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1 IE.. QSPM :. SWOT : QSPM

2 (Pierce and Robinson, 2009).(Emerald, 2006).(385 ) Hunger & Violin

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5 9....(385 ) 965..(385 ).(Mintzberg et al, 200) :....(385 ) SWOT 960.( Mintzberg & et al, 200) 2 (385 ) 4 3 SWOT (385 ) Andrews, ). SWOT.( Igor Ansoff 2 -Albert Humphrey 3 -Strengths 4 -Weaknesses 5 -Opportunities 6 -Threats

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11 97... ( :) :2 0/4 4.S 5 0/05 3.S2 5 0/05 3 ( ).S3 0/4 4.S4 5 0/05 3.S5 0/4 0/05 4.S6 5 0/05 3.S7 0/06 0/02 3.S8 2 0/03 4.S9 0/2 2.W.W2 0/05 2.W3 0/05 2..W4 0/2 2.W5.W6 3/3

12 IFE. 2/5 2/67. ( :) :3 0/4 4.O 0/4 4.O2 5 0/05 3.O3 0/4 4.O4 0/3 3.O5 5 0/05 3.O6 0/2 2.T 0/3 5 2.T2.T3 0/05 2.T4.T5 2/67 -External Factor Evaluation (EFE) Matrix

13 99... :.. SWOT : :SWOT. SWOT WO ( ) SO ) - ( : ) : ) (... ( SWOT Strength & Weakness & Opportunity & Threat (SWOT) Matrix

14 WT ST : -..(2 ) - Internal & External (IE) Matrix

15 :. ) 4.( : -.(5 ) -Quantitative Strategic Planning Matrix (QSPM)

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17 ( : ) : SWOT. IE.

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19 05... Ĥ (382) -. : : (385) -2. (385) -3.. (385) -4..(388). -5. (39) -6 (GSM). 7- Andrews, Kenneth R, (980), Concept of Corporate Strategy, R. D: Irwin. 8-David, Fred R, (999), Strategic Management Concepts and Cases (Hardcover), New York, NY: Prentice Hall. 9-F.A. Rodrigues & I. Joekes, (20), Cement Industry: Sustainability, Challenges and Perspectives. Environ Chem Ltd. 0-Mintzberg Henry, Joseph Lampel (200), Strategic Steering to Avoid the Process, Strategic Thinking for the Next Economy, Sossey-Bass. -Mintzberg, H. Ahlstrand, B. and Lampel, J. (998), Strategy Safari: A Guided Tour through the Wilds of Strategic Management, New York, NY: The Free Pres. 2-Acur, N, Englyst, L, (2006), Assessment of Strategy Formulation: How to Ensure Quality in Process and Outcome, International Journal of Operations & Production Management, 26(), 69-9.

20 Duarte, Carolina- Ettkin, Lawrence, P Helms, Marilyn M- and Micael S. Anderson (2006), The Challenge of Venezuela: A SWOT Analysis, Internet, CR, 6, (3) & Emerald Group Publishing (2006), Strategic Steering to Avoid the Turbulence: Businesses Should Always be Prepared to Alter Course, Strategic Direction, 25 (7).

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