Businessstrategy(英文版)SWOT分析与安索夫矩阵课件

MingxuYangJingPangLuLiIndentifyingSuitableStrategicOptionsMingxuYangIndentifyingSuitabIndentifyingstrategicoptionsIndentifyingstrategicoptionsSWOTanalysisSWOTAnalysiswasdevelopedbyAlbertHumphrey.ItisatooltofindouttheStrengths,Weaknesses,Opportunities,andThreatsthataretobeexpectedinaprojectorinabusinessventureorinsomethingsimilar.Itmeansthatthemarketingenvironment(internalandexternaltotheorganizationorindividual)islookedat.SWOTanalysisSWOTAnalysiswasStrengthsandweaknesses(internal)StrengthsAstrengthissomethingthatanorganizationisgoodatdoingorsomethingthatgivesitparticularcredibility.Itcanbeaparticularattributeofaproductorservicethatprovidesacompetitiveadvantage,aresourcesuchasastrongfinancialpositionornewproductionfacilities,orsuperiorcompetenciesorcapabilities.WeaknessesAweaknessissomethinganorganizationlacksorperformsinaninferiorwayincomparisontoothers.Strengthsandweaknesses(interOpportunitiesandThreats(External)OpportunitiesAnopportunityisaconditionintheenvironmentthatishelpful.ThreatsAthreatisaconditionthatisharmfultotheachievementoftheobjectivesoftheorganization.Indentifyingthreatsandopportunities(Chapter14Page343)HavingundertakenanappraisalofthewiderexternalenvironmentusingPESTELanalysis,marketanalysisandananalysisofthecompetitiveenvironmentusingthefiveforcesmodel,itispossibletosummarizethemainopportunitiesandthreats.OpportunitiesandThreats(ExtePESTELAnalysisPESTELAnalysisMichaelPorter'sFiveForcesModel

MichaelPorter'sFiveForcesMThestepsofSWOTanalysisMakesurethecurrentstrategyofonecompanyMakesurethechangingexternalenvironmentAccordingtothecompanyresourcescombination,confirmtheabilityandlimitUsegeneralmatrixorasimilarwaytogradeandevaluateThestepsofSWOTanalysisMakePutresultsonSWOTanalysismatrixStrengthsWeaknessOpportunitiesThreatsopportunitiesthreatsweaknessstrengthLinegrowthstrategyReversestrategyDefensiveStrategyDiversificationPutresultsonSWOTanalysismTOWSanalysismatrixTheTOWSanalysismatrixcanbeusedasextensionofSWOTanalysis.Havingindentifiedthekeystrengthsandweaknessesoftheorganizationandtheopportunitiesandthreatsintheenvironment.WiththeTOWSmatrixthefollowinganalysisisundertakentosuggeststrategiesthat:1.Useastrengthidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.2.Canhelptheorganizationcorrectaweaknessidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.TOWSanalysismatrixTheTOWSaAnsoff’sproduct/marketmatrixAnsoff’sproduct/marketmatrixcanhelptospecifythedirectioninwhichacompanyintendstodevelopitsstrategicportfolio.Ansoff’sproduct/marketmatrixAnsoff’sproduct/marketmatrixExistingproductsNewproductsExistingmarketsStrategiesbasedonexistingmarketsandexistingproducts.CONSOLIDATION/PENETRATIONStrategiesbasedonlaunchingnewproductsintoexistingmarkets.PRODUCTDEVELOPMENTNewmarketsStrategiesbasedonfindingnewmarketsforexistingproducts.MARKETDEVELOPMENTStrategiesbasedonlaunchingnewproductsintonewmarkets.RELATEDORUNRELATEDDIVERSIFICATIONAnsoff’sproduct/marketmatrixExistingproducts/existingmarketsMarketPenetrationThismightinvolvethefirminanattempttoincreasethemarketshareofitsexistingproductsinexistingmarketsthroughgreatermarketingeffort.Forexample,afirmmayselectpromotion,advancetheservicequalityorbuyupsomeofitscompetitorstogainmoremarketshare.ConsolidationMaintenanceofthecurrentposition:thismaybeappropriatewhentradingconditionsaredifficult.Forexample.Thefirmmaybeuncertainofthefutureandmaywishtopreserveitsexistingcashholdingsandwithholdfrominvestinginnewventures.Inordertomaintenmarketshare,onecompanycanselectStrategyofProductDifferentiationtoadvancecustomerloyaltydegree.Retrenchment(downsizing,reducedepartment)Existingproducts/existingmarNewproducts/existingmarketsProductdevelopmentWitharapidcycleofintroduction,growth,maturityanddecline,itisnecessarytohavenewproductsbeingdevelopedtoreplacetheexistingproducts.Forexample,inthecarindustry,newproductsareintroducedonaregularbasisinordertocompeteagainstcompetitors.Newproducts/existingmarketsPExistingproducts/newmarketsMarketdevelopmentThiscouldinvolvethemarketingofproductstonewgeographicalareas,newchannelsofdistributionandnewusersoftheproductornewusesoftheproduct.Thisstrategyisoftenusedwheretherearesignificanteconomiesofscale,withhighfixedcostsandinflexiblefacilities.Existingproducts/newmarketsMNewproducts/NewmarketsDiversificationDiversificationisthemostriskyasitinvolvesdevelopingnewproductsandsellingintonewmarkets.ThesuccessfulenterprisecanmakesomeSynergyfromsales,channelorproducttechnology.Otherwise,thefailureprobabilityisveryhigh.Newproducts/NewmarketsDiversMethodsforachievingdifferentoptionsInternaldevelopment01Mergerandacquisition0204Growthcanbeachievedthrough:Jointdevelopmentandstrategyalliances03MethodsforachievingdifferenInternaldevelopmentOrganicgrowth01Relativelyinexpensive0204Advantages:Takealongtimetoachievetherequiredsize01Disadvantages:InternaldevelopmentOrganicgrMergerandacquisitionAcquisition:Anorganizationtakesover

