QSPM uses the analysis results of the first and second phases to conduct strategic evaluation. The analysis principle is to score the various strategies formulated in the second stage separately. The scoring is based on whether each strategy can enable the company to make full use of external opportunities and internal advantages, avoid external threats and reduce internal weaknesses as much as possible, and through the expert group discussion. The form shows that the score reflects the optimality of the strategy. The input information of QSPM is the factor evaluation result of the first stage (derived from the analysis of the EFE matrix, IFE matrix, and competitive situation matrix) and the alternative strategy for the second stage (derived from the SWOT matrix, SPACE matrix, BCG matrix, IE matrix and large The strategic matrix analysis shows that the results reflect the optimality of the strategy, reveal the relative attractiveness of various alternatives, and provide an objective basis for choosing a specific strategy.

The top row of the QSPM matrix includes alternative strategies derived from the SWOT matrix, SPACE matrix, BCG matrix, IE matrix and the Grand Strategy matrix, and the left column is the key external and internal factors (from the information input stage of the first phase). It should be noted that every strategy that does not match technical suggestions must be evaluated in QSPM. Strategic analysts need to eliminate obviously unfeasible strategies and include only the most attractive strategies. QSPM can objectively indicate which alternative strategy is the best, including unlimited number of alternative strategies and strategic combinations, and the result is a strategic list sorted by importance and optimality, and the analysis requires good intuitive judgment.

1. List the key factors: List the company's key external opportunities and threats, internal advantages and weaknesses in the left column of QSPM. At least five points are listed for each item. The information is obtained directly from the EFE matrix and the IFE matrix. QSPM should Include at least 10 external and 10 internal key factors.

2. Assign weights: Assign weights to each external and internal key factor. The weights should be the same as those in the EFE and IFE matrices and placed in the second column.

3. Confirm alternative strategies: examine the matrix of the matching stage and confirm the alternative strategies that the company can consider implementing, place these strategies on the QSPM top row, and if possible divide each strategy into several incompatible groups.

4. Determine the Attraction Score (AS): Use numerical values ​​to represent the relative attractiveness of each strategic plan. Determine whether key factors have an impact on the strategy. If there is no impact, no score. If there is an impact, it will be scored according to regulations: 1 point if it is not attractive; some are attractive 2 points if it is quite attractive; 3 points if it is very attractive; 4 points. The score of attraction should be rational, reasonable and able to withstand scrutiny. The method of determining is to examine each external or internal key factors in sequence. If the factors affect the strategic choice, compare and score each strategy. If it does not affect, no points will be given.

5. Calculate the total attractiveness score (TAS): The total attractiveness score is equal to the weight of the key factor multiplied by the attractiveness score, reflecting the attractiveness of the alternative strategy plan on the key factor. The higher the total score, the attractiveness. The bigger.

6. Calculate total attractiveness scores (STAS): Add the total attractiveness scores of each strategic plan vertical line to indicate the overall attractiveness of each strategic plan. The total attractiveness scores of each strategic group in the alternative strategy group The difference indicates the desirability of each strategy over other strategies.

7. Determine the desirable strategic plan: In each plan, the higher the sum of the total attractive score, the higher the attractiveness and the higher the desirability. The highest sum of the total attractive score is the desirable strategy.

By grading two alternative strategies for establishing joint ventures in Europe and Asia, calculating them based on key external and internal factors, we can obtain the total attractiveness score of establishing joint ventures in Europe of 5.30, and establishing joint ventures in Asia. The sum of the total attraction score is 4.32.

1. Determination and evaluation of strategic elements: The external environmental factors and internal environmental factors of Tianjin Shale Products Co., Ltd. were determined using the EFE and IFE matrix methods. Through expert scores, the EFE matrix and IFE matrix are constructed, and it is concluded that enterprises are above average in utilizing external opportunities and avoiding external threats, and internal influencing factors generally have a slight advantage.

2. Determination of alternative solutions for corporate business strategy: match the advantages and disadvantages of internal factors of the enterprise and the opportunities and risks caused by external factors through the SWOT matrix method, and obtain a variety of preparations under the SO, WO, ST, and WT strategies. Choose a plan, such as product development strategy, market development strategy, etc.

3. Evaluation of business strategy alternatives: Evaluate each alternative, arrange it in order of attractiveness and size, and draw that the market development strategy, product development strategy and other solutions are highly attractive, and the company's corporate business strategy is The choice should be market development strategy, product development strategy, technology transformation strategy and product upgrading strategy.