Strategic diagnosis of the company torres madrigal sa

1. Introduction.

As a consequence of global and structural transformations, new formulas of action are emerging in Latin American cities and regions, which acquire profiles and responsibilities traditionally concentrated on the figure of national states.

Thus, the process of reinventing the local gains force, which marks the structural change in Latin American countries, the stimulation of innovation and local and regional entrepreneurial capacity, while the policies of central governments increasingly rely on the dynamics of local communities where public authorities, companies and society can establish new commitments and follow flexible adaptation policies to changing environments.

Today development is understood as a set of endogenously generated capacities, linked to the quality of human resources, the organizational and public-private coordination capacity, the innovation of local agents, the territorial institutional capacity, where exogenous impulses are incorporated an organized territory with a structure of established and consolidated relationships. And this is only understandable from a systemic vision of development, from a complex perspective that approaches reality by admitting unity in diversity, universality in singularity and allowing to rethink issues and values based on own, local and sector interests..

In this way, theoretical approaches and practical experiences gain that promote local knowledge and the link between companies, between the productive system and the technological system that allow overcoming other reductionist visions that historically have predominated in Latin America over the innovative capacity of the local: the local seen as a "brake" on development for evolutionary currents; as an "island" without the capacity to generate innovations.

The training of local agents and entrepreneurs requires that the focus of analysis be transferred to the problem of endogenous creation of development capacities and not only of proposals lying on the impacts of global processes and structural change on the territory. It requires a space of multiple theoretical perspectives, methodologies and research practices that contribute to understanding how social experience is produced and with what meanings and how is the process of social construction of reality in each place. Understand that development is the product of the integration of visions and interests and the strategic coordination of public and private agents. In other words, shifting the emphasis from the territorial impacts of global transformations and new macroeconomic strategies,at different scales of development and local capacities.

Therefore, strategic planning is one of the most powerful tools that a small and medium-sized company can use to always carry its business forward.

It is not exclusive to the large transnational companies or huge corporations that we see at every moment shine in the business world. It is used by entrepreneurs with an entrepreneurial vision, for the small and medium-sized companies that are most in need and value it. It is aimed at companies that need to redefine or structure their strategic plan, designed to achieve the institutional objectives of the company, with the basic purpose of establishing general guidelines for its action, with the aim of achieving greater competitiveness in the market. current.

2. Background

Torres Madrigal SA de CV was founded in 1976 by two partners in the City of Tijuana BC, Mexico, the purpose of the formation of the company was the sale and repair of Hardware, such as computer hard drives, keyboards, monitors and printers., as well as the development of software for the Mexican administrative control market called CompuNegocio that includes the modules for sales, purchases and inventories, and additional modules for the control of bank accounts and point of sale that operates with special hardware such as receipt printers, barcode reader and cash register, trying to be the pioneers in a still incipient market, compared to the North American, where the programs were sold since then in stores, while in Tijuana, very few businesses owned computers.

The prospects for a new market motivated the company to carry out a software program for small and medium-sized companies, thus promoting its products. In 1985 he opened his first branch in the Central Zone in the City of Tijuana BC, Mexico, his second branch in 1988 in the Otay Shopping Center in the same city. In 1991, due to its growth, the store in the Central Zone became the headquarters of the company and that is where the winery was installed. It currently has 187 employees, including administrative staff and vendors.

The two fundamental aspects that the company has are: the system was developed with an approach for the merchant to develop their own user according to their needs, which resulted in a package that is easy to use and to implement. On the other hand, the local presence gives confidence to users and distributors due to the technical support it offers to immediately resolve any possible problems that may arise with the program.

3. Justification

A company has competitive advantages when it has a better position than its rivals to retain its customers and defend itself against competitive forces. Therefore, it is sought to determine what is the competitive advantage that the company Torres Madrigal SA possesses, for this, possibilities of competitive advantages will be analyzed, such as: elaboration of the product with the highest quality, providing superior service to customers, achieving lower costs than its rivals, have a better geographical location and design a product that has a better performance than competing brands. The strategy is what a company is doing to try to outdo the competition and gain a competitive advantage.

A company's strategy can be basically offensive or defensive, changing from one position to another depending on market conditions. Companies around the world have tried to follow every conceivable approach to beat their rivals and gain an edge in the market. From the management point of view, this activity of correlating increased competition between companies has been identified as vital, as it relates to the performance of an organization within the framework of sustained development of manufacturing of their products; which is determined by the behavior and interrelation of many variables and factors external or internal to the organization.

