Business strategy(英文版) SWOT分析与安索夫矩阵

1、MingxuYangJingPangLuLi,IndentifyingSuitableStrategicOptions,Indentifyingstrategicoptions,SWOTanalysis,SWOTAnalysiswasdevelopedbyAlbertHumphrey.ItisatooltofindouttheStrengths,Weaknesses,Opportunities,andThreatsthataretobeexpectedinaprojectorinabusinessventureorinsomethingsimilar.Itmeansthatthemarketi

2、ngenvironment(internalandexternaltotheorganizationorindividual)islookedat.,Strengthsandweaknesses(internal),StrengthsAstrengthissomethingthatanorganizationisgoodatdoingorsomethingthatgivesitparticularcredibility.Itcanbeaparticularattributeofaproductorservicethatprovidesacompetitiveadvantage,aresourc

3、esuchasastrongfinancialpositionornewproductionfacilities,orsuperiorcompetenciesorcapabilities.WeaknessesAweaknessissomethinganorganizationlacksorperformsinaninferiorwayincomparisontoothers.,OpportunitiesandThreats(External),OpportunitiesAnopportunityisaconditionintheenvironmentthatishelpful.ThreatsA

4、threatisaconditionthatisharmfultotheachievementoftheobjectivesoftheorganization.Indentifyingthreatsandopportunities(Chapter14Page343)HavingundertakenanappraisalofthewiderexternalenvironmentusingPESTELanalysis,marketanalysisandananalysisofthecompetitiveenvironmentusingthefiveforcesmodel,itispossiblet

5、osummarizethemainopportunitiesandthreats.,PESTELAnalysis,MichaelPortersFiveForcesModel,ThestepsofSWOTanalysis,MakesurethecurrentstrategyofonecompanyMakesurethechangingexternalenvironmentAccordingtothecompanyresourcescombination,confirmtheabilityandlimitUsegeneralmatrixorasimilarwaytogradeandevaluate

6、,PutresultsonSWOTanalysismatrix,opportunities,threats,weakness,strength,Linegrowthstrategy,Reversestrategy,DefensiveStrategy,Diversification,TOWSanalysismatrix,TheTOWSanalysismatrixcanbeusedasextensionofSWOTanalysis.Havingindentifiedthekeystrengthsandweaknessesoftheorganizationandtheopportunitiesand

7、threatsintheenvironment.WiththeTOWSmatrixthefollowinganalysisisundertakentosuggeststrategiesthat:1.Useastrengthidentifiedfromaninternalappraisaloftheorganizationtotakeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat.2.Canhelptheorganizationcorrectaweaknessidentifiedfromaninternalap

8、praisaloftheorganizationtotakeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat.,Ansoffsproduct/marketmatrix,Ansoffsproduct/marketmatrixcanhelptospecifythedirectioninwhichacompanyintendstodevelopitsstrategicportfolio.,Ansoffsproduct/marketmatrix,Existingproducts/existingmarkets,Mark

9、etPenetrationThismightinvolvethefirminanattempttoincreasethemarketshareofitsexistingproductsinexistingmarketsthroughgreatermarketingeffort.Forexample,afirmmayselectpromotion,advancetheservicequalityorbuyupsomeofitscompetitorstogainmoremarketshare.ConsolidationMaintenanceofthecurrentposition:thismayb

10、eappropriatewhentradingconditionsaredifficult.Forexample.Thefirmmaybeuncertainofthefutureandmaywishtopreserveitsexistingcashholdingsandwithholdfrominvestinginnewventures.Inordertomaintenmarketshare,onecompanycanselectStrategyofProductDifferentiationtoadvancecustomerloyaltydegree.Retrenchment(downsiz

11、ing,reducedepartment),Newproducts/existingmarkets,ProductdevelopmentWitharapidcycleofintroduction,growth,maturityanddecline,itisnecessarytohavenewproductsbeingdevelopedtoreplacetheexistingproducts.Forexample,inthecarindustry,newproductsareintroducedonaregularbasisinordertocompeteagainstcompetitors.,

12、Existingproducts/newmarkets,MarketdevelopmentThiscouldinvolvethemarketingofproductstonewgeographicalareas,newchannelsofdistributionandnewusersoftheproductornewusesoftheproduct.Thisstrategyisoftenusedwheretherearesignificanteconomiesofscale,withhighfixedcostsandinflexiblefacilities.,Newproducts/Newma

13、rkets,DiversificationDiversificationisthemostriskyasitinvolvesdevelopingnewproductsandsellingintonewmarkets.ThesuccessfulenterprisecanmakesomeSynergyfromsales,channelorproducttechnology.Otherwise,thefailureprobabilityisveryhigh.,Methodsforachievingdifferentoptions,Internaldevelopment,01,Mergerandacq

14、uisition,02,04,Growthcanbeachievedthrough:,Jointdevelopmentandstrategyalliances,03,Internaldevelopment,Organicgrowth,01,Relativelyinexpensive,02,04,Advantages:,Takealongtimetoachievetherequiredsize,01,Disadvantages:,Mergerandacquisition,Acquisition:Anorganizationtakesoveranotherorganization,Merger:T

