Businessstrategy英文SWOT分析与安索夫矩阵

会计学1Businessstrategy英文SWOT分析与安索夫矩阵IndentifyingstrategicoptionsSWOTanalysismatrixAnsoff’sproduct/marketmatrix第1页/共38页SWOTanalysisSWOTSStrenghthsTThreatsWWeaknessesOOpporunitiesSWOTAnalysiswasdevelopedbyAlbertHumphrey.ItisatooltofindouttheStrengths,Weaknesses,Opportunities,andThreatsthataretobeexpectedinaprojectorinabusinessventureorinsomethingsimilar.Itmeansthatthemarketingenvironment(internalandexternaltotheorganizationorindividual)islookedat.第2页/共38页Strengthsandweaknesses(internal)StrengthsAstrengthissomethingthatanorganizationisgoodatdoingorsomethingthatgivesitparticularcredibility.Itcanbeaparticularattributeofaproductorservicethatprovidesacompetitiveadvantage,aresourcesuchasastrongfinancialpositionornewproductionfacilities,orsuperiorcompetenciesorcapabilities.WeaknessesAweaknessissomethinganorganizationlacksorperformsinaninferiorwayincomparisontoothers.第3页/共38页OpportunitiesandThreats(External)OpportunitiesAnopportunityisaconditionintheenvironmentthatishelpful.ThreatsAthreatisaconditionthatisharmfultotheachievementoftheobjectivesoftheorganization.Indentifyingthreatsandopportunities(Chapter14Page343)HavingundertakenanappraisalofthewiderexternalenvironmentusingPESTELanalysis,marketanalysisandananalysisofthecompetitiveenvironmentusingthefiveforcesmodel,itispossibletosummarizethemainopportunitiesandthreats.第4页/共38页PESTELAnalysisLegalEnvironmentalTechnologicalSocialEconomicPolitical(regulationsorpolicies)PESTELAnalysis第5页/共38页MichaelPorter'sFiveForcesModel

MichaelPorter'sFiveForcesModelRivalrySubstitutesBargainingPowerofSuppliersBargainingPowerofBuyersThreatofNewEntrants第6页/共38页ThestepsofSWOTanalysisMakesurethecurrentstrategyofonecompanyMakesurethechangingexternalenvironmentAccordingtothecompanyresourcescombination,confirmtheabilityandlimitUsegeneralmatrixorasimilarwaytogradeandevaluate第7页/共38页PutresultsonSWOTanalysismatrixStrengthsWeaknessOpportunitiesThreatsopportunitiesthreatsweaknessstrengthLinegrowthstrategyReversestrategyDefensiveStrategyDiversification第8页/共38页TOWSanalysismatrixTheTOWSanalysismatrixcanbeusedasextensionofSWOTanalysis.Havingindentifiedthekeystrengthsandweaknessesoftheorganizationandtheopportunitiesandthreatsintheenvironment.WiththeTOWSmatrixthefollowinganalysisisundertakentosuggeststrategiesthat:1.Useastrengthidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.2.Canhelptheorganizationcorrectaweaknessidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.第9页/共38页Ansoff’sproduct/marketmatrixAnsoff’sproduct/marketmatrixcanhelptospecifythedirectioninwhichacompanyintendstodevelopitsstrategicportfolio.第10页/共38页Ansoff’sproduct/marketmatrixExistingproductsNewproductsExistingmarketsStrategiesbasedonexistingmarketsandexistingproducts.CONSOLIDATION/PENETRATIONStrategiesbasedonlaunchingnewproductsintoexistingmarkets.PRODUCTDEVELOPMENTNewmarketsStrategiesbasedonfindingnewmarketsforexistingproducts.MARKETDEVELOPMENTStrategiesbasedonlaunchingnewproductsintonewmarkets.RELATEDORUNRELATEDDIVERSIFICATION第11页/共38页Existingproducts/existingmarketsMarketPenetrationThismightinvolvethefirminanattempttoincreasethemarketshareofitsexistingproductsinexistingmarketsthroughgreatermarketingeffort.Forexample,afirmmayselectpromotion,advancetheservicequalityorbuyupsomeofitscompetitorstogainmoremarketshare.ConsolidationMaintenanceofthecurrentposition:thismaybeappropriatewhentradingconditionsaredifficult.Forexample.Thefirmmaybeuncertainofthefutureandmaywishtopreserveitsexistingcashholdingsandwithholdfrominvestinginnewventures.Inordertomaintenmarketshare,onecompanycanselectStrategyofProductDifferentiationtoadvancecustomerloyaltydegree.Retrenchment(downsizing,reducedepartment)第12页/共38页Newproducts/existingmarketsProductdevelopmentWitharapidcycleofintroduction,growth,maturityanddecline,itisnecessarytohavenewproductsbeingdevelopedtoreplacetheexistingproducts.Forexample,inthecarindustry,newproductsareintroducedonaregularbasisinordertocompeteagainstcompetitors.第13页/共38页Existingproducts/newmarketsMarketdevelopmentThiscouldinvolvethemarketingofproductstonewgeographicalareas,newchannelsofdistributionandnewusersoftheproductornewusesoftheproduct.Thisstrategyisoftenusedwheretherearesignificanteconomiesofscale,withhighfixedcostsandinflexiblefacilities.第14页/共38页Newproducts/NewmarketsDiversificationDiversificationisthemostriskyasitinvolvesdevelopingnewproductsandsellingintonewmarkets.ThesuccessfulenterprisecanmakesomeSynergyfromsales,channelorproducttechnology.Otherwise,thefailureprobabilityisveryhigh.第15页/共38页MethodsforachievingdifferentoptionsInternaldevelopment01Mergerandacquisition0204Growthcanbeachievedthrough:Jointdevelopmentandstrategyalliances03第16页/共38页InternaldevelopmentOrganicgrowth01Relativelyinexpensive0204Advantages:Takealongtimetoachievetherequiredsize01Disadvantages:第17页/共38页MergerandacquisitionAcquisition:Anorganizationtakesover

