Business strategy(英文版) SWOT分析与安索夫矩阵.ppt

MingxuYangJingPangLuLi IndentifyingSuitableStrategicOptions Indentifyingstrategicoptions SWOTanalysis SWOTAnalysiswasdevelopedbyAlbertHumphrey ItisatooltofindouttheStrengths Weaknesses Opportunities andThreatsthataretobeexpectedinaprojectorinabusinessventureorinsomethingsimilar Itmeansthatthemarketingenvironment internalandexternaltotheorganizationorindividual islookedat Strengthsandweaknesses internal StrengthsAstrengthissomethingthatanorganizationisgoodatdoingorsomethingthatgivesitparticularcredibility Itcanbeaparticularattributeofaproductorservicethatprovidesacompetitiveadvantage aresourcesuchasastrongfinancialpositionornewproductionfacilities orsuperiorcompetenciesorcapabilities WeaknessesAweaknessissomethinganorganizationlacksorperformsinaninferiorwayincomparisontoothers OpportunitiesandThreats External OpportunitiesAnopportunityisaconditionintheenvironmentthatishelpful ThreatsAthreatisaconditionthatisharmfultotheachievementoftheobjectivesoftheorganization Indentifyingthreatsandopportunities Chapter14Page343 HavingundertakenanappraisalofthewiderexternalenvironmentusingPESTELanalysis marketanalysisandananalysisofthecompetitiveenvironmentusingthefiveforcesmodel itispossibletosummarizethemainopportunitiesandthreats PESTELAnalysis MichaelPorter sFiveForcesModel ThestepsofSWOTanalysis MakesurethecurrentstrategyofonecompanyMakesurethechangingexternalenvironmentAccordingtothecompanyresourcescombination confirmtheabilityandlimitUsegeneralmatrixorasimilarwaytogradeandevaluate PutresultsonSWOTanalysismatrix opportunities threats weakness strength Linegrowthstrategy Reversestrategy DefensiveStrategy Diversification TOWSanalysismatrix TheTOWSanalysismatrixcanbeusedasextensionofSWOTanalysis Havingindentifiedthekeystrengthsandweaknessesoftheorganizationandtheopportunitiesandthreatsintheenvironment WiththeTOWSmatrixthefollowinganalysisisundertakentosuggeststrategiesthat 1 Useastrengthidentifiedfromaninternalappraisaloftheorganizationto takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat 2 Canhelptheorganizationcorrectaweaknessidentifiedfromaninternalappraisaloftheorganizationto takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat Ansoff sproduct marketmatrix Ansoff sproduct marketmatrixcanhelptospecifythedirectioninwhichacompanyintendstodevelopitsstrategicportfolio Ansoff sproduct marketmatrix Existingproducts existingmarkets MarketPenetrationThismightinvolvethefirminanattempttoincreasethemarketshareofitsexistingproductsinexistingmarketsthroughgreatermarketingeffort Forexample afirmmayselectpromotion advancetheservicequalityorbuyupsomeofitscompetitorstogainmoremarketshare ConsolidationMaintenanceofthecurrentposition thismaybeappropriatewhentradingconditionsaredifficult Forexample Thefirmmaybeuncertainofthefutureandmaywishtopreserveitsexistingcashholdingsandwithholdfrominvestinginnewventures Inordertomaintenmarketshare onecompanycanselectStrategyofProductDifferentiationtoadvancecustomerloyaltydegree Retrenchment downsizing reducedepartment Newproducts existingmarkets ProductdevelopmentWitharapidcycleofintroduction growth maturityanddecline itisnecessarytohavenewproductsbeingdevelopedtoreplacetheexistingproducts Forexample inthecarindustry newproductsareintroducedonaregularbasisinordertocompeteagainstcompetitors Existingproducts newmarkets MarketdevelopmentThiscouldinvolvethemarketingofproductstonewgeographicalareas newchannelsofdistributionandnewusersoftheproductornewusesoftheproduct Thisstrategyisoftenusedwheretherearesignificanteconomiesofscale withhighfixedcostsandinflexiblefacilities Newproducts Newmarkets DiversificationDiversificationisthemostriskyasitinvolvesdevelopingnewproductsandsellingintonewmarkets ThesuccessfulenterprisecanmakesomeSynergyfromsales channelorproducttechnology Otherwise thefailureprobabilityisveryhigh Methodsforachievingdifferentoptions Internaldevelopment 01 Mergerandacquisition 02 04 Growthcanbeachievedthrough Jointdevelopmentandstrategyalliances 03 Internaldevelopment Organicgrowth 01 Relativelyinexpensive 02 04 Advantages Takealongtimetoachievetherequiredsize 01 Disadvantages Mergerandacquisition Acquisition Anorganizationtakesoveranotherorganization