The implementation of a strategic plan in small and medium-sized companies is a tool that helps achieve and develop information efficiency, by reducing the reaction time to changes in the environment, that is, implementing elements of flexibility in decision-making when Quickly and truthfully have the information of each strategic business unit. Once the strategic plan is implemented, companies tend to ensure an adequate return on their invested capital, especially in long terms, making the use of planning consistent, starting from the knowledge of their resources, taking care in their allocation..

4. Problem

The company sells its systems exclusively to distributors and these in turn do so with the end user, without a plan for the integration of the company's strategic units. It has been found that just making sales to distributors is not enough to maintain the company, it is for such a situation that there is a need to also sell to the end user and determine the competitive advantages that this would bring compared to its main competitors.

The lack of a strategic plan is what has forced the company to rethink its objectives and goals, but above all its vision according to the circumstances and the resources it has to achieve greater growth. The strategic analysis and diagnosis will allow Torres Madrigal SA de CV to have a specific direction, determine the necessary resources and the strategies to be developed to achieve the objectives. It will determine where the company is located and will provide alternatives to where it is going, how it intends to get there, and what it needs to achieve it, to help the company's managers achieve their goals.

5. Theoretical Framework

Strategic planning. It is the name that has been given to a set of contributions aimed at the general orientation of a company, its essential purpose lies in achieving a long-term sustainable competitive advantage. Both the definition of the desired situation and the selection and course of action are part of a sequence of decisions and acts that, carried out in a systematic and orderly manner, constitute what is called the planning process.

Strategic planning includes the application of intuition and analysis to determine the future positions that the organization or company must achieve.

Dynamic process flexible enough to allow - and even force - modifications to plans to respond to changing circumstances. It is the intermediate component of the planning process, situated between strategic thinking and tactical planning. Deal with the future of current decisions, observe the chain of consequences of causes and effects for a time, related to a real or intended decision to take the direction. It is to identify and put into practice the long-term objectives of the company.

It requires that a choice be made between possible future events, but the decisions themselves, which are made on the basis of these events, can only be made in the moment.

It does not forecast sales of a product to later determine what measures to take in order to ensure the realization of such forecast in relation to factors (purchases, facilities, labor, etc.)

Strategic planning goes beyond forecasting current products and present markets, it formulates on more fundamental issues; adequate business, basic objectives, time of obsolescence of current products, increase or decrease of markets, etc., therefore, strategic planning is a systematic procedure for business management that bases the company's future strategy on the evaluation of novel alternatives.

Analysis of Strengths, Opportunities and Weaknesses and Threats.

SWOT (in English SWOT), is the acronym used to refer to an analytical tool that will allow you to work with all the information you have about your business, useful to examine its weaknesses, opportunities, strengths and threats. This type of analysis represents an effort to examine the interaction between the particular characteristics of the business and the environment in which it competes. SWOT analysis has multiple applications and can be used by all levels of the corporation and in different analysis units such as product, market, product-market, product line, corporation, company, division, strategic business unit, etc.

Many of the conclusions obtained as a result of this analysis are useful in analyzing the market and in the marketing strategies that I designed and that qualify to be incorporated into the business plan. This should focus only on the key factors for business success, highlighting the internal differential strengths and weaknesses when comparing it objectively and realistically with the competition and with the key opportunities and threats in the environment.

This means that the analysis consists of two parts: one internal and one external. The internal one has to do with the strengths and weaknesses of your business, aspects over which you have some degree of control. The external party looks at the opportunities offered by the market and the threats that your business must face in the selected market. Here you have to develop a full capacity and ability to take advantage of these opportunities and to minimize or nullify those threats, circumstances over which you have little or no direct control.

Strengths and weaknesses

Areas such as the following should be considered:

Resource analysis. Capital, human resources, information systems and fixed and intangible assets. Activity analysis. Management resources, strategic resources, creativity Risk analysis. In relation to the resources and activities of the company. Portfolio analysis. The consolidated contribution of the different activities of the organization.

Opportunities and threats.

Organizational opportunities are found in those areas that could generate very high performance. Organizational threats are in those areas where the company finds it difficult to achieve high levels of performance.

You should consider:

a) Analysis of the environment. Industry structure. (Suppliers, distribution channels, clients, markets, competitors).

b) Interest groups. Government, public institutions, unions, guilds, shareholders, community.

