Open AccessExpanding The Competitive Profile Matrix: Introducing The Production/Operations Management, Marketing, Human Resource Management, Finance/Accounting, Research And Development, And Information Systems Competitive Profile Matrices
Author(s) -
Charles J. Capps,
Christopher M. Cassidy,
Renée Gravois,
Janis Warner
Publication year - 1970
Publication title -
journal of business strategies
Language(s) - English
Resource type - Journals
eISSN - 2162-6901
pISSN - 0887-2058
DOI - 10.54155/jbs.36.1.59-69
Subject(s) - ranking (information retrieval) , competitive advantage , production (economics) , resource (disambiguation) , strategic management , matrix (chemical analysis) , computer science , business , marketing , economics , machine learning , macroeconomics , computer network , materials science , composite material
Capps and Glissmeyer (2012) proposed an extension to the Internal FactorEvaluation and External Factor Evaluation matrices that included an InternalCompetitive Profile Matrix and an External Competitive Profile Matrix, which usea forced ranking that provides greater understanding of the internal and externalcategories to which an organization must attend. Cassidy, Glissmeyer, and Capps(2013) mapped an Internal-External (I-E) Matrix using traditional and extendedtechniques to enable a greater comparative understanding of the relative strengths,weaknesses, opportunities, and threats of respective companies in an analogousCompany Comparison Internal-External Matrix using horizontal analysis. Thismatrix approach to strategic analysis and decision-making is presented in FredDavid’s Strategic Management, 16th edition (2016). A traditional Competitive ProfileMatrix (CPM) is a corporate-level analytic tool that uses critical success factors. Thispaper offers a conceptual expansion of the CPM to include a Production/OperationsManagement CPM, Marketing CPM, Human Resource Management CPM, Finance/Accounting CPM, Research and Development CPM, and an Information SystemsCPM to provide additional strategic decision-making analytical tools. If analyticalthoroughness is a major goal, then expanding the CPM into the six functionalbusiness areas should provide further depth of analysis and more in-depth insight.