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CHAPTER 6 • STRATEGY ANALYSIS AND CHOICE 175

On June 9, 2009, Apple did however lower the price of 2.6 million. For the first 7 months of 2009, Apple’s stock
its entry-level iPhone by 50 percent to $99 and rolled rose 80 percent compared to the Nasdaq Composite
out a next-generation model named iPhone 3GS which being up 25 percent.
is faster than existing models and can capture videos. Apple has aggressive new plans to design its own
Apple by mid-2009 had sold over 20 million iPhones computer chips in order (1) obtain better chips for its
and reported in July 2009 that the company was unable unique products, and (2) share fewer details about its
to supply enough iPhones and Macintosh computers to technology with external chip manufacturers.
meet demand. Apple sold 5.2 million iPhones in the
quarter ending that month, more than 7 times what it Source: Based on Byron Acohido and Matt Krantz, “Even Tech
Stalwarts Hit Hard,” USA Today (January 23, 2009): B1, B2; Geoff
sold the same quarter the prior year. Shipments of
Colvin, “The World’s Most Admired Companies,” Fortune (March 16,
Macintosh computers that quarter were up 4 percent to 2009): 76–86.

The Nature of Strategy Analysis and Choice
As indicated by Figure 6-1, this chapter focuses on generating and evaluating alternative
strategies, as well as selecting strategies to pursue. Strategy analysis and choice seek to
determine alternative courses of action that could best enable the firm to achieve its
mission and objectives. The firm’s present strategies, objectives, and mission, coupled with
the external and internal audit information, provide a basis for generating and evaluating
feasible alternative strategies.
Unless a desperate situation confronts the firm, alternative strategies will likely repre-
sent incremental steps that move the firm from its present position to a desired future posi-
tion. Alternative strategies do not come out of the wild blue yonder; they are derived from
the firm’s vision, mission, objectives, external audit, and internal audit; they are consistent
with, or build on, past strategies that have worked well.

The Process of Generating and Selecting Strategies
Strategists never consider all feasible alternatives that could benefit the firm because there
are an infinite number of possible actions and an infinite number of ways to implement
those actions. Therefore, a manageable set of the most attractive alternative strategies must
be developed. The advantages, disadvantages, trade-offs, costs, and benefits of these
strategies should be determined. This section discusses the process that many firms use to
determine an appropriate set of alternative strategies.
Identifying and evaluating alternative strategies should involve many of the man-
agers and employees who earlier assembled the organizational vision and mission state-
ments, performed the external audit, and conducted the internal audit. Representatives
from each department and division of the firm should be included in this process, as was
the case in previous strategy-formulation activities. Recall that involvement provides the
best opportunity for managers and employees to gain an understanding of what the
firm is doing and why and to become committed to helping the firm accomplish its
objectives.
All participants in the strategy analysis and choice activity should have the firm’s
external and internal audit information by their sides. This information, coupled with the
firm’s mission statement, will help participants crystallize in their own minds particular
strategies that they believe could benefit the firm most. Creativity should be encouraged in
this thought process.
Alternative strategies proposed by participants should be considered and discussed in
a meeting or series of meetings. Proposed strategies should be listed in writing. When all
feasible strategies identified by participants are given and understood, the strategies should
be ranked in order of attractiveness by all participants, with 1 = should not be imple-
mented, 2 = possibly should be implemented, 3 = probably should be implemented, and
4 = definitely should be implemented. This process will result in a prioritized list of best
strategies that reflects the collective wisdom of the group.