The environment seen more broadly. Demographic, political, legislative aspects, etc. You should ask the following:

a) What are really the biggest threats you face in the environment?

b) What are the best opportunities you have?

Igor Ansoff model. It is that he performs a strategic analysis both internally and externally considering:

Link the current situation of the company with the long term. Manages the three strategic levels: Corporate, business, functional (Operational). Strategic segmentation through strategic business areas. Continuous external and internal monitoring. It is appropriate for global and dynamic environments..Evaluates the internal and external aspects of the company. It has been validated and tested in various countries of the world. Avoid surprises.

This model measures the levels of turbulence in the company, which is the measure integrated by the degree of novelty of the challenges and their speed in relation to the response time of the company.

The factors studied in this model are: Turbulence of the environment, strategies and capacities. The factors that determine the level of turbulence are: Market level, success variables, the novelty of the main challenges facing management, the possibility of anticipating events and the speed of change.

Turbulence can be negative when it threatens the company and in a positive way that is what presents opportunities for the company. The methodology that this model follows is:

Determination of a questionnaire that defines the levels of turbulence in the environment, the degree of strategic aggressiveness and capabilities (structure, marketing and administration).

Strategic diagnosis based on the questionnaire and the information provided by the company.

Determination of the arithmetic mean of the information to prepare the Lickert graph for the diagnosis.

Determination of strategies (prescription) to achieve the strategic profile.

6. Methodology

The study was carried out at the company Torres Madrigal SA de CV, in the city of Tijuana, BC, Mexico, during the months of April 2003 to May 2005. Employees who occupy managerial positions in the company. The questionnaires were applied to the managers in the company facilities, by appointment so that they could answer the measurement instrument in time.

The purpose of this work was to carry out a strategic analysis and diagnosis of the company Torres Madrigal SA de CV that included the application of strategic models such as: SWOT analysis and finally the Igor Ansoff Model to learn about the environment, aggressiveness, capabilities and competitive advantages of the company through:

Specific objectives:

Determine the strengths, opportunities, weaknesses and threats of the company.

Carry out the strategic analysis and diagnosis of the company with the Igor Ansoff Model.

Determine the strategic profile of the company.

In the present investigation, information was obtained by consulting the bibliography and surveys directed at company managers. Questionnaires were applied as the primary source of information. Secondary data were obtained from books, documents published in magazines and Internet sites. The design of the present investigation was carried out in a real setting, and is in accordance with the needs of the company. In addition to being a descriptive study, since data was collected based on the objectives of the research, in order to report the results they yield.

According to Hernández, descriptive studies aim to measure information independently or jointly about the objectives to which it refers, it is possible that they integrate these measurements to tell how it is determined. That is why this study is descriptive, since it aims to determine what strategic analysis and diagnosis is like and how it manifests itself in the company Torres Madrigal SA de CV

The instrument used to collect the information from the Igor Ansoff Model, for carrying out the work, is a questionnaire, which consists of a set of multiple-choice questions with five options regarding the variables to be measured, which will allow achieving the objective of the investigation. To design the questionnaire, the variables that needed to be measured to achieve the research objectives were listed. The instrument consists of six parts, which allow knowing the environment, aggressiveness and capabilities through strategic diagnosis. The instrument is divided into six parts: Environment, Aggression, Culture, Structure, Marketing and Administration.

Each of the parts is made up of a questionnaire which contains five answers that represent a level within the company. The first part of the instrument includes 13 questions related to the environment of the company, the second section consists of seven aimed at measuring aggressiveness, the third consists of three to learn about the culture of the organization, the fourth consists of 9 questions To determine the structure of the company, the fifth contains seven to know what type of marketing is being used and the sixth of five that will allow us to determine the type of administration that the company currently has. The last four parts of the questionnaire measure the capacity of the company.

According to Hernández, the sample for the quantitative approach to research is a research subgroup of interest. According to the author, in non-probability samples, the choice of study subjects depends on the contributions that are intended to be made, on the objectives of the study and on the scheme of the study.

The advantage of a non-probabilistic sample under the quantitative approach is its utility for study designs that require a careful and controlled choice of subjects with certain characteristics. A non-probability sample was chosen, determined by those people who occupy a managerial position within the company and would like to collaborate with the study. The opinion of experts on the research topic was sought, such as thesis advisor and the managers themselves.

