Business-strategy(英文版)-SWOT分析与安索夫矩阵

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,MichaelPortersFiveForcesModel,ThestepsofSWOTanalysis,MakesurethecurrentstrategyofonecompanyMakesurethechangingexternalenvironmentAccordingtothecompanyresourcescombination,confirmtheabilityandlimitUsegeneralmatrixorasimilarwaytogradeandevaluate,PutresultsonSWOTanalysismatrix,opportunities,threats,weakness,strength,Linegrowthstrategy,Reversestrategy,DefensiveStrategy,Diversification,TOWSanalysismatrix,TheTOWSanalysismatrixcanbeusedasextensionofSWOTanalysis.Havingindentifiedthekeystrengthsandweaknessesoftheorganizationandtheopportunitiesandthreatsintheenvironment.WiththeTOWSmatrixthefollowinganalysisisundertakentosuggeststrategiesthat:1.Useastrengthidentifiedfromaninternalappraisaloftheorganizationtotakeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat.2.Canhelptheorganizationcorrectaweaknessidentifiedfromaninternalappraisaloftheorganizationtotakeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat.,Ansoffsproduct/marketmatrix,Ansoffsproduct/marketmatrixcanhelptospecifythedirectioninwhichacompanyintendstodevelopitsstrategicportfolio.,Ansoffsproduct/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,thenanitemcouldbescoredonapointscale(1to10).Managementcanthenassesstheweighting,whichshouldbegiventofinancialandnon-financialfactors.,Assessingtheimpactofnotinvesting,Forexample,assumethat100unitsofanexistingproductaresoldeachmonthanditisexpectedthatadditionalinvestmentwillleadto120unitsbeingsoldpermonth.possibility1:Thismayunderestimatethetruebenefitbecauselessthan100unitsofproductwillbesoldifnotinvesting.Reason:theexistingproductisapproachingthedeclinestageofitsproductlifecycle;Duringadowneconomyperiod;strictregulationsorpoliciesetc.Possibility2:Thismayoverestimatethetruebenefitbecausemorethan100unitsofproductwillbesoldifnotinvesting.Reason:duringthegrowingproductlifecycle;Duringaneconomicboom;looseregulationsorpoliciesetc.,Assessingacceptabilityandfeasibility,Strategiesshouldnotonlybeassessedintermsoftheirfitwiththestrategiclogicoftheorganiza