anotherorganizationMerger:TheresultoforganizationscomingtogethervoluntarilyMergerandacquisitionAcquisitMergerandacquisitionBothofthemmakeitquickertoenternewproductormarketareas01Gainmarketshareandreducethelevelofcompetition0204AdvantagesAchievesignificantcostefficienciesandeconomiesofscale03Problemsinorganizationalcultureandtraditions01DisadvantagesMergerandacquisitionJointdevelopmentandstrategicalliancesAlliance:Twoormorefirmsagreetocooperateoncertainactivities01Jointdevelopment:Organizationsshareresourcesandactivitiestopursueastrategy(amorepermanentformofalliance)0204Consortium:Anumberoforganizationscometogetheronamajorcontract03JointdevelopmentandstrategiJointdevelopmentandstrategicalliancesFranchising:Franchisorsellsafranchisetoafranchisee04Licensing:Therighttomanufactureisgrantedforafee(commoninscience-basedindustry)0504Subcontracting:partoftheworkiscompletedbyanotherorganization(non-corebusiness)06JointdevelopmentandstrategiFitwithcompetenciesFitwithpositioningstrategyFitwithmarketanalysisandcompetitivepositionValuechainanalysisProductlifecycleProductportfolioEvaluatingthesuitabilityFitwithcompetenciesFitwithAstrategicperspectivetoinvestmentappraisalTheimpactofaninvestmentonthetotalvaluechainFitwithpositioningstrategyAssesshard-to-quantifystrategybenefitsAssesstheimpactofnotinvestingAstrategicperspectivetoinvTheimpactofaninvestmentonthetotalvaluechain

Valuechain(Chapter15)Basedonthevaluechain,anewinvestmentwillmainlyaffectthreeorganizations:suppliers,companiesandCustomers.TheimpactofaninvestmentonTheimpactofaninvestmentonthetotalvaluechainExample:TimberindustryQuestion:Whichtechnologysystemshouldtheloggingcompaniesuse?System1:FellingandCuttingasectionofawood.(cuttreesofarangeofages)System2:Chosespecificindividualtreestobefelled.(Onlycutoldtreesorsicktreesetc.)