The managers who work in the company meet the selection criteria since they know all the topics to be covered within the measurement instrument. A pilot test was carried out in three companies of the same line of business to which the company object of this investigation belongs, in order to determine if the measurement of the instrument was understandable.

The companies that were part of the pilot test were Harbin Meritor, Compuaspec SA and Computec SA To facilitate the data processing obtained in the present investigation, it was necessary to prepare a codebook to guide us in emptying the data into a spreadsheet of Excel containing the concentrate of the answers obtained in the questionnaires. The next step was to empty the answers to the spreadsheet with the frequency of each of the answers to the questions asked, a summation was made with each of them and an average was obtained.

The six parts of the questionnaire were quantified and averaged. Once this was done, to the average of each of the questions, the 13 questions corresponding to the environment were added, then all the averages were added and it was divided by the total number of questions and thus the result of the environment was obtained. currently has the company.

To obtain the aggressiveness, the same procedure explained above was carried out and to determine the capacity, the individual results of culture, structure, marketing and administration were added, and then these four results were added and an average was obtained to obtain the total result of the capacity. of the company.

Once these three results were obtained, the Lickert graph was obtained, which shows the alignment of these three levels and the Lickert graph is interpreted to determine the current profile of the company. Once the data is already available and the company profile is known, the action plan is carried out.

7. Results

When carrying out the strategic analysis of the company Torres Madrigal SA de CV, through the Porter system and value chain, the SWOT analysis and the Igor Ansoff model found that: in the analysis of the support activities it is observed that Internal and external logistics activities in the four areas are being carried out efficiently. It should be mentioned that there is no human resources department, but each department receives training and the management is in charge of hiring personnel and accounting to keep personnel files.

SWOT Analysis Application. Functions by department of Empresa Torres Madrigal SA de CV

General Direction. Plan strategies and evaluations. Organize all departments. Coordinate the functions of managers. Establish performance standards. Measure performance in an individual and organizational way. Compare current performance to planned performance standards. Take corrective actions.

Sales management. Define, anticipate, create and fulfill the client's needs and their product and service requirements. Buy supplies. Sell products / services. Plan the acquisition of new products and services. Set prices. Organize distribution. Investigate the Market of your competitors. Hire staff for the department.

Warehouse Management. Verify the entry and exit of merchandise from the warehouse. Coordinate the personnel of the area in question. Prepare reports of existence and missing products, as well as losses.

Accounting department. Control cash flow. Determining the best capital structure for the company includes examining various methods by which the firm can increase capital. Pay providers. Charge creditors. Prepare the personnel payroll. Formulate financial reports for the General Directorate.

System Departament. Control and manage all the information of the company. Make reports requested by the General Directorate as well as those requested by the different departments.

Table No. 1.

Strengths and Weaknesses of the Company

General Management	Strengths - Implementation of procedures - Great response capacity of the director - Department control - Planning strategies - Use of business culture Weaknesses - Use of new procedures without adequate training - Do not have a Human Resources and Purchases department - There is no delegation of functions - Lack of operational planning - Resistance to change
Warehouse Management	Strengths - Excellent supervision of entry and exit of merchandise - Inventory system - Order delivery efficiency - Available products - Adequate inventory management Weaknesses - Insufficient capacity to house the necessary inventory - Lack of adequate inventory control - Warehouse structure little operational - Constant absence of personnel
Accounting department	Strengths - Low operating costs - Good control in the management of accounting information - Good management of available financial resources - Credits with suppliers - Bank credits - Bank investments at various terms Weaknesses - Lack of control in bank accounts - Little update of the reforms to the fiscal laws - Delay in updating supplier files.
System Departament	Strength - It has important technological resources, computer equipment - Trained staff - Adequate distribution of staff functions - Timely delivery of accounting information to the address Weaknesses - Lack of adequate systems - Constant resignations of staff - Low stock of required material - Delay in delivery of information to the accounting department.

Table No. 1. Adapted Igor Ansoff (2004)

Table No. 2.

The following table summarizes the results of the SWOT Analysis, in a strategic pool based on the Situational Diagnosis.

Strengths and weaknesses

Internal analisis

Strengths

Exploitation

- Great responsiveness from management

- There is a good image from most of the clients.

- Adequate inventory management

- Trained staff

- Bank investments

- Sufficient capacity to hold inventories.

- Timely decision making

- Captivate new customers through our image

- Minimize merchandise losses

- Quality service

- Cash flow and facilitate credits.

