Group Members

SADIA JAMIL
HINA ILYAS

ROLL#57
ROLL#60

NIDA YOUNAS ROLL# 91 IRUM BATOOL ROLL#100

Strategic management process

consists of three stages:

Strategy formulation Strategy Implementation Strategy evaluation

Strategic Management Model

Figure . Comprehensive Strategic-Management Model

External Audit

Vision & Mission

Long-Term Objectives

Generate, Evaluate, Select Strategies

Implement Strategies: Mgmt Issues

Implement Strategies: Marketing, Fin/Acct, R&D, CIS

Measure & Evaluate Performance

Internal Audit

Company profile

Express News is an Urdu language Pakistani television news channel launched on January 1, 2008. It is owned by Lakson Group and run by the country's third largest Urdu daily, Daily Express Express News has become the second most-watched news channel after Geo News

Mission Statement
TO CAPTURE EVERY POSSIBLE NEWS

Vision Statement

Enlightening the people to create the future they desire

Objective
Our objective is to facilitate people by providing solution over current issues. Regarding to politics, international affairs and others. We are totally working for the welfare of people

Discriminatory Factors
People: young, passionate staff Programming composition: an absolute 24/7 LIVE news channel: more news, less views Follow-up: inform, examine, interact

Technology: unprecedented investment in field and studio technology. Largest studio facilities in South Asia and Middle East.

EXTERNAL ASSESSMENT

OPPORTUNITIES

Almost 60% of the people watch TV. Express has the opportunity to make people aware of their channels to get more sponsorship.

Opportunity for fast market growth

To offer more range of programs on hot issues like education and unemployment Launch a music/sports channel Give more exclusive news to increase TRP

THREATS

Geo and ARY ONE WORLD are the big threats to Express Rising equity of other channels like DIN, WAQT may harm the Express Flop of Express 24/7 can also be a possible threat Employee turnover

Local religious groups may object to the content of the

programs and news

External Assessment Process

Porters five forces model External factor evaluation Competitive profile matrix

Porters five forces model

External factor evaluation(EFE)

List key external factors Assign to each factor a weight that ranges from 0.0 (not important)

to 1.0 (very important)

Assign a rating between 1 and 4 to each key external factor where 4=the response is superior, 3= the response is above average, 2= the

response is average and the 1= the response is poor.

Multiply each factors weight by its rating Sum the weighted score for each variable to determine the total

External factor evaluation(EFE)

Key external factors
Opportunities
Almost 60% of the people watch TV. Express has the opportunity to make people aware of their channels to get more sponsorship. Opportunity for fast market growth To offer more range of programs on hot education and unemployment Launch a music/sports channel Give more exclusive news to increase TRP 0.10 0.05 0.15 2 2 3 0.2 0.1 0.45 issues like 0.10 0.05 2 1 0.2 0.05

Weight Rating Weighted Score

0.20 3 0.6

Threats
Geo and ARY ONE WORLD are the big threats to Express Rising equity of other channels like DIN, WAQT may harm the Express Flop of Express 24/7 can also be a possible threat Employee turnover Local religious groups may object to the content of the programs and news

0.10 0.10 0.10 0.05

3 2 2 2

0.3 0.2 0.2 0.1

Total

1.00

2.4

Company profile Matrix(CPM)

The competitive profile matrix (CPM) identifies firms major competitors and its particular strengths and weaknesses in relation to a sample firms strategic position. Critical success factors in a CPM include both internal and external issues The rating refers to strengths and weaknesses, where 4= major strength, 3= minor strength, 2= minor weakness, and 1= major weakness.