TheimpactofaninvestmentonTheimpactofaninvestmentonthetotalvaluechainValuechainanalysisTherearethreemainorganizationsinvolved:1)Suppliersorlandownerswhoowntheforests.2)Theloggingcompanywhocutthetreestoproduce.3)CustomersItisobviousthatsystem2isecologicallysounderandtherearefinancialbenefitsfromtheuseoftechnologysystem2forLandownersandcustomers.However,theloggingcompanyhasnoincentivetotakethistechnologybecauseitcangainnofinancialbenefits.Thecompanyalwaysonlycarewhichinvestmentdecisioncanprovidethegreatestreturntothem.TheimpactofaninvestmentonTheimpactofaninvestmentonthetotalvaluechainByanalyzingvaluechainoftimberindustry,wefindthatecologicallysoundtechnologyismorebeneficial.Soinordertotakeadvantageofthelinkagesinthevaluechain:Suppliersandcustomersshouldmakesomekindoffinancialinducementtotheloggingcompaniesinorderthattheenvironmentallyfriendliertechnologyisused.Alternatively,thesuppliersandcustomerscouldconsiderastrategyofverticalintegrationbyenteringtheloggingbusiness.TheimpactofaninvestmentonFitwithpositioningstrategyAnewinvestmentshouldbeconsistentwiththepositioningstrategyoftheorganization.CostleadershipstrategyDifferentiationstrategyFitwithpositioningstrategyAAssessinghard-to-quantifystrategicbenefitsInassessingthecostsandbenefitsofinvestmentprojects,afirststepshouldinvolvethelistingofallbenefitsandcoststhatarelikelytoariseasaresultoftheproject.Inreferringtoinvestmentinadvancedmanufacturingtechnology,BromwichandBhimanisuggestthattheseshouldbeidentifiedwith3differentcategories:1)Thosethatcanbedirectlyquantifiedinprecisefinancialterms.2)Thosethatcanbeconvertedtolessprecisefinancialterms.3)Thosethatcannotbequantified.Assessinghard-to-quantifystrAssessinghard-to-quantifystrategicbenefitsWherebenefitscanbequantifiedinmonetaryterms,thenthisshouldbedone.Wherequantificationisnotpossible,thenanitemcouldbescoredona‘point’scale(1to10).Managementcanthenassesstheweighting,whichshouldbegiventofinancialandnon-financialfactors.Assessinghard-to-quantifystrAssessingtheimpactofnotinvestingForexample,assumethat100unitsofanexistingproductaresoldeachmonthanditisexpectedthatadditionalinvestmentwillleadto120unitsbeingsoldpermonth.possibility1:Thismayunderestimatethetruebenefitbecauselessthan100unitsofproductwillbesoldifnotinvesting.Reason:theexistingproductisapproachingthedeclinestageofitsproductlifecycle;Duringadowneconomyperiod;strictregulationsorpoliciesetc.Possibility2:Thismayoverestimatethetruebenefitbecausemorethan100unitsofproductwillbesoldifnotinvesting.Reason:duringthegrowingproductlifecycle;Duringaneconomicboom;looseregulationsorpoliciesetc.AssessingtheimpactofnotiAssessingacceptabilityandfeasibilityStrategiesshouldnotonlybeassessedintermsoftheirfitwiththestrategiclogicoftheorganization,butalsobereviewedontheiracceptabilityandfeasibility.Acceptability:whetheranoptionisacceptabletokeystakeholdersbybalancingreturnsandrisks.Feasibility:whetheranoptioncanbeimplementedsuccessfully.ThesewillbeconsideredindetailsinChapter18.AssessingacceptabilityandfeSummaryIdentifyingstrategicoptions:TOWS(SWOT)analysismatrixandAnsoff’sproduct/marketmatrixMethodsofachievingoptions:Internaldevelopment,Merger/acquisitionandJointventure.SuitabilityofoptionsAstrategicperspectiveforinvestmentappraisalexercises.SummaryIdentifyingstrategicoExercises(Page415)Q17.1UndertakeaSWOTanalysisandidentifyarangeofoptionsthataresuggestedusingtheTOWSmatrix.(SIEGMUNDLTD)Exercises(Page415)Q17.1UndExercisesQ17.2IdentifyarangeofoptionswhichmightbesuggestedusingAnsoff’sproduct/marketmatrix(SIEGMUNDLTD)ExercisesQ17.2IdentifyarangExercisesQ17.3Discusstherelativemeritsforthecompanytoachievegrowththrough:(SIEGMUNDLTD)1.Internaldevelopment.2.Mergeroracquisition.Someformofjointdevelopment,e.g.jointventureorlicensing.ExercisesQ17.3Discusstherel谢谢!Thanks!Danke!Dziękuję！¡Gracias!谢谢!MingxuYangJingPangLuLiIndentifyingSuitableStrategicOptionsMingxuYangIndentifyingSuitabIndentifyingstrategicoptionsIndentifyingstrategicoptionsSWOTanalysisSWOTAnalysiswasdevelopedbyAlbertHumphrey.ItisatooltofindouttheStrengths,Weaknesses,Opportunities,andThreatsthataretobeexpectedinaprojectorinabusinessventureorinsomethingsimilar.Itmeansthatthemarketingenvironment(internalandexternaltotheorganizationorindividual)islookedat.SWOTanalysisSWOTAnalysiswasStrengthsandweaknesses(internal)StrengthsAstrengthissomethingthatanorganizationisgoodatdoingorsomethingthatgivesitparticularcredibility.Itcanbeaparticularattributeofaproductorservicethatprovidesacompetitiveadvantage,aresourcesuchasastrongfinancialpositionornewproductionfacilities,orsuperiorcompetenciesorcapabilities.WeaknessesAweaknessissomethinganorganizationlacksorperformsinaninferiorwayincomparisontoothers.Strengthsandweaknesses(interOpportunitiesandThreats(External)OpportunitiesAnopportunityisaconditionintheenvironmentthatishelpful.ThreatsAthreatisaconditionthatisharmfultotheachievementoftheobjectivesoftheorganization.Indentifyingthreatsandopportunities(Chapter14Page343)HavingundertakenanappraisalofthewiderexternalenvironmentusingPESTELanalysis,marketanalysisandananalysisofthecompetitiveenvironmentusingthefiveforcesmodel,itispossibletosummarizethemainopportunitiesandthreats.OpportunitiesandThreats(ExtePESTELAnalysisPESTELAnalysisMichaelPorter'sFiveForcesModel