- Inventory stocks when they are needed.

Weaknesses

Reinforcement

- It does not have a human resources or purchasing department

- Lack of publicity and image promotion

- Inadequate control of bank balances.

- Frequent resignations from staff.

- Hire the services of a specialized company

- Capital investment in adequate advertising

- Prepare accounting personnel to make control more efficient.

- Review of the contracting process.

Opportunities and Threats

Environment

Opportunities

Development

- Expansion abroad

- Agreements with suppliers

- Alliance with competitors

- Quality of the products

- Merger with foreign companies

- Meetings with suppliers, to achieve better prices and better credit.

- Meetings with competitors, to reach an agreement to establish standard prices on our products

- Continue with the process of continuous improvement, always seeking customer satisfaction.

Threats

Alternatives

- New competitors

- Better quality products

- Alliance between competitors

- Alliance with new competitors.

- Search for new suppliers, without leaving the existing ones.

- Special promotion programs.

Table No. 2 Adapted Igor Ansoff (2004)

Application of the Igor Ansoff model. Strategic diagnosis

The Ansoff questionnaire was applied to the managers of the functional areas of the company Torres Madrigal SA with the following results: The Ansoff methodology was used to make the diagnosis of the strategic business unit, with respect to its environment, its aggressiveness, strategic and the response to their abilities. The landscape of the environment the company visualizes it to three years within which the turbulence, the complexity of the change, the level of uncertainty and the perception of the future that it will have in that time.

Table No. 3

Table No. 4 Strategic Diagnosis

Table No. 4. Adapted Igor Ansoff (2004)

According to the application of the previous model, it can be concluded that:

The environmental result is 3.63. In the future, the market structure will be multi-competition, it will be geometrically classified in the future in the region. The frequency with which new marketing strategies are developed in the company in the future is very high.

The pressure exerted by customers on the company is weak. In the future, the industry's ability to cope with demand will be slightly greater than demand. The degree of pressure that the government will exert will be strong. Service in the future will be drastic-revolutionary. The frequency in which new products (same or substitutes) will appear in the industry will be high.

Aggression gave a result of 4.00. The way to respond from customers is by identifying unmet needs. In the approach to the development of products or services they are pioneers in the creation of new services. The product life cycle is short since it is a software that has a maximum validity of three years.

Expansion is sought through the creation of new markets. The research focus is given adapting to new technologies. The frequency with which new products are introduced is very high, several times a year. Its system of incentives and incentives is enterprising.

The Structure results in a 3.11. The organization system of the company is divisional, the job description is for specific tasks. The degree of organizational flexibility is acceptable, the center of power lies with the administrator, who in this case is one of the partners. Information systems are cataloged based on past successes.

The priority given to problems is based on new opportunities. Problems are solved by reacting to crises. Decision systems are based on the entrepreneurial strategic plantation. Signals are controlled seeking to drive creativity.

Marketing shows a result of 3.34. Their aggressiveness in sales is very high and they respond to the competition by dominating the market. In promotion and advertising, the products speak for themselves. They use the traditional marketing concept, with a high percentage going to marketing. The role of the marketing department is to put companies as a leader in the use of it to be able to project abroad.

The Administration presents a result of 3.60. The company's leadership style is motivating towards a purpose. Problems are solved by creating alternatives. The risk is faced when looking for traditional technology. The model that is used as a key factor for success is that of effective growth that responds to the needs of the market.

The culture gives a result of 4.73. The values and activities of the company is to diversify the attitude to change, it occurs when seeking novelty to change. The criteria for success is leadership towards creativity.

Determination of the Strategic Profile. Based on the results yielded by this model, the strategic profile of the company is prepared, determining that it presents a gap, deviation or variation that occurs between the position of the organization - where it is - and the position it should have –Desirable position–. It is necessary to align your strategies and capabilities with the environment.

The level of turbulence is changing, but the future is known. Aggression is found in the creation of new products, research focus for innovation and directed towards new markets. The gap in capabilities requires that you scale to level 4 to align it with the strategies and thus there is stability to continue in search of efficiency.

Table No. 5. Strategic Profile

Table No. 5. Adapted Igor Ansoff (2004)

8. Conclusions

The SWOT analysis shows a positional advantage due to the services it offers, however in advertising it is below its competitors, a situation that reinforces the market study carried out. The most significant weakness was related to advertising and promotion, despite which its impact has not been rated. From the Igor Ansoff Model to determine Turbulence, the three levels at which the company is located and its gaps are: Both in the environment, aggressiveness and in capacities it is in an adequate position, even excellent in the second of them..

