourth Quadrant:

 Horizontal Diversification
 Joint Ventures
 Concentric Diversification
 Conglomerate Diversification

Generally, strategies listed in the first quadrant of Grand Strategy Matrix are intended to
maintain a firm’s competitive edge and boost rapid growth, while the other three quadrants
represent appropriate actions to take to reach the best position, which is the first quadrant.
Increasing market share, expanding to new markets and creating new products are common
strategies.

A grand strategy matrix can help you plan a strategy for your small business. This matrix has
become the standard for businesses small and large. Develop a grand strategy matrix by
examining your ability to grow rapidly or slowly while evaluating your competitive strengths and
weaknesses.

Setting up Quadrants
You will have four quadrants for your grand strategy matrix. The first represents strategies for
maintaining rapid growth when you have a strong competitive position. The second offers rapid-
growth strategies when you have a weak competitive position. The third provides strategies that
relate to a weak competitive position and slow growth. The final quadrant lists strategies
appropriate to strong competitive attributes with slow market growth.

Purpose of Your Strategies

The strategies you list in the first quadrant should be those that will maintain your competitive
edge and help you continue to create rapid growth. The strategies in the other three quadrants
represent the actions you would take to get yourself into the best position, which is quadrant No.
1. You may list the same strategy in several quadrants, but some may appear in only a single
quadrant.

Suggestions for Strategies

Your strategies will be unique to your business, but some suggestions include “increasing
market share, finding new markets, developing new products, selling assets” and “selling the
business.” For example, if your analysis of your business shows you that you are in a weak
competitive position and are experiencing slow growth, you might list “selling assets” and
“liquidation” as ways to get out of your situation. If you find yourself in the quadrant with rapid
growth combined with a weak competitive position, you would list strategies to improve your
competitive abilities, such as “creating new products” and “finding new markets.” Strategies that
might appear in several quadrants can include items such as “forming joint ventures” and
“reducing costs.”

Utilizing Strategies
Your business may move through the four quadrants throughout its life. If you take the time to
develop your grand strategy matrix early in the formation of your business, you will be ready if
you find yourself losing your competitive edge or see growth slowing. Having a list of possible
strategies for each of the four conditions represented by the matrix will help you act quickly to
keep your business growing.

3. QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)

Quantitative Strategic Planning Matrix (QSPM) is a high-level strategic management
approach for evaluating possible strategies. Quantitative Strategic Planning Matrix or
a QSPM provides an analytical method for comparing feasible alternative actions.
It’s a strategic management tool used in the evaluation of strategic options and determination of
relative attractiveness of strategies. The QSPM technique determines which of the selected
strategic options is feasible, and it actually prioritizes these strategies. A basic tenet of the
QSPM is that firms need to systematically assess their external and internal environments,
conduct research, carefully evaluate the pros and cons of various alternatives, perform
analyses, and then decide upon a particular course of action.

The Quantitative Strategic Planning Matrix (QSPM) consists of three stages that are used in
the strategies formulation process. The first step is to define key strategic factors. Then, once
this has been determined, a SWOT analysis, or other similar form of analysis, is performed to
objectively weigh the pros and cons of each strategic factor in numerical form. Finally, based on
the information found in the analysis, a decision is made on which strategy would be best to
pursue. The quantitative strategic planning matrix is useful since it allows strategists examine
various strategies according to the established external and internal critical success factors.

Left column of a Quantitative Strategic Planning Matrix (QSPM) consists of key external and
internal factors (from Stage 1), and the top row consists of feasible alternative strategies (from
Stage 2). Specifically, the left column of a QSPM consists of information obtained directly from
the EFE Matrix and IFE Matrix. In a column adjacent to the critical success factors, the
respective weights received by each factor in the EFE Matrix and the IFE Matrix are recorded.
The top row of a QSPM consists of alternative strategies derived from the TOWS
Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and Grand Strategy Matrix. These matching tools
usually generate similar feasible alternatives. However, not every strategy suggested by the
matching techniques has to be evaluated in a QSPM. Strategists should use good intuitive
judgment in selecting strategies to include in a QSPM.

Conceptually, the Quantitative Strategic Planning Matrix (QSPM) determines the relative
attractiveness of various strategies based on the extent to which key external and internal
critical success factors are capitalized upon or improved. The relative attractiveness of each
strategy within a set of alternatives is computed by determining the cumulative impact of each
external and internal critical success factor. Any number of sets of alternative strategies can be
included in the QSPM, and any number of strategies can make up a given set, but only
 strategies within a given set are evaluated relative to each other. For example, one set of
strategies include concentric, horizontal, and conglomerate diversification, whereas another set
may include issuing stock and selling a division to raise needed capital.

The ultimate goal of the QSPM method is to pick the right strategy to move forward with based
on the information available at hand. If you would like to construct your own QSPM in order to
make a sound decision on a given problem, consider following the steps below.
The six steps required to develop a Quantitative Strategic Planning Matrix (QSPM) are
discussed below.