MichaelPorter'sFiveForcesMThestepsofSWOTanalysisMakesurethecurrentstrategyofonecompanyMakesurethechangingexternalenvironmentAccordingtothecompanyresourcescombination,confirmtheabilityandlimitUsegeneralmatrixorasimilarwaytogradeandevaluateThestepsofSWOTanalysisMakePutresultsonSWOTanalysismatrixStrengthsWeaknessOpportunitiesThreatsopportunitiesthreatsweaknessstrengthLinegrowthstrategyReversestrategyDefensiveStrategyDiversificationPutresultsonSWOTanalysismTOWSanalysismatrixTheTOWSanalysismatrixcanbeusedasextensionofSWOTanalysis.Havingindentifiedthekeystrengthsandweaknessesoftheorganizationandtheopportunitiesandthreatsintheenvironment.WiththeTOWSmatrixthefollowinganalysisisundertakentosuggeststrategiesthat:1.Useastrengthidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.2.Canhelptheorganizationcorrectaweaknessidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.TOWSanalysismatrixTheTOWSaAnsoff’sproduct/marketmatrixAnsoff’sproduct/marketmatrixcanhelptospecifythedirectioninwhichacompanyintendstodevelopitsstrategicportfolio.Ansoff’sproduct/marketmatrixAnsoff’sproduct/marketmatrixExistingproductsNewproductsExistingmarketsStrategiesbasedonexistingmarketsandexistingproducts.CONSOLIDATION/PENETRATIONStrategiesbasedonlaunchingnewproductsintoexistingmarkets.PRODUCTDEVELOPMENTNewmarketsStrategiesbasedonfindingnewmarketsforexistingproducts.MARKETDEVELOPMENTStrategiesbasedonlaunchingnewproductsintonewmarkets.RELATEDORUNRELATEDDIVERSIFICATIONAnsoff’sproduct/marketmatrixExistingproducts/existingmarketsMarketPenetrationThismightinvolvethefirminanattempttoincreasethemarketshareofitsexistingproductsinexistingmarketsthroughgreatermarketingeffort.Forexample,afirmmayselectpromotion,advancetheservicequalityorbuyupsomeofitscompetitorstogainmoremarketshare.ConsolidationMaintenanceofthecurrentposition:thismaybeappropriatewhentradingconditionsaredifficult.Forexample.Thefirmmaybeuncertainofthefutureandmaywishtopreserveitsexistingcashholdingsandwithholdfrominvestinginnewventures.Inordertomaintenmarketshare,onecompanycanselectStrategyofProductDifferentiationtoadvancecustomerloyaltydegree.Retrenchment(downsizing,reducedepartment)Existingproducts/existingmarNewproducts/existingmarketsProductdevelopmentWitharapidcycleofintroduction,growth,maturityanddecline,itisnecessarytohavenewproductsbeingdevelopedtoreplacetheexistingproducts.Forexample,inthecarindustry,newproductsareintroducedonaregularbasisinordertocompeteagainstcompetitors.Newproducts/existingmarketsPExistingproducts/newmarketsMarketdevelopmentThiscouldinvolvethemarketingofproductstonewgeographicalareas,newchannelsofdistributionandnewusersoftheproductornewusesoftheproduct.Thisstrategyisoftenusedwheretherearesignificanteconomiesofscale,withhighfixedcostsandinflexiblefacilities.Existingproducts/newmarketsMNewproducts/NewmarketsDiversificationDiversificationisthemostriskyasitinvolvesdevelopingnewproductsandsellingintonewmarkets.ThesuccessfulenterprisecanmakesomeSynergyfromsales,channelorproducttechnology.Otherwise,thefailureprobabilityisveryhigh.Newproducts/NewmarketsDiversMethodsforachievingdifferentoptionsInternaldevelopment01Mergerandacquisition0204Growthcanbeachievedthrough:Jointdevelopmentandstrategyalliances03MethodsforachievingdifferenInternaldevelopmentOrganicgrowth01Relativelyinexpensive0204Advantages:Takealongtimetoachievetherequiredsize01Disadvantages:InternaldevelopmentOrganicgrMergerandacquisitionAcquisition:Anorganizationtakesover