9. Recommendations

1. The company is recommended to design a strategy to retain its customers and reinforce the strategy to increase penetration in the local market to remain number one.

2. It is suggested that the company make a contract for the use of the software registered in the name of Mr. Guillermo Torres for a specified time and it is recommended to level the prices with those of the competition.

3. Since the company is going to open a market in Mexico City, it is recommended to consider the possibility of also doing it to California, considering as an advantage both the potential of that state and its proximity.

4. As the packaging is continually redesigned, the company has signed a contract with an advertising agency and since the company has a marketing department, it is suggested that the cost benefit of hiring trained personnel in the areas of design, promotion and and advertising.

5. It is recommended that these two departments be opened. Currently the Marketing department makes purchases, this represents a disadvantage for the company since it purchases for all departments, it is suggested that when opening the purchasing department it is in constant communication with the marketing department through a system of cyclical inventories that automatically detect the need to purchase material for this department.

6. It must be remembered at all times that the company as a supplier makes its consumers have the need to acquire the merchandise offered by them.

7. Despite the improvement in advertising and promotion of the company, they still have a long way to go since their standard is in a middle position, compared to their competitors. As is well known, advertising increases cash flow through increasing sales.

8. Despite being in a good position regarding the environment and capabilities, if you adhere to the recommended action plan, described below, you can align them to aggressiveness, being able to achieve an optimal level.

An action plan containing objectives, strategies and targets for the next five years is outlined below. This plan results from the analysis carried out. The Directorate will evaluate and decide its application.

10. Action plan

objective	Strategy	Goals	Responsable	Term
Promote the development of the company at the national level	Integrate companies with lower capital and located in different geographical areas	1. Carry out coordinated actions with other companies. 2. Manage to open two more branches. 3. Encourage teamwork	director Ing. Guillermo Torres Madrigal	36 months
Strengthen the innovation policy.	Incorporate the products of the merged companies. Grant company actions to employees who design innovative products. Get advice from management specialists.	1. Detect at least two innovations a year to existing products. 2. Find a way to systematize administrative news. 3. Redesign products of the merged companies.	Sales Manager Lic. Nancy Nieto Fuentes	6 months.
Make inventory control more efficient.	Acquire the MRP System for material control.	1. Greater control of the inventory system. 2. Minimize the generation of waste of merchandise. 3. Carry out daily inventories through this system.	System Manager Ing. Carlos Alfonso Bernal Castro	6 months
Make the budget system more efficient	Prepare a master budget. Hire world-class consultants.	1. Make reasonable forecasts of your operation. 2. Optimize your financial ratios.	director Ing. Guillermo Torres Madrigal	6 months
objective	Strategy	Goals	Responsable	Term
Make the company's information system more efficient.	Design a system according to the requirements. Get advice from specialists.	1. Optimize decisions. 2. Maintain the ability to acquire state-of-the-art equipment.	System Manager Ing. Carlos Alfonso Bernal Castro	36 months
Create the purchasing department.	Determine the cost benefit. Determine its functions. How it will be created	1. Make acquisitions through a specialized department.	director Ing. Guillermo Torres Madrigal	12 months
Create the human resources department	Determine the cost benefit. Determine its functions How will it be created?	1. Make the hiring, maintenance and termination of staff more efficient.	director Ing. Guillermo Torres Madrigal	12 months
Expansion abroad	Open market in California	1. increase sales through expansion abroad.	director Ing. Guillermo Torres Madrigal	60 months

Source: Own elaboration with the information obtained from the research results

Bibliography

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Ansoff, Igor H.; McDonnell, H.; Addison- Wilmintong, Wesley Edward J. Strategic Management in business practice. Iberoamericana Editorial Wilmintong, Pearson. 2004. pp. 14, 39, 70, 76, 109, 139, 470, 476, 518.

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Ansoff, Igor H. Corporate Strategy: An Analytic Approach Policy for Growth and Expansion. ”McGraw Hill Editorial. New York, USA p. 79

Ansoff, Igor H.; McDonnell, H.; Addison- Wilmintong, Wesley Edward J. Strategic Management in business practice. Iberoamericana Editorial Wilmintong, Pearson. 2004. Pages 14, 39, 70, 76, 109, 139, 470, 476

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