Sci.Int(Lahore),25(3),663-670,2013
ISSN 1013-5316; CODEN: SINTE 8
FORMULATING STRATEGY OF IRAN POST COMPANY USING
STRATEGIC MANAGEMENT MATRIX AND SWOT ANALYSIS
Hasan Givarian1, Ali Samani2*, Roghieh Ghorbani3 , Rokhsareh samani4
1
Faculty member, Islamic Azad University, Central Tehran Branch
2&3
Islamic Azad University, Central Tehran Branch
4
Islamic Azad University , Science and Research Branch , Tehran
ABSTRACT: In today's organizational world, looking at an organization's status from a
strategic point of view is one of the necessary requirements for remaining in close
competitive and business field. Undoubtedly, Post Company as one of the largest service
organizations within the country is not an exception. According to this attitude that a
company's strategic planning represents its development trend and orientation, this paper
intended to use innovative strategic planning instruments to investigate status of the company
in its industry and provide a spectrum of possible optimal strategies for managers of this
organization. To accomplish such an important issue, first, Delphi technique and interview
were used to identify external opportunities and threats (EFE) and internal strengths and
weaknesses (IFE) and then draw matrix of strengths, weaknesses, opportunities and threats
(SWOT). Afterward, Strategic Position and Action Evaluation (SPACE) matrix and
Quantitative Strategic Planning Matrix (QSPM) are placed on the agenda. Finally, strategies
in proportion to the company status were presented. The obtained results indicated that
implementing competitive strategies seems to be the best possible choice for Post Company.
Key Words: QSPM SWOT SPACE EFE IE IFE
INTRODUCTION
Today, strategic planning is one of the key and
important management instruments, which helps
organizations in better performance of affairs,
centralizing resources and energy, ensuring the
coordination of members' and staff's efforts,
assessing position and properly adapting the
changing environment [1] .
Strategic planning provides a clear orientation and
framework for organizational management and also
prospect of shared goals for all members of the
organization in order to generate and strengthen the
ability of identifying priorities in allocating
resources and positions and subsequently facilitate
management in crisis conditions.
Strategy is defined as "determining fundamental and
long-term causes and goals of a company and
adopting a set of evaluations and allocation of
resources required for achieving those goals and
causes". Strategic planning of a company can be
defined as "development trend of orientation and
movement
line".
The
process
of
strategic
management as a continuous process includes the
following sequence of actions: strategic plan,
strategic
planning,
strategic
implementation,
evaluation and updating. Strategic planning has a
dynamic process. By concentrating on the current
positions and realities, this type of planning attempts
to achieve the facing future. Strategic planning is not
a linear process and is not implemented step by step
in an inflexible framework; however, participation
of all administrators in defining objectives, missions,
relieving1 and formulating action patterns for
achieving the goal is a principle [7].One of the
biggest issues that has attracted managers' minds in
today's modern organizations is severe competitive
space and dynamic environment in the current
organizational society [8].
In this era, Post Company is faced with issues such
as technology explosion, drastic environmental
changes and growing competition. To remain in
such a competitive space, the necessity of
intelligence
and
doubled
efforts
is
critical.
Undoubtedly,
it
is
impossible
to
achieve
developmental goals without effective, accurate and
dynamic planning. So, by relying on capable human
capital and available widespread facilities and using
an optimal strategic planning as an instrument for
dealing with upcoming challenges, Post Company
can overcome difficulties and lead its destiny as a
successful, dynamic and learning organization. To
this end, this study sought to answer the following
essential question:
What strategies should Post Company use to realize
its goal, optimally perform its mission and achieve
its desirable vision?
The main objective of this study was formulating a
proper strategy for developing Post Company; but,
the following secondary objectives were also
considered:

Evaluating current status of Post Company in
market
663
664

ISSN 1013-5316; CODEN: SINTE 8
Evaluating strengths and weaknesses of Post
Company

Evaluating its facing threats and opportunities

Determining the optimal strategy for success of
Post Company
This scientific research was of descriptive type
because it contained a set of methods with the aim of
describing
the
considered
conditions
and
phenomena. Also, this study was a case study since
researchers selected a special case and examined it
from different dimensions.