Company profile Matrix

GEO TV CSFs Advertising Content quality Management Financial Position Global Expansion Competitiveness Market Share Weight 0.20 0.10 0.10 0.15 0.10 0.20 0.15 Rating 2 4 3 4 4 4 4 Score 0.4 0.4 0.3 0.6 0.4 0.8 0.6 ARYONE WORLD Rating 4 3 3 3 2 3 3 Score 0.8 0.3 0.3 0.45 0.2 0.6 0.45 Express Channel Rating 3 2 2 3 3 2 4 Score 0.6 0.2 0.2 0.45 0.3 0.4 0.6

Total

1.00

3.5

3.1

2.75

INTERNAL ASSESSMENT

Hierarchy of Expresss

CEO SULTAN ALI LAKHANI

EXECUTIVE DIRECTOR BILAL ALI LAKHANI

GENERAL MANAGER HR SAQUIB NOOR

DIRECTOR PROGRAMMING MAZHAR ABBAS

DIRECTOR FINANCE AMOS NADEEM

DIRECTOR MARKETING & SALES IMRAN ANSARI

DIRECTOR NEWS ALTAF HUSSAIN

DIRECTOR TECHNICAL DEPT GHULAM NABI BALOCH

HEAD OF PRODUCT DEVELOPMENT SAYED RAFFAY

STRENGTHS

Latest technology Controlled head count Very less organizational politics Large network Financial resources

WEAKNESSES
Skimming pricing strategy for advertisements No separate building for channel and newspaper No organizational development work done Inadequate DSNG vans No website

Internal Assessment Process

Internal factors Resource Based View

Internal factors evaluation(IFE)

The Resource based view

Internal resources are more important than external factors for Express to achieve competitive edge over other channels. Management

Marketing
Finance/Accounting Internal and external R&D Management Information System

Departments at Express
News Dept Entertainment Dept Infotainment Dept Product Development Dept Operations Dept

Marketing Dept
R&D Dept Fashion Design Dept

HR dept
Technical Dept Finance Dept Sales Dept

Game Show Dept

Creative Dept IT Dept Transmission Dept

Internal factors evaluation(IFE)

List key internal factors Assign the weights that range from 0.0 (not important) to 1.0 (all important) to each factor. Assign a 1 to 4 rating to each factor ,major weakness (rating=1), a minor weakness(rating=2), a minor strength (rating=3), or a major strength(rating=4) Multiply each factors weight by its rating Sum the weighted scores for each variable to determine the total weighted score

Internal factors evaluation(IFE)

Key internal factors Weight Rating Weighted Score Strengths Latest technology Controlled head count Very less organizational politics Large network Financial resources 0.10 0.15 0.05 0.10 0.10 3 3 1 3 2 0.3 0.45 0.05 0.3 0.2

Weaknesses Skimming pricing strategy for advertisements No separate building for channel and newspaper No organizational development work done Inadequate DSNG vans No website 0.15 0.10 0.05 0.05 0.15 3 2 3 2 2 0.45 0.2 0.15 0.1 0.3

Total

1.00

2.5

Strategies

Forward integration

Backward integration
Horizontal integration Market penetration Market development Product development

Related diversification
Unrelated diversification

STRATEGY ANALYSIS AND CHOICE AT EXPRESS

Input Stage
Strategy-Formulation Analytical Framework
Internal Factor Evaluation Matrix (IFE)

Stage 1: The Input Stage

External Factor Evaluation Matrix (EFE)

Competitive Profile Matrix (CPM)

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Matching Stage
Strategy-Formulation Analytical Framework

SWOT Matrix

SPACE Matrix

Stage 2: The Matching Stage

BCG Matrix

IE Matrix

Grand Strategy Matrix

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

SWOT Matrix
List the firms key external opportunities. List the firms key External threats. List the firms key internal strengths. List the firms key internal weaknesses. Match internal strength with external opportunities, and record the resultant SO strategies in the appropriate cell. Match internal Weaknesses with external Opportunities, and record the resultant WO strategies. Match internal strengths with external threats, and record the resultant ST strategies. Match internal weakness with external threats, and record the resultant WT strategies.