anotherorganizationMerger:TheresultoforganizationscomingtogethervoluntarilyMergerandacquisitionAcquisitMergerandacquisitionBothofthemmakeitquickertoenternewproductormarketareas01Gainmarketshareandreducethelevelofcompetition0204AdvantagesAchievesignificantcostefficienciesandeconomiesofscale03Problemsinorganizationalcultureandtraditions01DisadvantagesMergerandacquisitionJointdevelopmentandstrategicalliancesAlliance:Twoormorefirmsagreetocooperateoncertainactivities01Jointdevelopment:Organizationsshareresourcesandactivitiestopursueastrategy(amorepermanentformofalliance)0204Consortium:Anumberoforganizationscometogetheronamajorcontract03JointdevelopmentandstrategiJointdevelopmentandstrategicalliancesFranchising:Franchisorsellsafranchisetoafranchisee04Licensing:Therighttomanufactureisgrantedforafee(commoninscience-basedindustry)0504Subcontracting:partoftheworkiscompletedbyanotherorganization(non-corebusiness)06JointdevelopmentandstrategiFitwithcompetenciesFitwithpositioningstrategyFitwithmarketanalysisandcompetitivepositionValuechainanalysisProductlifecycleProductportfolioEvaluatingthesuitabilityFitwithcompetenciesFitwithAstrategicperspectivetoinvestmentappraisalTheimpactofaninvestmentonthetotalvaluechainFitwithpositioningstrategyAssesshard-to-quantifystrategybenefitsAssesstheimpactofnotinvestingAstrategicperspectivetoinvTheimpactofaninvestmentonthetotalvaluechain

Valuechain(Chapter15)Basedonthevaluechain,anewinvestmentwillmainlyaffectthreeorganizations:suppliers,companiesandCustomers.TheimpactofaninvestmentonTheimpactofaninvestmentonthetotalvaluechainExample:TimberindustryQuestion:Whichtechnologysystemshouldtheloggingcompaniesuse?System1:FellingandCuttingasectionofawood.(cuttreesofarangeofages)System2:Chosespecificindividualtreestobefelled.(Onlycutoldtreesorsicktreesetc.)

TheimpactofaninvestmentonTheimpactofaninvestmentonthetotalvaluechainValuechainanalysisTherearethreemainorganizationsinvolved:1)Suppliersorlandownerswhoowntheforests.2)Theloggingcompanywhocutthetreestoproduce.3)CustomersItisobviousthatsystem2isecologicallysounderandtherearefinancialbenefitsfromtheuseoftechnologysystem2forLandownersandcustomers.However,theloggingcompanyhasnoincentivetotakethistechnologybecauseitcangainnofinancialbenefits.Thecompanyalwaysonlycarewhichinvestmentdecisioncanprovidethegreatestreturntothem.TheimpactofaninvestmentonTheimpactofaninvestmentonthetotalvaluechainByanalyzingvaluechainoftimberindustry,wefindthatecologicallysoundtechnologyismorebeneficial.Soinordertotakeadvantageofthelinkagesinthevaluechain:Suppliersandcustomersshouldmakesomekindoffinancialinducementtotheloggingcompaniesinorderthattheenvironmentallyfriendliertechnologyisused.Alternatively,thesuppliersandcustomerscouldconsiderastrategyofverticalintegrationbyenteringtheloggingbusiness.TheimpactofaninvestmentonFitwithpositioningstrategyAnewinvestmentshouldbeconsistentwiththepositioningstrategyoftheorganization.CostleadershipstrategyDifferentiationstrategyFitwithpositioningstrategyAAssessinghard-to-quantifystrategicbenefitsInassessingthecostsandbenefitsofinvestmentprojects,afirststepshouldinvolvethelistingofallbenefitsandcoststhatarelikelytoariseasaresultoftheproject.Inreferringtoinvestmentinadvancedmanufacturingtechnology,BromwichandBhimanisuggestthattheseshouldbeidentifiedwith3differentcategories:1)Thosethatcanbedirectlyquantifiedinprecisefinancialterms.2)Thosethatcanbeconvertedtolessprecisefinancialterms.3)Thoseth