In fact, the overall goal of every case study is
detailed observation of "studied" dimensions and
interpretation of these observations from a holistic
perspective [6].
In this research, library and field techniques were
used for data collection. In library technique,
investigating documents, evidence and statistics and,
in field technique, questionnaire, interview and
survey of experts were used. Delphi technique and
experts' opinions were also used while preparing the
questionnaire. In this study, symbolic or formal
validity was used to determine validity of the data
collection tool. Cronbach's Alpha was applied to test
reliability of the questionnaire. Accordingly, the
questionnaire was distributed among 30 individuals.
Then, the collected data were tested and their
reliability was confirmed using Cronbach's Alpha.
Cronbach's Alpha of the questionnaires was reported
as 0.870 in determining internal ranking and 0.880
in determining external ranking. Therefore, the
resulted Alpha indicated that firstly the questions
were in high correlation with each other and
secondly the research questionnaire enjoyed high
reliability.
Statistical sample of the research is a part of large
population that is determined by determining the
sample size [4]. In this research, attempts were made
to extract the necessary information from managers,
specialists, assistants and experts in terms of the
mentioned topics. Thus, opinion of 17 Iranian
experts in post was used in this research.
Literature Review
In this study, attempts were made to formulate
optimal strategies for Post Company using novel and
scientific practices in the world. So, first, a brief
definition of main elements of strategic management
and their organizational examples in Post Company
are presented. In the second section, the tools used
in the study are introduced.
A-Strategic elements
Strategy:
Strategy is assumed as different paths for achieving
organizational goals and objectives [2].
Strategy indicates ways of achieving organizational
goals and shows how to achieve the desired
conditions. Strategy is in fact planning for optimal
use of organizational facilities that includes
diagnosis and organization of organizational abilities
Sci.Int(Lahore),25(3),663-670,2013
for survival and adaptation with environmental
conditions [5].
Strategic Management
It refers to art and science of formulating,
implementing
and
evaluating
multiple
functional
decisions
which
enable
the
organization to achieve its long-term goals [3]
Strategic Planning
It determines organization's objective and
coordinates all the organizational activities
along with these objectives [9].
Vision
Vision refers to explicit expression of the
destiny, toward which the organization should
move
[10].According
to
Iran's
Strategic
Document, at the end of the Fifth Development
Plan, Post is a dynamic, leading and efficient
company that fulfills stakeholders' satisfaction
and establishes an effective interaction in the
relationships.
Policy
It is a means, by which the company achieves
its goals [3].
Mission Statement
It is a document that separates an organization from
others. An organization's mission indicates a range
of activities in terms of product and market [3].
According to Islamic Republic of Iran's Strategic
Document, mission of Post Company includes
providing
(physical,
electronic
and
financial)
services using the most extensive communicational
network of the country while relying on capable
human capital and new technologies in order to meet
external and internal stakeholders' satisfaction.
B-Instruments of Strategy Formulation

Internal
Factors
Evaluation
(IFE)
Matrix:
It is a matrix in which internal and controllable
activities are considered by the organization;
however, these activities may be done in a very
excellent or poor manner. They are in fields of
management, marketing, accounting and finance,
manufacturing, research and development and
computer information systems.

External
Factors
Evaluation
(EFE)
matrix:
This matrix includes economic, social, cultural,
ecological,
environmental,
political,
legal,
governmental, technological and competitive trends
and events that could impose significant loss or
profit on the organization in future. These factors are
usually beyond the control of organizations.
Revolution in computer, biotechnology, population
displacement, changes in values and attitudes, space
discovery and increased competition are all
examples of external factors.

Strengths,
Weaknesses,
Opportunities
and Threats Matrix
Sci.Int(Lahore),25(3),663-670,2013
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This matrix is one of the important instruments by
which managers can compare information and
design different strategies in different situations.

