TCM 104 SPACE Analysis – Strategic Position and Action Evaluation Matrix for O2 Telecommunications Operations and Management [請在此處鍵入文件的摘要。摘要通常是文件內容的簡短綜覽。請在此處鍵 入文件的摘要。摘要通常是文件內容的簡短綜覽。] Group members: 許哲維 汪欣樺 莫瑞娜 Professor 黃光渠 TCM 104 SPACE Analysis – Strategic Position and Action Evaluation Matrix SPACE FACTORS INTERNAL STRATEGIC POSITION EXTERNAL STRATEGIC POSITION FINANCIAL STRENGTH FS ENVIRONMENTAL STABILITY ES Return on Investment Leverage Liquidity ARPU Working capital Cash flow Total average score: 4 3 4 5 3 4 3.8 -1 -2 -3 Technological changes Rate of inflation Price range of competing products Barriers to entry Competitive pressure Price elasticity of demand Risk involved in business -5 Total average score: COMPETITIVE ADVANTAGE CA Market share Product quality Product life cycle Customer loyalty Technological know-how Total average score: -6 -6 -1 -3.4 INDUSTRY STRENGTH IS -3 -2 -3 -1 -2 Growth potential Profit potential Financial stability Technological know-how Resource utilization Ease of entry into market +3 +3 +4 +4 +4 +2 -2.2 Productivity, capacity utilization +4 Total average score: 3.4 SPACE MATRIX FS (1.2, 0.4) CA IS ES IS-CA= 1.2, in the X-axis FS-ES= 0.4, in the Y-axis RESULTING STRATEGY: AGGRESSIVE The diagram above shows a not too strong but favorable position in all four dimensions and therefore O2 can follow an aggressive strategy. Its financial strength can be considered as the key issue to be considering when formulating a suitable strategy. Its solid financial base allows O2 to come strong in a competitive industry, where they should continue to invest in innovation and sustain the current competitive advantage and continue to build market share. O2 is also blessed because it has a good competitive advantage in an industry which is considered to be attractive. The strong position in environmental stability means that O2 does not have to hold back a good proportion of its financial strength to protect the business in difficult times but can be used to finance growth strategies.