ABSTRACT
This chapter places strategy evaluation and selection at the center of the strategic management process. Strategy evaluation and selection focuses on management evaluating strategic options, for the overall sport organization and its SBUs, products/services, and activities. After gathering all relevant information through a SWOT analysis and building a list of potential strategic options, the task then is to evaluate each option. It is important to use consistent criteria for all options, and this chapter presents seven imperatives that sport organizations can use to evaluate their program attractiveness (fundability, client base size, volunteer appeal, and support group appeal) and competitive position (equipment costs and affiliation fees). The chapter also explores how sport organizations can also draw from and adapt a variety of tools created for non-sport organizations: (1) the suitability-feasibility-acceptability-competitive advantage approach, (2) the strategic options grid, and (3) portfolio analysis techniques such as the Boston Consulting Group (BCG) Matrix. An opening case on the strategic options for nations running high-performance sport regimes and a closing case on the ClubLink Corporation in Canada are useful in highlighting the chapter’s key strategic concepts.