Strategic Position and Action Evaluation
(SPACE) matrix
This four-cell matrix categorizes macro strategies to
four classes of invasive or prospective, defensive or
protective, analytical or analyzer and passive or
reactive.
In invasive or prospective strategies, organizations
are innovative in producing goods or providing
services along with market development. The
organizations using these strategies have high
official, structural and technological flexibility in
responding to the intensely changing (dynamic)
environment. In defensive or protective strategies,
organizations seek to establish a stable environment
and atmosphere. Strategic actions of organizations
are in line with maintaining market share or
decreasing
effect
of
competitors'
aggressive
movements. In analytical or analyzer strategies,
organizations act in a changing environment and
always wait for results of introducing new goods or
services to new markets. These organizations seek to
minimize risk and maximize profit opportunities. In
passive or reactive strategies, organizations have no
clear strategic focus. These organizations slowly
react to environmental changes and do not make
major modifications until being under the pressure
of environmental forces.

Internal and External (IE) Matrix
This matrix uses available data in SPACE and EFE
matrices and suggests one of invasive or
prospective, defensive or protective, analytical or
analyzer and passive or reactive strategies in a fourcell scheme.

Quantitative Strategic Planning Matrix
(QSPM)
Relative attractions of strategies are expressed in
this matrix. Using this method, various strategies
could be objectively investigated, the best ones
could be characterized and executive strategies are
prioritized. Simultaneous investigation a set of
strategies and integrative placing of all internal and
external factors can be stated as the strengths of this
matrix.
Executive Model of the research
In this research, attempts were made to employ the
best possible tools and methods in order to reach the
formulation stage step by step. These stages were
done in the following steps:
1- Studying and investigating previous internal
and external organizational experiences which
are related to the topic
2-
3-
4-
5-
665
Arranging interviews with managers and
experts of Post field in Iran in order to
understand current situation in Post Company
Designing
and
formulating
research
questionnaires based on scientific principles
and local experiences and information of the
organization
Distributing
and
collecting
questionnaires
related to different matrices using Delphi
technique,
extracting
information
and
classifying them
Decision making on optimal strategies by
scientific techniques and presenting practical
strategies to achieve a successful and dynamic
organization
Starting
executive
operations
EFE matrix
IFE matrix
IE matrix
SWOT matrix
SPACE matrix
QSMPmatrix
Data Analysis
Descriptive and inferential statistical methods by Excel
and SPSS 11 software were used to analyze the data
obtained from the collected questionnaires.

Preparing Internal Factors (IFE) Matrix
In this regard, coefficient
indicates relative
importance of a factor in terms of organizational
success in the relevant industry. These coefficients
range from zero (unimportant) to one (very
important) and sum of these coefficients must be
equal to 1. In this table, ranking reflects
effectiveness of the company's current strategy and
the manner of the organization's reaction to factors.
Ranking is a number between 1 and 4, in which 1
indicates company's weak reaction, 2 moderate
reaction, 3 better than moderate reaction and 4
excellent reaction. In addition, score is obtained by
multiplying ranking by coefficient (Table 1).
