Businessstrategy英文版SWOT分析与安索夫矩阵精编版

1、Indentifying Suitable Strategic Options Mingxu Yang Jing Pang Lu Li 由NordriDesign?提供 Indentifying strategic options SWOT analysis matrix Ansoffs product/market matrix Page 2 SWOT analysis SWOT Analysis was developed by Albert Humphrey. It is a tool to find out the Strengths, Weaknesses, Opportunitie

2、s, and Threats that are to be expected in a project or in a business venture or in something similar. It means that the marketing environment (internal and external to the organization or individual) is looked at. S Strenghths O Opporunities SWOT T Threats W Weaknesses Page 3 Strengths and weaknesse

3、s(internal) ? Strengths A strength is something that an organization is good at doing or something that gives it particular credibility. It can be a particular attribute of a product or service that provides a competitive advantage, a resource such as a strong financial position or new production fa

4、cilities, or superior competencies or capabilities. ? Weaknesses A weakness is something an organization lacks or performs in an inferior way in comparison to others. Page 4 Opportunities and Threats(External) ? Opportunities An opportunity is a condition in the environment that is helpful. ? Threat

5、s A threat is a condition that is harmful to the achievement of the objectives of the organization. ? Indentifying threats and opportunities(Chapter 14 Page 343) Having undertaken an appraisal of the wider external environment using PESTEL analysis, market analysis and an analysis of the competitive

6、 environment using the five forces model, it is possible to summarize the main opportunities and threats. Page 5 PESTEL Analysis Technological Social Environmental Economic Legal PESTEL Analysis Political(regulations or policies) Page 6 Michael Porters Five Forces Model Bargaining Power of Suppliers

7、 Substitutes Bargaining Power of Buyers Rivalry Michael Porters Five Forces Model Threat of New Entrants Page 7 The steps of SWOT analysis ? Make sure the current strategy of one company ? Make sure the changing external environment ? According to the company resources combination, confirm the abili

8、ty and limit ? Use general matrix or a similar way to grade and evaluate Page 8 Put results on SWOT analysis matrix Strengths Weakness opportunities Reverse strategy weakness Line growth strategy strength Opportunities Defensive Strategy Diversification Threats threats Page 9 TOWS analysis matrix ?

9、The TOWS analysis matrix can be used as extension of SWOT analysis. Having indentified the key strengths and weaknesses of the organization and the opportunities and threats in the environment. ? With the TOWS matrix the following analysis is undertaken to suggest strategies that: 1. Use a strength

10、identified from an internal appraisal of the organization to take advantage of an environmental opportunity or combat an environmental threat. 2.Can help the organization correct a weakness identified from an internal appraisal of the organization to take advantage of an environmental opportunity or

11、 combat an environmental threat. Page 10 Ansoffs product/market matrix ? Ansoffs product/market matrix can help to specify the direction in which a company intends to develop its strategic portfolio. Page 11 Ansoffs product/market matrix Existing products New products Existing markets Strategies bas

12、ed on existing markets and existing products. CONSOLIDATION/PENETRATION Strategies based on finding new markets for existing products. MARKET DEVELOPMENT Strategies based on launching new products into existing markets. PRODUCT DEVELOPMENT Strategies based on launching new products into new markets.

13、 RELATED OR UNRELATED DIVERSIFICATION New markets Page 12 Existing products/existing markets ? Market Penetration This might involve the firm in an attempt to increase the market share of its existing products in existing markets through greater marketing effort. For example, a firm may select promo

14、tion, advance the service quality or buy up some of its competitors to gain more market share. ? Consolidation Maintenance of the current position: this may be appropriate when trading conditions are difficult. For example. The firm may be uncertain of the future and may wish to preserve its existin

15、g cash holdings and withhold from investing in new ventures. In order to mainten market share, one company can select Strategy of Product Differentiation to advance customer loyalty degree. ? Retrenchment(downsizing,reduce department) Page 13 New products/existing markets ? Product development With

16、a rapid cycle of introduction, growth, maturity and decline, it is necessary to have new products being developed to replace the existing products. For example, in the car industry, new products are introduced on a regular basis in order to compete against competitors. Page 14 Existing products/new

17、markets ? Market development This could involve the marketing of products to new geographical areas, new channels of distribution and new users of the product or new uses of the product. This strategy is often used where there are significant economies of scale, with high fixed costs and inflexible

