Businessstrategy(英文版)SWOT分析與安索夫矩陣課件

1、Mingxu YangJing PangLu LiIndentifying Suitable Strategic Options第1頁，共40頁。Indentifying strategic optionsSWOT analysis matrixAnsoffs product/market matrix第2頁，共40頁。SWOT analysisSWOTSStrenghthsTThreatsWWeaknessesOOpporunitiesSWOT Analysis was developed by Albert Humphrey. It is a tool to find out the St

2、rengths, Weaknesses, Opportunities, 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.第3頁，共40頁。Strengths and weaknesses(internal)StrengthsA

3、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 facilities, or superior comp

4、etencies or capabilities. WeaknessesA weakness is something an organization lacks or performs in an inferior way in comparison to others.第4頁，共40頁。Opportunities and Threats(External)Opportunities An opportunity is a condition in the environment that is helpful.Threats A threat is a condition that is

5、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 environment using the five forces mo

6、del, it is possible to summarize the main opportunities and threats.第5頁，共40頁。PESTEL AnalysisLegalEnvironmentalTechnologicalSocialEconomicPolitical(regulations or policies)PESTEL Analysis第6頁，共40頁。Michael Porters Five Forces ModelMichael Porters Five Forces ModelRivalrySubstitutesBargaining Power of S

7、uppliersBargaining Power of BuyersThreat of New Entrants第7頁，共40頁。The steps of SWOT analysisMake sure the current strategy of one companyMake sure the changing external environmentAccording to the company resources combination, confirm the ability and limit Use general matrix or a similar way to grad

8、e and evaluate第8頁，共40頁。Put results on SWOT analysis matrixStrengthsWeaknessOpportunitiesThreatsopportunitiesthreatsweaknessstrengthLine growth strategyReverse strategyDefensive StrategyDiversification第9頁，共40頁。TOWS analysis matrixThe TOWS analysis matrix can be used as extension of SWOT analysis. Hav

9、ing 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 identified from an internal appraisal of the organization to take advantag

10、e 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 combat an environmental threat.第10頁，共40頁。Ansoffs product/market matrixAns

11、offs product/market matrix can help to specify the direction in which a company intends to develop its strategic portfolio.第11頁，共40頁。Ansoffs product/market matrixExisting productsNew productsExistingmarketsStrategies based on existing markets and existing products.CONSOLIDATION/PENETRATIONStrategies

12、 based on launching 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 DIVERSIFICATION第12頁，共40頁。Existing products/existing ma

13、rketsMarket 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 sh

14、are.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 existing cash holdings and withhold from investing in new ventures. In order to mainten market share

15、, one company can select Strategy of Product Differentiation to advance customer loyalty degree.Retrenchment(downsizing,reduce department)第13頁，共40頁。New products/existing marketsProduct development With a rapid cycle of introduction, growth, maturity and decline, it is necessary to have new products

16、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.第14頁，共40頁。Existing products/new marketsMarket development This could involve the marketing of products to new geographical areas,

17、 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 facilities.第15頁，共40頁。New products/New marketsDiversification Diversification is the most risky as it

18、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 high. 第16頁，共40頁。Methods for achieving different optionsInternal development01Merger and acquisition020

19、4Growth can be achieved through: Joint development and strategy alliances03第17頁，共40頁。Internal developmentOrganic growth01Relatively inexpensive0204Advantages: Take a long time to achieve the required size01Disadvantages:第18頁，共40頁。Merger and acquisitionAcquisition: An organization takes over another

20、organizationMerger: The result of organizations coming together voluntarily第19頁，共40頁。Merger and acquisition Both of them make it quicker to enter new product or market areas01 Gain market share and reduce the level of competition0204Advantages Achieve significant cost efficiencies and economies of s

21、cale03 Problems in organizational culture and traditions01Disadvantages第20頁，共40頁。Joint development and strategic alliances Alliance: Two or more firms agree to cooperate on certain activities01 Joint development: Organizations share resources and activities to pursue a strategy (a more permanent for

22、m of alliance)0204 Consortium: A number of organizations come together on a major contract03第21頁，共40頁。Joint development and strategic alliancesFranchising: Franchisor sells a franchise to a franchisee04 Licensing: The right to manufacture is granted for a fee (common in science-based industry)0504 S

23、ubcontracting: part of the work is completed by another organization (non-core business)06第22頁，共40頁。Fit with competenciesFit with positioning strategyFit with market analysis and competitive positionValue chain analysisProduct lifecycleProduct portfolioEvaluating the suitability第23頁，共40頁。A strategic

24、 perspective to investment appraisalThe impact of an investment on the total value chainFit with positioning strategyAssess hard-to-quantify strategy benefitsAssess the impact of not investing第24頁，共40頁。The impact of an investment on the total value chainValue chain(Chapter 15)Based on the value chai

25、n, a new investment will mainly affect three organizations : suppliers, companies and Customers.第25頁，共40頁。The impact of an investment on the total value chainExample: Timber industryQuestion: Which technology system should the logging companies use? System 1: Felling and Cutting a section of a wood.

26、 ( cut trees of a range of ages ) System 2: Chose specific individual trees to be felled. ( Only cut old trees or sick trees etc.) 第26頁，共40頁。The impact of an investment on the total value chainValue chain analysisThere are three main organizations involved: 1) Suppliers or landowners who own the for

27、ests.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 Landowners and customers . However, the logging company has no incentive to take this technology because

28、it can gain no financial benefits. The company always only care which investment decision can provide the greatest return to them. 第27頁，共40頁。The impact of an investment on the total value chainBy analyzing value chain of timber industry, we find that ecologically sound technology is more beneficial.

29、 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 friendlier technology is used.Alternatively, the suppliers and customers could consider a strategy of ver

30、tical integration by entering the logging business.第28頁，共40頁。Fit with positioning strategyA new investment should be consistent with the positioning strategy of the organization.Cost leadership strategyDifferentiation strategy第29頁，共40頁。Assessing hard-to-quantify strategic benefitsIn assessing the co

31、sts 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 investment in advanced manufacturing technology, Bromwich and Bhimani suggest that these should be identified with 3 differe

32、nt 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 quantified.第30頁，共40頁。Assessing hard-to-quantify strategic benefitsWhere benefits can be quantified in monetary terms, then this sho

33、uld 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 financial and non-financial factors.第31頁，共40頁。Assessing the impact of not investingFor example, assume that 100 units of an ex

34、isting 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 true benefit because less than 100 units of product will be sold if not investing.Reason: the existing product is approaching the de

35、cline 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.第32頁，共40頁。Assessing acceptability and feasibilityStrategies should not only be assessed in terms of their fit with the strategic logic of the organi