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Sci.Int(Lahore),25(3),663-670,2013
Table 1: Internal factors (IFE) matrix
Strengths
A- Public relations: optimal outsourcing (agencies, post offices )
B- Financial status: income from novel services like e-commerce, COD, logistics
A- Technological status: Accelerating movement of company toward IT
B- Management processes: developing systemic and strategic approach in processes
E- Human force: moving to develop dynamic, competent, educated and skilled human capital
F- Structure and organization: availability of extensive postal network across the country
G- Strong information support: Having 10-digit zip code databases and databases for places
H- Superior characteristic: exclusiveness as the largest provider of postal services in Iran
I- Focus on survival: Enough support of internal managers from development and innovation
J- Customer perceptions: Long-term history of Post as symbol of integrity
Weaknesses
A- Financial status: low share of GDP
B- Human force: lack of appropriate systems for attracting and maintaining staff
C- Structure: imbalances and asymmetry of company's law with international standards
C- Marketing: weakness in understanding the market and lack of integrated strategies
D- Management processes: weak participative management and teamwork
E- Research and development: lack of independent and active research and development unit
F- Focus on survival: insufficient variety of postal activities in line with the needs
G- Resistance to change: weak organizational culture in terms of implementing new techniques
H- Pricing: by the government (low and non-competitive tariffs)
I- Bureaucracy: a barrier for staff creativity and organizational learning
Sum of strengths and weaknesses
Coefficient
Ranking
0.025
0.100
0.050
0.050
0.025
0.050
0.025
0.075
0.050
0100
Coefficient
0.025
0.075
0.025
0.050
0.050
0.050
0.075
0.025
0.025
0.050
1.000
3
2
4
3
2
3
3
2
3
4
Ranking
1
1
2
3
3
3
3
1
1
3
-
Score
0.075
0.200
0.200
0.150
0.050
0.150
0.075
0.150
0.150
0.400
Score
0.025
0.075
0.050
0.150
0.150
0.150
0.225
0.025
0.025
0.150
2.625
 Preparing External Factors (EFE) Matrix
Table 2: External factors (EFE) matrix
Opportunities
A- Technologic environment: hardware and software facilities and infrastructure needed for
developing the country's post
B- International environment: continuous activity in international post area and cooperation with
such international organizations as World Customs Organization
C- Economic environment: increased trade owing to membership in coalitions
D- Cultural environment: presence of university graduates in the country
E- Geographical environment: access to several routes for roads, rail and air transport
F- Legal environment: restructuring post sector and generating an independent regulatory body
G- Social environment: presence of many companies and organizations willing to contract in
order to provide services and transport goods
H- IT and communication environment: accelerating movement of society towards information
technology as a potential for providing new services
I- Political-governmental environment: attention and support of policy makers as Electronic
Government Counters and Rural Offices
J- Neighboring organizations: cooperation of relevant organizations in development of business
processes such as Customs, Information Technology and Post Bank
Threats
A- Technologic environment: cyber threats and weaknesses in infrastructure of data transmission
B- International environment: preventing advanced devices and new knowledge from entering
due to sanctions
C- Economic environment: currency fluctuations and governmental budget deficits in recent
years
D- Political and governmental environment: critical situation in the Middle East
E- Legal environment: uncertainty about some inter-organizational rules and regulations
F- Neighborhood environment: lack of coordination and cooperation among neighboring
organizations in providing related services
G- Cultural environment: lack of adequate knowledge of employees and customers about the
existing laws
H- Social environment: rapid changes in population, increasing urbanization and economic
decline of rural units
I- Competitive environment: growing activity of new competitors and self-posing
J- Geographical environment: geographical width and diversity of country to provide services
even to the farthest places
Sum of opportunities and threats
Analyzing IFE and EFE Matrices
Coefficient
Ranking
Score
0.050
2
0.100
0.050
2
0.150
0.025
0.025
0.050
0.050
1
3
2
3
0.25
0.075
0.100
0.150
0.150
1
0.150
0.075
3
0.225
0.050
2
0.100
0.050
3
0.150
Coefficient
0.025
Ranking
1
Score
0.025
0.50
3
0.150
0.050
2
0.100
0.025
0.025
1
2
0.025
0.050
0.025
1
0.025
0.025
2
0.050
0.025
2
0.050
0.100
2
0.200
0.050
3
0.150
1.000
-
2.025
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Regardless of the number of factors included in
IFE or EFE matrices, sum of final scores was
between 1 and 4 and its average was 2.500.
Higher than average score meant strength and
lower than average score signaled weakness of
the factors. In EFE of Post Company, score
2.625 (higher than average) proved relatively
proper performance of the company in facing
external factors. But, in IFE, score of 2.025
(lower than average) showed the necessity of
more focus on the company's internal factors,
overcoming
weaknesses
and
exploiting
strengths. In this regard, some notes will be
made in the suggestion section.