1. Make a list of the firm’s key external opportunities/threats and internal strengths/weaknesses in
the left column of the QSPM. This information should be taken directly from the EFE Matrix and
IFE Matrix. A minimum of 10 external critical success factors and 10 internal critical success
factors should be included in the QSPM.
2. Assign weights to each key external and internal factor. These weights are identical to those in
the EFE Matrix and the IFE Matrix. The weights are presented in a straight column just to the
right of the external and internal critical success factors.
3. Examine the Stage 2 (matching) matrices and identify alternative Strategies that the
organization should consider implementing. Record these strategies in the top row of the
QSPM. Group the strategies into mutually exclusive sets if possible.
4. Determine the Attractiveness Scores (AS), defined as numerical values that indicate the relative
attractiveness of each strategy in a given set of alternatives. Attractiveness Scores are
determined by examining each key external or internal factor, one at a time, and asking the
question, “Does this factor affect the choice strategies being made?” If the answer to this
question is yes, then the strategy should be compared relative to that key factor. Specifically,
Attractiveness Scores should be assigned to each strategy to indicate the relative attractiveness
of one strategy over others, considering the particular factor. The range for Attractiveness
Scores is I = not attractive, 2 = somewhat attractive, 3 = reasonably attractive, and 4 = highly
attractive. If the answer to the above question is no, indicating that the respective key factor has
no effect upon the specific choice being made, then do not assign Attractiveness Scores to the
strategies in that set. Use a dash to indicate that the key factor does not affect the choice being
made. Note: If you assign an AS score to one strategy, then assign AS score(s) to the other. In
other words, if one strategy receives a dash, then all others must receive a dash in a given row.
5. Compute the Total Attractiveness Scores. Total Attractiveness Scores are defined as the
product of multiplying the weights (Step 2) by the Attractiveness Scores (Step 4) in each row.
The Total Attractiveness Scores indicate the relative attractiveness of each alternative strategy,
considering only the impact of the adjacent external or internal critical success factor. The
higher the Total Attractiveness Score, the more attractive the strategic alternative (considering
only the adjacent critical success factor).
6. Compute the Sum Total Attractiveness Score. Add Total Attractiveness Scores in each strategy
column of the QSPM. The Sum Total Attractiveness Scores reveal which strategy is most
attractive in each set of alternatives. Higher scores indicate more attractive strategies,
considering all the relevant external and internal factors that could affect the strategic decisions.
The magnitude of the difference between the Sum Total Attractiveness Scores in a given set of
strategic alternatives indicate the relative desirability of one strategy over another.

The best alternative strategies are objectively indicated by this technique. The alternative
strategies are objectively evaluated by using the inputs from the analysis of stage 1 & matching
results from analysis of stage 2. In fact QSPM matrix is considered as the stage 3 while stage 1
includes the Internal Factor Evaluation Matrix, External Factor Evaluation
Matrix &Competitive Profile Matrix and stage 2 includes SPACE Matrix, TOWS Matrix, SWOT
Analysis, Internal External Matrix, BCG Matrixand Grand Strategy Matrix. All the required
data ids obtained from these two stages.

QSPM Matrix – Preparation

There is a complete procedure of preparing QSPM matrix. First of all there are certain key
external and internal factors. Strengths & weaknesses are included in the internal factor
category while opportunities & threats are included in the external factor category. It is identical
to old IFE & EFE in which all factors are given certain weight. The importance given to external
& internal factors is specified through assigned weight. The sum of all the weights should be
equal to

 When the weights are assigned to all the factors then the next step is to make analysis
of the matrices of stage
 In order to point out the alternative strategies that should be implemented. The
alternative strategies identified from the SPACE Matrix, TOWS, IE Matrix, BCG Matrix
and Grand Strategy Matrix is listed in the top row of Quantitative Strategic Planning
Matrix (QSPM).

Similar feasible alternatives are generated by these matching tools. However it is not necessary
to evaluate every suggested alternative strategy by the matching techniques in a QSPM matrix.
Sound intuitive judgments of the strategists are required in selecting the strategies to be
included in the QSPM Matrix. When each strategy is assigned by certain weight then the
attractiveness score of each strategy is determined & after that total attractiveness score is also
ascertained. That strategy is most feasible that has highest total attractiveness score.

Steps in Preparation of Quantitative Strategic Planning Matrix

Following are some of the steps of preparation of QSPM matrix.

1. In the left column of the Quantitative Strategic Planning Matrix (QSPM)

2. In the left column of the Quantitative Strategic Planning Matrix (QSPM) key external
opportunities & threats & internal strengths & weaknesses are listed
3. Each key internal & external factor has assigned by certain weight
4. The matching matrices stage 2 is examined so that alternative strategies are identified in
order to consider the implementing decision.
5. The Attractiveness Scores (AS) are determined
6. The Total Attractiveness Scores are computed
7. The Sum Total Attractiveness Score is computed

Limitations:

Following are some of the limitations of the Quantitative Strategic Planning Matrix (QSPM)

1. Intuitive judgments & educated assumptions are required.

2. The effectiveness of the QSPM depends on the prerequisite inputs from previous stages
3. Only those strategies are evaluated that are related to one another in a given set

Advantages of QSPM Matrix:

Following are some of the advantages of the QSPM matrix.