18、facilities. Page 15 New products/New markets ? Diversification Diversification is the most risky as it involves developing new products and selling into new markets. The successful enterprise can make some Synergy from sales , channel or product technology. Otherwise ,the failure probability is very

19、 high. Page 16 Methods for achieving different options Growth can be achieved through: Internal development Merger and acquisition Joint development and strategy alliances Page 17 Internal development Advantages: Organic growth Relatively inexpensive Disadvantages: Take a long time to achieve the re

20、quired size Page 18 Merger and acquisition Acquisition: An organization takes over another organization Merger: The result of organizations coming together voluntarily Page 19 Merger and acquisition Advantages Both of them make it quicker to enter new product or market areas Gain market share and re

21、duce the level of competition Achieve significant cost efficiencies and economies of scale Disadvantages Problems in organizational culture and traditions Page 20 Joint development and strategic alliances Alliance: Two or more firms agree to cooperate on certain activities Joint development: Organiz

22、ations share resources and activities to pursue a strategy (a more permanent form of alliance) Consortium: A number of organizations come together on a major contract Page 21 Joint development and strategic alliances Franchising: Franchisor sells a franchise to a franchisee Licensing: The right to m

23、anufacture is granted for a fee (common in science-based industry) Subcontracting: part of the work is completed by another organization (non-core business) Page 22 Evaluating the suitability Fit with market analysis Fit with positioning strategy and competitive position Product lifecycle Value chai

24、n analysis Product portfolio Fit with competencies Page 23 A strategic perspective to investment appraisal ? The impact of an investment on the total value chain ? Fit with positioning strategy ? Assess hard-to-quantify strategy benefits ? Assess the impact of not investing Page 24 The impact of an

25、investment on the total value chain ? Value chain(Chapter 15) ? Based on the value chain, a new investment will mainly affect three organizations : suppliers, companies and Customers. Page 25 The impact of an investment on the total value chain ? Example: Timber industry ? Question: Which technology

26、 system should the logging companies use? System 1: Felling and Cutting a section of a wood. ( cut trees of a range of ages ) System 2: Chose specific individual trees to be felled. ( Only cut old trees or sick trees etc.) Page 26 The impact of an investment on the total value chain ? Value chain an

27、alysis There are three main organizations involved: 1) Suppliers or landowners who own the forests. 2) The logging company who cut the trees to produce. 3) Customers It is obvious that system 2 is ecologically sounder and there are financial benefits from the use of technology system 2 for Landowner

28、s and customers . However, the logging company has no incentive to take this technology because it can gain no financial benefits. The company always only care which investment decision can provide the greatest return to them. Page 27 The impact of an investment on the total value chain ? By analyzi

29、ng value chain of timber industry, we find that ecologically sound technology is more beneficial. So in order to take advantage of the linkages in the value chain: ? Suppliers and customers should make some kind of financial inducement to the logging companies in order that the environmentally frien

30、dlier technology is used. ? Alternatively, the suppliers and customers could consider a strategy of vertical integration by entering the logging business. Page 28 Fit with positioning strategy ? A new investment should be consistent with the positioning strategy of the organization. ? Cost leadershi

31、p strategy ? Differentiation strategy Page 29 Assessing hard-to-quantify strategic benefits ? In assessing the costs and benefits of investment projects, a first step should involve the listing of all benefits and costs that are likely to arise as a result of the project. ? In referring to investmen

32、t in advanced manufacturing technology, Bromwich and Bhimani suggest that these should be identified with 3 different categories: ? 1) Those that can be directly quantified in precise financial terms. ? 2) Those that can be converted to less precise financial terms. ? 3) Those that cannot be quantif

33、ied. Page 30 Assessing hard-to-quantify strategic benefits ? Where benefits can be quantified in monetary terms, then this should be done. Where quantification is not possible, then an item could be scored on a point scale(1 to 10). Management can then assess the weighting, which should be given to

34、financial and non-financial factors. Page 31 Assessing the impact of not investing ? For example, assume that 100 units of an existing product are sold each month and it is expected that additional investment will lead to 120 units being sold per month. ? possibility 1 : This may underestimate the t

35、rue benefit because less than 100 units of product will be sold if not investing. ? Reason: the existing product is approaching the decline stage of its product lifecycle; During a down economy period; strict regulations or policies etc. ? Possibility 2: This may overestimate the true benefit because more than 100 units of product will be sold if not investing. ? Reason: during the growing product lifecycle; During an economic boom; loose regulations or policies etc. Page 32 Assessing acceptability and feasibility ? Strategies should not only be assessed in terms of