Formulating Internal and External (IE)
Matrices
Four-cell IE Matrix
This matrix consists of four cells and is drawn using
quantified information of internal and external
matrices. Results of the matrix showed that, as Post
Company was located in competitive area, this
company should maintain its market share using
competitive advantages and strengths and show
better performance against
its competitors (Diagram 1).
667
noted that strategy of area No. 5 known as "status
quo" strategy includes market influence and product
development strategies, which will be reviewed in
conclusion section (Diagram 2).
Diagram 1: Four-cell IE matrix
Low
score of internal factors
1
Conservative
high
2.5 2.625 4
Offensive
2.5 score of
2.025 factors
Nine-cell IE Matrix
external
(2.625, 2.025)
This matrix is similar to the four-cell matrix and
enjoys the same matrix's information with the only
difference that, in this matrix, area of strategic
choice obtained based on the calculation of standard
deviation of the responses is drawn using four points
around a strategic response. As observed in the
figure, this area is also in area No.5. It should be
Defensive
Competitive
1
low
Diagram 2: Nine-cell IE Matrix
Formulating SWOT Matrix
Table 3: Strength, weakness, opportunities and threats
SWOT
Opportunities
Strengths
A-Public relations: optimal outsourcing
B-Financial: income from new services
C-Technological development
D-Management
processes:
development
of
systemic and strategic approach
E-Human force: moving toward development of
human capital
F-Structure and organization: extensive postal
network
G-Strong information background: availability of
databases
H-Superior characteristic: being exclusive
F-Focus on survival: governmental support
I-Customers' perceptions: Long-term history of
the company as the symbol of integrity, services
and people's trust
SO
weaknesses
A-Financial status: low share in GDP
B-Human force: lack of appropriate systems
for attracting and maintaining staff
C-Structure and organization: imbalances and
asymmetry of laws
D-Marketing: weakness in understanding
market’s lack of integrated marketing
strategies
E-Management processes: less participative
management and teamwork
F-Research and development: lack of an
independent and active research and
development unit
G-Focus on survival: insufficient variety of
postal activities in line with the needs
H-Resistance to change: weakness in
implementing
new
techniques
and
technologies
I-Pricing: by the government (low and noncompetitive tariffs)
J- Bureaucracy: barrier to employees'
creativity and organizational learning
WO
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A- Technologic
environment:
required
hardware
andA.
software facilities and infrastructure to develop the
country's post
B.
B- International
environment:
continuous
activity
in
international post area
C.
C- Economic environment: increased trade owing to
membership in coalitions
D- Cultural environment: presence of university graduatesD.
and technical specialists in the country
E- Geographical environment: access to several routes for
transportation
E.
F- Legal environment: restructuring in Post sector and
creation of an independent regulatory body
G- Social environment: presence of many companies and
organizations willing to contract
H- IT
and
communication
environment:
accelerating
movement of society towards technology
I- Political-governmental environment: care and support
of policy makers
J- Neighboring organizations: cooperation of relevant
organizations in development of business processes
Threats
A- Technologic
environment:
cyber
threats
and1.
weaknesses in infrastructure of data transmission
B- International
environment:
preventing
advanced2.
devices and new knowledge from entering due to
3.
sanctions
C- Economic environment:
currency
fluctuations
and
4.
governmental budget deficits in recent years
D- Political governmental environment: critical situation
5.
in the Middle East
E- Legal environment: uncertainty about some inter-6.
7.
organizational rules and regulations
F- Neighborhood environment: lack of coordination and8.
cooperation
among
some
of
the
neighboring
9.
organizations
G- Cultural environment: lack of adequate knowledge of10.
employees and customers about the existing laws
H- Social environment: rapid changes in population,
increasing urbanization and economy decline
I- Competitive environment: growing activity of new
competitors and self-posting
J- Geographical environment: Geographical width and
diversity of country to provide services
Sci.Int(Lahore),25(3),663-670,2013
Concluding
contracts
with
all
existing
A.
organizations to displace shipments and packets
Employing
the
best
and
most
proficient
B.
technicians offering adequate rights and salaries
C.