Merger Theresultoforganizationscomingtogethervoluntarily Mergerandacquisition Bothofthemmakeitquickertoenternewproductormarketareas 01 Gainmarketshareandreducethelevelofcompetition 02 04 Advantages Achievesignificantcostefficienciesandeconomiesofscale 03 Problemsinorganizationalcultureandtraditions 01 Disadvantages Jointdevelopmentandstrategicalliances Alliance Twoormorefirmsagreetocooperateoncertainactivities 01 Jointdevelopment Organizationsshareresourcesandactivitiestopursueastrategy amorepermanentformofalliance 02 04 Consortium Anumberoforganizationscometogetheronamajorcontract 03 Jointdevelopmentandstrategicalliances Franchising Franchisorsellsafranchisetoafranchisee 04 Licensing Therighttomanufactureisgrantedforafee commoninscience basedindustry 05 04 Subcontracting partoftheworkiscompletedbyanotherorganization non corebusiness 06 Fitwithcompetencies Fitwithpositioningstrategy Fitwithmarketanalysisandcompetitiveposition Valuechainanalysis Productlifecycle Productportfolio Evaluatingthesuitability Astrategicperspectivetoinvestmentappraisal TheimpactofaninvestmentonthetotalvaluechainFitwithpositioningstrategyAssesshard to quantifystrategybenefitsAssesstheimpactofnotinvesting Theimpactofaninvestmentonthetotalvaluechain Valuechain Chapter15 Basedonthevaluechain anewinvestmentwillmainlyaffectthreeorganizations suppliers companiesandCustomers Theimpactofaninvestmentonthetotalvaluechain Example TimberindustryQuestion Whichtechnologysystemshouldtheloggingcompaniesuse System1 FellingandCuttingasectionofawood cuttreesofarangeofages System2 Chosespecificindividualtreestobefelled Onlycutoldtreesorsicktreesetc Theimpactofaninvestmentonthetotalvaluechain ValuechainanalysisTherearethreemainorganizationsinvolved 1 Suppliersorlandownerswhoowntheforests 2 Theloggingcompanywhocutthetreestoproduce 3 CustomersItisobviousthatsystem2isecologicallysounderandtherearefinancialbenefitsfromtheuseoftechnologysystem2forLandownersandcustomers However theloggingcompanyhasnoincentivetotakethistechnologybecauseitcangainnofinancialbenefits Thecompanyalwaysonlycarewhichinvestmentdecisioncanprovidethegreatestreturntothem Theimpactofaninvestmentonthetotalvaluechain Byanalyzingvaluechainoftimberindustry wefindthatecologicallysoundtechnologyismorebeneficial Soinordertotakeadvantageofthelinkagesinthevaluechain Suppliersandcustomersshouldmakesomekindoffinancialinducementtotheloggingcompaniesinorderthattheenvironmentallyfriendliertechnologyisused Alternatively thesuppliersandcustomerscouldconsiderastrategyofverticalintegrationbyenteringtheloggingbusiness Fitwithpositioningstrategy Anewinvestmentshouldbeconsistentwiththepositioningstrategyoftheorganization CostleadershipstrategyDifferentiationstrategy Assessinghard to quantifystrategicbenefits Inassessingthecostsandbenefitsofinvestmentprojects afirststepshouldinvolvethelistingofallbenefitsandcoststhatarelikelytoariseasaresultoftheproject Inreferringtoinvestmentinadvancedmanufacturingtechnology BromwichandBhimanisuggestthattheseshouldbeidentifiedwith3differentcategories 1 Thosethatcanbedirectlyquantifiedinprecisefinancialterms 2 Thosethatcanbeconvertedtolessprecisefinancialterms 3 Thosethatcannotbequantified Assessinghard to quantifystrategicbenefits Wherebenefitscanbequantifiedinmonetaryterms thenthisshouldbedone Wherequantificationisnotpossible thenanitemcouldbescoredona point scale 1to10 Managementcanthenassesstheweighting whichshouldbegiventofinancialandnon financialfactors Assessingtheimpactofnotinvesting Forexample assumethat100unitsofanexistingproductaresoldeachmonthanditisexpectedthatadditionalinvestmentwillleadto120unitsbeingsoldpermonth possibility1 Thismayunderestimatethetruebenefitbecauselessthan100unitsofproductwillbesoldifnotinvesting Reason theexistingproductisapproachingthedeclinestageofitsproductlifecycle Duringadowneconomyperiod strictregulationsorpoliciesetc Possibility2 Thismayoverestimatethetruebenefitbecausemorethan100unitsofproductwillbesoldifnotinvesting Reason duringthegrowingproductlifecycle Duringaneconomicboom looseregulationsorpoliciesetc Assessingacceptabilityandfeasibility Strategiesshouldnotonlybeassessedintermsoftheirfitwiththestrategiclogicoftheorga