Any manufacturing operation has an inherent strength in high volume, low cost production or low-volume, high value production. In deciding this strategy I would look first at production efficiency of existing operations and also examine which processes on the production floor were the more accurate and cost-effective. After making a decision on the manufacturing area, I would look next at the supply chain efficiency of the company, specifically in both the low-end products and the high-end ones as well. The concentration of suppliers by each of these product groups would be a good indication of which strategy to undertake. I'd also look at the selling and service...

The need for service is quite different on each of these product areas, so as a result I'd look at those processes and the core strengths of that department as well. In summary, the entire company's strengths would need to be in one specific area for the strategy to be effective. The low-cost, high volume strategy would be more difficult to sustain over time, yet if the organizations' many processes were aligned in that area, then the company could become a global leader quickly.
Discuss the value of the TOWS Matrix in strategy formulation. Do you agree with