Purchasing and using new science, high standards
and
modern
and
updated
practices
and
D.
technologies
Developing databases by the best and most
advanced technology and software and hardware
equipment
Purchasing or contracting with many service
companies in the industry
Integrating
with
existing
companies in the industry
Diversifying in customer services
Trying to interact more with
companies
Trying new contracts
ST
Developing partnership with competitors or making
1.
profitable cooperation
Influencing the market by offering innovative, high
2.
speed and high quality services
Developing products by taking advantage of
3.
undetected strengths and new upcoming opportunities 4.
Widening scope of services and activities based on
electronic services while satisfying customers
5.
Trying to get ownership of parallel companies
Trying to control activities of competitors
Diversifying services for customers
Attracting potential customers and trying to satisfy the
existing ones
Shifting from old strategies and techniques
Making income and discovering new and updated ways
of income generation
WT
Sharp and maximized reduction in overhead
costs such as new projects
Limiting the company's activities to the most
profitable ones
Closing remote and low-yielding postal units
Selling or transferring some parts of
equipment and services
Reducing personnel costs through dismissal,
layoff and overtime decraese
Table 4: Strategic Position and Action Evaluation matrix
Financial power
Income from new services
Pricing and tariffs determining by government
Average
Competitive advantage
Loyalty and trust of clients owing to long-term history as a symbol of fidelity
Necessary technical knowledge relying on educated and professional staffin the field
Average
Environmental stability
Competitive pressure from competitors
Average
Industrial capability
Hardware and software facilities and infrastructure needed to develop the country's post
Rapid movement of society towards information and communication technology to provide new services
Average
Point on the horizontal axis = competitive advantage + industrial capability = 1
Point on the vertical axis = environmental stability + financial power=-1.5
score
3
4
7/2 = 3.5
-4
-3
-7/2 = -3.5
-2
-3
-5/2 = -2.5
2
2
4.2=2
parallel
parallel
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In this matrix, possible strategies were extracted in It should be also noted that attraction score of each
different situations of strengths, weaknesses, opportunities strategy is a number between 1 and 4, in which 1
and threats (Table 3).
means lack of attraction, 2 relative attraction, 3
normal attraction and 4 high attraction.
Formulating Strategic Position and Action Evaluation
(SPACE) matrix
Prioritizing strategies in quantitative strategic
Financial power, industrial capability, environmental stability
planning matrix of Post Company
and competitive advantage should be separately investigated and
In this stage, importance coefficient of each factor is
quantified for drawing this matrix. It should be noted that, since
multiplied by attraction of strategies and final score
competitive advantage and environmental stability are in of
the each strategy is obtained. Then, strategies with
coordinate's negative zone, minus sign should be added to their
higher scores have higher priority (Table 7).
quantitative value which is between 1 and 4 (Table 4).
CONCLUSION
The results indicated that Post Company was in the
The results obtained from the applied matrices were
competitive zone and possessed many competitive
convergent and all of them suggested that Post
advantages in a rapidly growing industry; thereby, it
Company was working in the competitive zone. In
can succeed (Diagram 3).
other words, this company needs to take advantage
Formulating QSPM Matrix
of its strengths in order to avoid the upcoming
According to the results from Strategic Position and
threats and be able maintain its own market share in
a
competitive
environment.
The
results
of
prioritizing strategies also showed the shift from old
making profit
methods
to the new ones.
