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

1、由NordriDesign提供Mingxu YangJing PangLu LiIndentifying Suitable Strategic OptionsPage 2Indentifying strategic optionsPage 3SWOT analysisSWOT Analysis was developed by Albert Humphrey. It is a tool to find out the Strengths, Weaknesses, Opportunities, and Threats that are to be expected in a project or

2、 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.Page 4Strengths and weaknesses(internal)n StrengthsA strength is something that an organization is good at doing or something that gives it p

3、articular 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 facilities, or superior competencies or capabilities. n WeaknessesA weakness is something an organization lacks or p

4、erforms in an inferior way in comparison to others.Page 5Opportunities and Threats(External)n Opportunities An opportunity is a condition in the environment that is helpful.n Threats A threat is a condition that is harmful to the achievement of the objectives of the organization.n Indentifying threa

5、ts 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 environment using the five forces model, it is possible to summarize the main opportunities and threats.Page 6PESTEL An

6、alysisPage 7Michael Porters Five Forces ModelPage 8The steps of SWOT analysisn Make sure the current strategy of one companyn Make sure the changing external environmentn According to the company resources combination, confirm the ability and limit n Use general matrix or a similar way to grade and

7、evaluatePage 9Put results on SWOT analysis matrixStrengthsWeaknessOpportunitiesThreatsopportunitiesthreatsweaknessstrengthLine growth strategyReverse strategyDefensive StrategyDiversificationPage 10TOWS analysis matrixn The TOWS analysis matrix can be used as extension of SWOT analysis. Having inden

8、tified the key strengths and weaknesses of the organization and the opportunities and threats in the environment.n With the TOWS matrix the following analysis is undertaken to suggest strategies that: 1. Use a strength identified from an internal appraisal of the organization to take advantage of an

9、 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 combat an environmental threat.Page 11Ansoffs product/market matrixn Ansoffs pro

10、duct/market matrix can help to specify the direction in which a company intends to develop its strategic portfolio.Page 12Ansoffs product/market matrixExisting productsNew productsExistingmarketsStrategies based on existing markets and existing products.CONSOLIDATION/PENETRATIONStrategies based on l

11、aunching new products into existing markets.PRODUCT DEVELOPMENTNew marketsStrategies based on finding new markets for existing products.MARKET DEVELOPMENTStrategies based on launching new products into new markets.RELATED OR UNRELATED DIVERSIFICATIONPage 13Existing products/existing marketsn Market

12、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 promotion, advance the service quality or buy up some of its competitors to gain more market share.n Consol

13、idation 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 existing cash holdings and withhold from investing in new ventures. In order to mainten market share, one comp

14、any can select Strategy of Product Differentiation to advance customer loyalty degree.n Retrenchment(downsizing,reduce department)Page 14New products/existing marketsn Product development With a rapid cycle of introduction, growth, maturity and decline, it is necessary to have new products being dev

15、eloped 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 15Existing products/new marketsn Market development This could involve the marketing of products to new geographical areas, new chann

16、els 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 facilities.Page 16New products/New marketsn Diversification Diversification is the most risky as it involves de

17、veloping 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 high. Page 17Methods for achieving different optionsInternal developmentMerger and acquisitionGrowth can be achie

18、ved through: Joint development and strategy alliancesPage 18Internal developmentOrganic growthRelatively inexpensiveAdvantages: Take a long time to achieve the required sizeDisadvantages:Page 19Merger and acquisitionAcquisition: An organization takes over another organizationMerger: The result of or

19、ganizations coming together voluntarilyPage 20Merger and acquisition Both of them make it quicker to enter new product or market areas Gain market share and reduce the level of competitionAdvantages Achieve significant cost efficiencies and economies of scale Problems in organizational culture and t

20、raditionsDisadvantagesPage 21Joint development and strategic alliances Alliance: Two or more firms agree to cooperate on certain activities Joint development: Organizations share resources and activities to pursue a strategy (a more permanent form of alliance) Consortium: A number of organizations c

21、ome together on a major contractPage 22Joint development and strategic alliancesFranchising: Franchisor sells a franchise to a franchisee Licensing: The right to manufacture is granted for a fee (common in science-based industry) Subcontracting: part of the work is completed by another organization