anotherorganizationMerger:Theresultoforganizationscomingtogethervoluntarily第18页/共38页MergerandacquisitionBothofthemmakeitquickertoenternewproductormarketareas01Gainmarketshareandreducethelevelofcompetition0204AdvantagesAchievesignificantcostefficienciesandeconomiesofscale03Problemsinorganizationalcultureandtraditions01Disadvantages第19页/共38页JointdevelopmentandstrategicalliancesAlliance:Twoormorefirmsagreetocooperateoncertainactivities01Jointdevelopment:Organizationsshareresourcesandactivitiestopursueastrategy(amorepermanentformofalliance)0204Consortium:Anumberoforganizationscometogetheronamajorcontract03第20页/共38页JointdevelopmentandstrategicalliancesFranchising:Franchisorsellsafranchisetoafranchisee04Licensing:Therighttomanufactureisgrantedforafee(commoninscience-basedindustry)0504Subcontracting:partoftheworkiscompletedbyanotherorganization(non-corebusiness)06第21页/共38页FitwithcompetenciesFitwithpositioningstrategyFitwithmarketanalysisandcompetitivepositionValuechainanalysisProductlifecycleProductportfolioEvaluatingthesuitability第22页/共38页AstrategicperspectivetoinvestmentappraisalTheimpactofaninvestmentonthetotalvaluechainFitwithpositioningstrategyAssesshard-to-quantifystrategybenefitsAssesstheimpactofnotinvesting第23页/共38页Theimpactofaninvestmentonthetotalvaluechain

Valuechain(Chapter15)Basedonthevaluechain,anewinvestmentwillmainlyaffectthreeorganizations:suppliers,companiesandCustomers.第24页/共38页TheimpactofaninvestmentonthetotalvaluechainExample:TimberindustryQuestion:Whichtechnologysystemshouldtheloggingcompaniesuse?System1:FellingandCuttingasectionofawood.(cuttreesofarangeofages)System2:Chosespecificindividualtreestobefelled.(Onlycutoldtreesorsicktreesetc.)

第25页/共38页TheimpactofaninvestmentonthetotalvaluechainValuechainanalysisTherearethreemainorganizationsinvolved:1)Suppliersorlandownerswhoowntheforests.2)Theloggingcompanywhocutthetreestoproduce.3)CustomersItisobviousthatsystem2isecologicallysounderandtherearefinancialbenefitsfromtheuseoftechnologysystem2forLandownersandcustomers.However,theloggingcompanyhasnoincentivetotakethistechnologybecauseitcangainnofinancialbenefits.Thecompanyalwaysonlycarewhichinvestmentdecisioncanprovidethegreatestreturntothem.第26页/共38页TheimpactofaninvestmentonthetotalvaluechainByanalyzingvaluechainoftimberindustry,wefindthatecologicallysoundtechnologyismorebeneficial.Soinordertotakeadvantageofthelinkagesinthevaluechain:Suppliersandcustomersshouldmakesomekindoffinancialinducementtotheloggingcompaniesinorderthattheenvironmentallyfriendliertechnologyisused.Alternatively,thesuppliersandcustomerscouldconsiderastrategyofverticalintegrationbyenteringtheloggingbusiness.第27页/共38页FitwithpositioningstrategyAnewinvestmentshouldbeconsistentwiththepositioningstrategyoftheorganization.CostleadershipstrategyDifferentiationstrategy第28页/共38页Assessinghard-to-quantifystrategicbenefitsInassessingthecostsandbenefitsofinvestmentprojects,afirststepshouldinvolvethelistingofallbenefitsandcoststhatarelikelytoariseasaresultoftheproject.Inreferringtoinvestmentinadvancedmanufacturingtechnology,BromwichandBhimanisuggestthattheseshouldbeidentifiedwith3differentcategories:1)Thosethatcanbedirectlyquantifiedinprecisefinancialterms.2)Thosethatcanbeconvertedtolessprecisefinancialterms.3)Thosethatcannotbequantified.第29页/共38页Assessinghard-to-quantifystrategicbenefitsWherebenefitscanbequantifiedinmonetaryterms,thenthisshouldbedone.Wherequantificationisnotpossible,thenanitemcouldbescoredona‘point’scale(1to10).Managementcanthenassesstheweighting,whichshouldbegiventofinancialandnon-financialfactors.第30页/共38页AssessingtheimpactofnotinvestingForexample,assumethat100unitsofanexistingproductaresoldeachmonthanditisexpectedthatadditionalinvestmentwillleadto120unitsbeingsoldpermonth.possibility1:Thismayunderestimatethetruebenefitbecauselessthan100unitsofproductwillbesoldifnotinvesting.Reason:theexistingproductisapproachingthedeclinestageofitsproductlifecycle;Duringadowneconomyperiod;strictregulationsorpoliciesetc.Possibility2:Thismayoverestimatethetruebenefitbecausemorethan100unitsofproductwillbesoldifnotinvesting.Reason:duringthegrowingproductlifecycle;Duringaneconomicboom;looseregulationsorpoliciesetc.第31页/共38页AssessingacceptabilityandfeasibilityStrategiesshou