Undoubtedly,
nowadays,
with
development
of
virtual
networks,
communication
between
individuals and organizations has moved toward the
virtual space, which has growingly decreased
physical communication. Although this method can
lead to profit reduction of post company, by
implementing the orientation shift in a dynamic and
timely movement and using initiative, vigilance and
opportunism, other high profit methods can be
discovered in this growing industry. For example, by
moving
toward
service
providing
based
on
electronic commerce in cyberspace and turning to
enabling heavy equipment and logistics sector, good
revenue can be obtained in the untapped market. On
the other hand, despite the increased efforts of
Action Evaluation and Internal and External competitors in gaining a greater share of the market,
matrices, Post Company is on the competitive zone other competitors can be overtaken by increasing
and ST zone's strategies are the best possible choices speed, variety and quality of service providing and
for this company. So, in order to prioritize possible relying on capable facilities and forces of the post
strategies and determine the best strategies for the network.
company, attractions of each strategy are estimated. In the next stage, attractions of each strategy are
estimated in the form of questionnaire and average
First, strategies are numbered (Table 5).
results are added to the table (Table 6).
Diagram 3: Strategic Position and Action Evaluation
Table 5: Competitive strategies
No
1
2
3
4
5
6
7
8
9
Strategies
Making partnership with competitors or establishing profitable cooperation
Influencing the market through providing new, fast and high-quality services
Developing goods and services through benefiting from undetected strengths and new opportunities
Widening scope of services and activities based on electronic services while satisfying customers
Trying to get ownership of parallel companies
Trying to control activities of competitors
Diversifying services for customers
Attracting potential customers and trying to satisfy the existing ones
Shifting from old strategies and techniques
Table 6: Average attractions of each strategy
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WIC
Main factors
Internal factors
Technologic environment
International environment
Economic environment
Cultural environment
Geographical environment
Legal environment
Social environment
IT environment
Political environment
Neighboring environment
0.050
0.025
0.025
0.050
0.050
0.050
0.150
0.075
0.100
0.025
Technologic environment
International environment
Economic environment
Political environment
Legal environment
Neighboring environment
Cultural environment
Social environment
Geographical environment
0.025
0.050
0.050
0.025
0.025
0.025
0.025
0.025
1.00
Average attractions of each strategy
1
2
3
4
5
2.50 2.00 2.33 1.75
3.25
3.00 2.33 3.25 3.00
3.25
2.25 3.25 3.00 3.00
3.25
3.00 2.00 3.00 3.25
3.00
2.00 2.33 3.00 2.33
3.00
2.00 3.25 3.00 3.00
3.00
2.33 2.33 2.00 2.00
3.00
1.33 3.25 3.00 2.33
3.00
2.33 2.00 3.00 2.33
3.00
3.00 3.25 3.25 1.75
3.00
External factors
2.00 2.33 2.33 3.00
2.00
2.33 3.25 3.00 1.75
3.25
2.00 2.33 2.33 3.00
3.25
1.33 3.25 1.75 3.25
2.00
1.67 3.00 2.33 3.00
3.25
2.50 3.25 2.33 2.00
3.00
2.00 1.75 2.00 2.33
3.00
2.00 3.00 1.75 3.00
1.75
1.75 2.00 2.33 2.00
3.00
Sci.Int(Lahore),25(3),663-670,2013
6
2.33
2.33
1.75
2.33
3.00
2.33
3.00
2.00
2.33
2.00
1.75
3.00
1.75
3.00
1.75
1.75
3.00
2.33
2.33
7
8
2.00
2.00
2.00
2.33
1.75
1.75
3.00
2.33
3.25
2.00
3.00
2.00
2.33
3.25
3.25
2.33
2.33
3.25
3.00
2.33
3.000
2.33
2.00
1.75
2.33
3.25
3.25
2.33
1.75
3.000
2.00
3.25
2.33
3.25
3.000
3.25
2.00
3.25
Table 7: Prioritizing strategies in quantitative strategic planning matrix of Post Company
Strategies
Making partnership with competitors or establishing profitable cooperation
Influencing the market through providing new, fast and high-quality services
Developing goods and services through benefiting from undetected strengths and opportunities
Widening scope of services and activities based on electronic services while satisfying customers
Trying to get ownership of parallel companies
Trying to control activities of competitors
Diversifying services for customers
Attracting potential customers and trying to satisfy the existing ones
Shifting from old strategies and techniques
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