Businessstrategy英文SWOT分析與安索夫矩陣

會計(jì)學(xué)1Businessstrategy英文SWOT分析與安索夫矩陣IndentifyingstrategicoptionsSWOTanalysismatrixAnsoff’sproduct/marketmatrix第1頁/共38頁SWOTanalysisSWOTSStrenghthsTThreatsWWeaknessesOOpporunitiesSWOTAnalysiswasdevelopedbyAlbertHumphrey.ItisatooltofindouttheStrengths,Weaknesses,Opportunities,andThreatsthataretobeexpectedinaprojectorinabusinessventureorinsomethingsimilar.Itmeansthatthemarketingenvironment(internalandexternaltotheorganizationorindividual)islookedat.第2頁/共38頁Strengthsandweaknesses(internal)StrengthsAstrengthissomethingthatanorganizationisgoodatdoingorsomethingthatgivesitparticularcredibility.Itcanbeaparticularattributeofaproductorservicethatprovidesacompetitiveadvantage,aresourcesuchasastrongfinancialpositionornewproductionfacilities,orsuperiorcompetenciesorcapabilities.WeaknessesAweaknessissomethinganorganizationlacksorperformsinaninferiorwayincomparisontoothers.第3頁/共38頁OpportunitiesandThreats(External)OpportunitiesAnopportunityisaconditionintheenvironmentthatishelpful.ThreatsAthreatisaconditionthatisharmfultotheachievementoftheobjectivesoftheorganization.Indentifyingthreatsandopportunities(Chapter14Page343)HavingundertakenanappraisalofthewiderexternalenvironmentusingPESTELanalysis,marketanalysisandananalysisofthecompetitiveenvironmentusingthefiveforcesmodel,itispossibletosummarizethemainopportunitiesandthreats.第4頁/共38頁P(yáng)ESTELAnalysisLegalEnvironmentalTechnologicalSocialEconomicPolitical(regulationsorpolicies)PESTELAnalysis第5頁/共38頁MichaelPorter'sFiveForcesModel

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

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

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

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