Strengths
Latest technology Controlled head count Very less organizational politics Large network Financial resources

Weaknesses
Skimming pricing strategy for advertisements No separate building for channel and newspaper No organizational development work done Inadequate DSNG vans No webiste

Opportunities
Almost 60% of the people watch TV. Express has the opportunity to make people aware of their channels to get more sponsorship. Opportunity for fast market growth To offer more range of programs on hot issues like education and unemployment Launch a music/sports channel Give more exclusive news to increase TRP

SO strategies
Start a new program on issues related to graduates who are jobless(S4,O3)

WO strategies
Purchase a new separate office for Channel(W2,O2)

Threats
Geo TV and ARY ONE WORLD are the big threats to Express Rising equity of other channels like DIN, WAQT may harm the Express Flop of Express 24/7 can also be a possible threat Employee turnover Local religious groups may object to the content of the programs and news

ST strategies
Training on Organizational behavior(S3,T4)

WT strategies
Purchase new DSNG vans and a Website(W4,W5,T1)

BCG Matrix

Decision Stage

Strategy-Formulation Analytical Framework

Stage 3: The Decision Stage

Quantitative Strategic Planning Matrix (QSPM)

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

QSPM
Step 1- Make a list of the firms key external opportunities/threats and internal strengths/weaknesses in the left column of the QSPM. Step 2- Assign weights to each key external and internal factor Step3- Examine the stage 2 matrices, and identify alternative strategies that the organization should consider implementing

Step 4- Determine the attractiveness Scores

Step 5-Compute the Total Attractiveness Scores Step 6- Compute the Sum Total Attractiveness Scores

QSPM
Key factors Opportunities Almost 60% of the people watch TV. Express has the opportunity to make people aware of their channels to get more sponsorship. Opportunity for fast market growth To offer more range of programs on hot issues like education and unemployment Launch a music/sports channel Give more exclusive news to increase TRP Threats Geo and ARY ONE WORLD are the big threats to Express Rising equity of other channels like DIN, WAQT may harm the Express Flop of Express 24/7 can also be a possible threat Employee turnover Local religious groups may object to the content of the programs and news Strengths Latest technology Controlled head count Very less organizational politics Large network Financial resources STRATEGIC ALTERNATIVES Horizontal Integration Weight AS TAS 0.20 0.10 0.05 0.10 0.05 3 4 3 3 0.3 0.2 0.3 0.15 Market Development AS TAS 4 2 4 3 0.4 0.1 0.4 0.15

0.15 0.10 0.10 0.10 0.05 total: 1.00 0.10 0.15 0.05 0.10 0.10

3 3 2 2

0.45 0.3 0.2 0.1

2 3 1 2

0.3 0.3 0.1 0.1

Weaknesses Skimming pricing strategy for advertisements No separate building for channel and newspaper No organizational development work done Inadequate DSNG vans No website

3 3 1 3 3

0.3 0.45 0.05 0.3 0.3

4 3 2 4 3

0.4 0.45 0.1 0.4 0.3

Total

0.15 0.10 0.05 0.05 0.15 total:1.00

3 3 3 -

0.45 0.3 0.15

3 4 4

0.45 0.4 0.2

4.3

4.55

Strategy Implementation

Product positioning Steps

Select key criteria that effectively differentiate products or services in the industry. Diagram a two dimensional product positioning map with specified criteria on

each axis.
Plot major competitors products or services in the resultant four Quadrants Matrix.

Identifying areas in the positioning map where the companys products or

services could be most competitive in the given target market. Look for vacant areas (niche). Develop a marketing plan to positions the companys products or services appropriately.

Product positioning Map

Business Ethics
Ethical decisions have implications such as

satisfied work force

high sales low regulation cost more customers high goodwill.

Social Responsibility
Expresss contribution for the rehabilitation of flood victims was impressive

Environmental Sustainability
None of our strategies ever violate the

natural environment

Global/ International Issues

Express channels logo resembles British News channels logo

AREAS OF IMPROVEMENT
They should focus on their promotions to increase their brand

equity
Launch their website as soon as possible By terminating skimming price strategy and adopting penetration pricing for advertisement to attract more sponsorship. To start such kind of activities that it removes the bad image of media