15、heresultoforganizationscomingtogethervoluntarily,Mergerandacquisition,Bothofthemmakeitquickertoenternewproductormarketareas,01,Gainmarketshareandreducethelevelofcompetition,02,04,Advantages,Achievesignificantcostefficienciesandeconomiesofscale,03,Problemsinorganizationalcultureandtraditions,01,Disad

16、vantages,Jointdevelopmentandstrategicalliances,Alliance:Twoormorefirmsagreetocooperateoncertainactivities,01,Jointdevelopment:Organizationsshareresourcesandactivitiestopursueastrategy(amorepermanentformofalliance),02,04,Consortium:Anumberoforganizationscometogetheronamajorcontract,03,Jointdevelopmen

17、tandstrategicalliances,Franchising:Franchisorsellsafranchisetoafranchisee,04,Licensing:Therighttomanufactureisgrantedforafee(commoninscience-basedindustry),05,04,Subcontracting:partoftheworkiscompletedbyanotherorganization(non-corebusiness),06,Fitwithcompetencies,Fitwithpositioningstrategy,Fitwithma

18、rketanalysisandcompetitiveposition,Valuechainanalysis,Productlifecycle,Productportfolio,Evaluatingthesuitability,Astrategicperspectivetoinvestmentappraisal,TheimpactofaninvestmentonthetotalvaluechainFitwithpositioningstrategyAssesshard-to-quantifystrategybenefitsAssesstheimpactofnotinvesting,Theimpa

19、ctofaninvestmentonthetotalvaluechain,Valuechain(Chapter15)Basedonthevaluechain,anewinvestmentwillmainlyaffectthreeorganizations:suppliers,companiesandCustomers.,Theimpactofaninvestmentonthetotalvaluechain,Example:TimberindustryQuestion:Whichtechnologysystemshouldtheloggingcompaniesuse?System1:Fellin

20、gandCuttingasectionofawood.(cuttreesofarangeofages)System2:Chosespecificindividualtreestobefelled.(Onlycutoldtreesorsicktreesetc.),Theimpactofaninvestmentonthetotalvaluechain,ValuechainanalysisTherearethreemainorganizationsinvolved:1)Suppliersorlandownerswhoowntheforests.2)Theloggingcompanywhocutthe

21、treestoproduce.3)CustomersItisobviousthatsystem2isecologicallysounderandtherearefinancialbenefitsfromtheuseoftechnologysystem2forLandownersandcustomers.However,theloggingcompanyhasnoincentivetotakethistechnologybecauseitcangainnofinancialbenefits.Thecompanyalwaysonlycarewhichinvestmentdecisioncanpro

22、videthegreatestreturntothem.,Theimpactofaninvestmentonthetotalvaluechain,Byanalyzingvaluechainoftimberindustry,wefindthatecologicallysoundtechnologyismorebeneficial.Soinordertotakeadvantageofthelinkagesinthevaluechain:Suppliersandcustomersshouldmakesomekindoffinancialinducementtotheloggingcompaniesi

23、norderthattheenvironmentallyfriendliertechnologyisused.Alternatively,thesuppliersandcustomerscouldconsiderastrategyofverticalintegrationbyenteringtheloggingbusiness.,Fitwithpositioningstrategy,Anewinvestmentshouldbeconsistentwiththepositioningstrategyoftheorganization.CostleadershipstrategyDifferent

24、iationstrategy,Assessinghard-to-quantifystrategicbenefits,Inassessingthecostsandbenefitsofinvestmentprojects,afirststepshouldinvolvethelistingofallbenefitsandcoststhatarelikelytoariseasaresultoftheproject.Inreferringtoinvestmentinadvancedmanufacturingtechnology,BromwichandBhimanisuggestthattheseshou

25、ldbeidentifiedwith3differentcategories:1)Thosethatcanbedirectlyquantifiedinprecisefinancialterms.2)Thosethatcanbeconvertedtolessprecisefinancialterms.3)Thosethatcannotbequantified.,Assessinghard-to-quantifystrategicbenefits,Wherebenefitscanbequantifiedinmonetaryterms,thenthisshouldbedone.Wherequanti

26、ficationisnotpossible,thenanitemcouldbescoredonapointscale(1to10).Managementcanthenassesstheweighting,whichshouldbegiventofinancialandnon-financialfactors.,Assessingtheimpactofnotinvesting,Forexample,assumethat100unitsofanexistingproductaresoldeachmonthanditisexpectedthatadditionalinvestmentwilllead

27、to120unitsbeingsoldpermonth.possibility1:Thismayunderestimatethetruebenefitbecauselessthan100unitsofproductwillbesoldifnotinvesting.Reason:theexistingproductisapproachingthedeclinestageofitsproductlifecycle;Duringadowneconomyperiod;strictregulationsorpoliciesetc.Possibility2:Thismayoverestimatethetruebenefitbecausemorethan100unitsofproductwillbesoldifnotinvesting.Reason:duringthegrowingproductlifecycle;Duringaneconomicboom;looseregulationsorpoliciesetc.,Assessingacceptabilityandfeasibility,Strategiesshouldnotonlybeassessedintermsoftheirfitwiththestrategiclogicoftheorganiza