22、(non-core business)Page 23Fit with competenciesFit with positioning strategyFit with market analysis and competitive positionValue chain analysisProduct lifecycleProduct portfolioEvaluating the suitabilityPage 24A strategic perspective to investment appraisaln The impact of an investment on the tota

23、l value chainn Fit with positioning strategyn Assess hard-to-quantify strategy benefitsn Assess the impact of not investingPage 25The impact of an investment on the total value chainn Value chain(Chapter 15)n Based on the value chain, a new investment will mainly affect three organizations : supplie

24、rs, companies and Customers.Page 26The impact of an investment on the total value chainn Example: Timber industryn Question: Which technology 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 individu

25、al trees to be felled. ( Only cut old trees or sick trees etc.) Page 27The impact of an investment on the total value chainn Value chain analysisThere are three main organizations involved: 1) Suppliers or landowners who own the forests.2) The logging company who cut the trees to produce.3) Customer

26、s It is obvious that system 2 is ecologically sounder and there are financial benefits from the use of technology system 2 for Landowners 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 whic

27、h investment decision can provide the greatest return to them. Page 28The impact of an investment on the total value chainn By analyzing 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:n S

28、uppliers and customers should make some kind of financial inducement to the logging companies in order that the environmentally friendlier technology is used.n Alternatively, the suppliers and customers could consider a strategy of vertical integration by entering the logging business.Page 29Fit wit

29、h positioning strategyn A new investment should be consistent with the positioning strategy of the organization.n Cost leadership strategyn Differentiation strategyPage 30Assessing hard-to-quantify strategic benefitsn In assessing the costs and benefits of investment projects, a first step should in

30、volve the listing of all benefits and costs that are likely to arise as a result of the project. n In referring to investment in advanced manufacturing technology, Bromwich and Bhimani suggest that these should be identified with 3 different categories:n 1) Those that can be directly quantified in p

31、recise financial terms.n 2) Those that can be converted to less precise financial terms.n 3) Those that cannot be quantified.Page 31Assessing hard-to-quantify strategic benefitsn Where benefits can be quantified in monetary terms, then this should be done. Where quantification is not possible, then

32、an item could be scored on a point scale(1 to 10). Management can then assess the weighting, which should be given to financial and non-financial factors.Page 32Assessing the impact of not investingn For example, assume that 100 units of an existing product are sold each month and it is expected tha

33、t additional investment will lead to 120 units being sold per month.n possibility 1 : This may underestimate the true benefit because less than 100 units of product will be sold if not investing.n Reason: the existing product is approaching the decline stage of its product lifecycle; During a down e

34、conomy period; strict regulations or policies etc.n Possibility 2: This may overestimate the true benefit because more than 100 units of product will be sold if not investing.n Reason: during the growing product lifecycle; During an economic boom; loose regulations or policies etc.Page 33Assessing a

35、cceptability and feasibilityn Strategies should not only be assessed in terms of their fit with the strategic logic of the organization, but also be reviewed on their acceptability and feasibility.n Acceptability: whether an option is acceptable to key stakeholders by balancing returns and risks.n F

36、easibility : whether an option can be implemented successfully.n These will be considered in details in Chapter 18.Page 34Summaryn Identifying strategic options : TOWS(SWOT) analysis matrix and Ansoffs product/market matrixn Methods of achieving options: Internal development, Merger/acquisition and

37、Joint venture.n Suitability of optionsn A strategic perspective for investment appraisal exercises.Page 35Exercises (Page 415)n Q17.1 Undertake a SWOT analysis and identify a range of options that are suggested using the TOWS matrix.(SIEGMUND LTD)Page 36Exercisesn Q17.2 Identify a range of options w

38、hich might be suggested using Ansoffs product/market matrix(SIEGMUND LTD)Page 37Exercisesn Q17.3 Discuss the relative merits for the company to achieve growth through:(SIEGMUND LTD)n 1. Internal development.n 2. Merger or acquisition.n Some form of joint development, e.g. joint venture or licensing.Page 38谢谢谢谢!Thanks!Danke! Dzikuj！Gracias!