1. Consideration of set of strategies is made in a sequential or simultaneous manner

2. The relevant internal & external factors are integrated in the decision making process.

Strategic planning is something that takes place in all organizations. In fact, it could be said that
strategic planning and decision making takes place every single day. Every choice that comes
across the desk of a manager or owner is strategic in nature, as even small choices are going to
impact the future of the organization in some manner. As the leader of an organization, it is
critical that you make quality, logical decisions on a daily basis.

Some of
the

decisions you make are going to be based on little more than a ‘gut’ feeling. However, trusting
your gut instinct isn’t always enough, as you will sometimes want to have numbers behind the
choices you make. When that is the case, the Quantitative Strategic Planning Matrix – or QSPM
– is a helpful tool. When you know how to use this tool effectively, it can provide you with some
justification for the choices you make.
The ultimate goal of the QSPM method is to pick the right strategy to move forward with based
on the information available at hand. If you would like to construct your own QSPM in order to
make a sound decision on a given problem, consider following the steps below.

1 – Internal Factors
To get started on the process of constructing a QSPM, you are first going to develop a list of
strengths and weaknesses from within your organization. What is it that you have within your
organization which puts you in a position of advantage? What is it that you feel you are missing?
Filling out a few points under both the strengths and weaknesses category will give you a great
start to your matrix. Remember, as this point, you are only dealing with considerations inside of
your organization. Both the strengths and weaknesses which you identify should be listed down
the left side of a piece of paper – or down the left side of a computer spreadsheet.

2 – External Factors
In much the same way, you are now going to look outside your organization for opportunities
and threats which exist in the market. Possible opportunities include a new market which is
expanding, or the struggles of a competitor. On the other hand, threats can include strong
competition or decreasing market prices. The external factors you identify should be listed
further down the left side of your paper or spreadsheet.

3 – Strategy Alternatives
With all of your strengths, weaknesses, opportunities, and threats identified, it is now time to get
into the process of outlining strategies. These are the strategies that you are going to be
choosing from, with the help of the completed matrix. All of the strategies you wish to consider
should be listed across the top of your matrix. You will obviously need to have at least two
options in play, but you can have many more than that if you so choose. Under each strategy
option, you will need to have room for three columns – a weight, an ‘attractiveness score’, and a
total.

4 – Weighting the Factors

For each internal and external factor which you have included in your matrix, you will need to
assign a weight. The weights are going to assign a perceived importance to each of the factors,
so you will need to take time to think through how much influence each factor is expected to
have in practical application. The weights of your internal factors should add up to 100%, as
should the weights from your external factors. Expect to spend a bit of time on this step until you
are happy with the weighting distribution you have established. When finished, you should have
weights under each of your proposed strategy alternatives. Since different strategies are going
to place different importance on your various factors, it makes sense to have unique weights for
each alternative.

5 – Attractiveness Scores
Just as you did with the weights, you are now going to assign attractiveness scores for each
factor, both internal and external. These scores are going to be on a scale from 1 to 4, where a
1 is equal to not attractive and a 4 is equal to highly attractive. If the factor in question will have
no effect on the choice you are making, you can rate the attractiveness score as a zero. Go
through the entire matrix you have created until all of your factors have both a weight and an
attractiveness score.

6 – Do the Math
To finish up the QSPM process, you are going to do the math required to settle on final scores
for all of your alternatives. This math is quite simple – you are going to multiply the weight by the
attractiveness score, and you are then going to add those scores up within each column. With
your math complete, you can now compare the totals for each alternative which was included in
the matrix. The highest total score should be seen as the best overall option.

Obviously, any tool like the QSPM is only going to be as good as the information which is put
into the system. If you don’t take the time necessary to develop accurate weights and
attractiveness scores, you won’t be able to place much faith in the final outcome of the process.
To get the most from QSPM, you have to take each step along the way seriously. Only then will
you be able to base important decisions on the outcome of this analysis.

Using QSPM is not always going to be necessary, but it is a handy tool when you have a
number of options in front of you to consider. Specifically, this matrix method is ideal when you
are making a rather important decision and you wish to go on something other than ‘gut’ instinct.
Since the QSPM system will give you scores to look at in the end, it may be just what you need
to have greater confidence in your choices.

SOURCES: https://mba-tutorials.com/grand-strategy-matrix/2/
http://www.businessstudynotes.com/finance/discuss-grand-strategy-matrix-dimensions-detail/
https://www.mbaknol.com/strategic-management/quantitative-strategic-planning-matrix-qspm/
http://www.free-management-ebooks.com/news/quantitative-strategic-planning-matrix/
http://www.differentiateyourbusiness.co.uk/space-analysis-strategic-position-and-action-
evaluation-matrix
http://www.maxi-pedia.com/quantitative+strategic+planning+matrix+QPSM

CONCLUSION