Business strategy(英文版) SWOT分析与安索夫矩阵

由NordriDesign™提供’sproduct/marketmatrixPage3SWOTanalysisSWOTSStrenghthsTThreatsWWeaknessesOOpporunitiesSWOTAnalysiswasdevelopedbyAlbertHumphrey.ItisatooltofindouttheStrengths,Weaknesses,Opportunities,andThreatsthataretobeexpectedinaprojectorinabusinessventureorinsomethingsimilar.Itmeansthatthemarketingenvironment(internalandexternaltotheorganizationorindividual)islookedat.Page4Strengthsandweaknesses(internal)StrengthsAstrengthissomethingthatanorganizationisgoodatdoingorsomethingthatgivesitparticularcredibility.Itcanbeaparticularattributeofaproductorservicethatprovidesacompetitiveadvantage,aresourcesuchasastrongfinancialpositionornewproductionfacilities,orsuperiorcompetenciesorcapabilities.WeaknessesAweaknessissomethinganorganizationlacksorperformsinaninferiorwayincomparisontoothers.Page5OpportunitiesandThreats(External)OpportunitiesAnopportunityisaconditionintheenvironmentthatishelpful.ThreatsAthreatisaconditionthatisharmfultotheachievementoftheobjectivesoftheorganization.Indentifyingthreatsandopportunities(Chapter14Page343)HavingundertakenanappraisalofthewiderexternalenvironmentusingPESTELanalysis,marketanalysisandananalysisofthecompetitiveenvironmentusingthefiveforcesmodel,itispossibletosummarizethemainopportunitiesandthreats.Page6PESTELAnalysisLegalEnvironmentalTechnologicalSocialEconomicPolitical(regulationsorpolicies)PESTELAnalysisPage7MichaelPorter'sFiveForcesModelMichaelPorter'sFiveForcesModelRivalrySubstitutesBargainingPowerofSuppliersBargainingPowerofBuyersThreatofNewEntrantsPage8ThestepsofSWOTanalysisMakesurethecurrentstrategyofonecompanyMakesurethechangingexternalenvironmentAccordingtothecompanyresourcescombination,confirmtheabilityandlimitUsegeneralmatrixorasimilarwaytogradeandevaluatePage9PutresultsonSWOTanalysismatrixStrengthsWeaknessOpportunitiesThreatsopportunitiesthreatsweaknessstrengthLinegrowthstrategyReversestrategyDefensiveStrategyDiversificationPage10TOWSanalysismatrixTheTOWSanalysismatrixcanbeusedasextensionofSWOTanalysis.Havingindentifiedthekeystrengthsandweaknessesoftheorganizationandtheopportunitiesandthreatsintheenvironment.WiththeTOWSmatrixthefollowinganalysisisundertakentosuggeststrategiesthat:1.Useastrengthidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.2.Canhelptheorganizationcorrectaweaknessidentifiedfromaninternalappraisaloftheorganizationto‘takeadvantageofanenvironmentalopportunityorcombatanenvironmentalthreat’.Page11Ansoff’sproduct/marketmatrixAnsoff’sproduct/marketmatrixcanhelptospecifythedirectioninwhichacompanyintendstodevelopitsstrategicportfolio.Page12Ansoff’sproduct/marketmatrixExistingproductsNewproductsExistingmarketsStrategiesbasedonexistingmarketsandexistingproducts.CONSOLIDATION/PENETRATIONStrategiesbasedonlaunchingnewproductsintoexistingmarkets.PRODUCTDEVELOPMENTNewmarketsStrategiesbasedonfindingnewmarketsforexistingproducts.MARKETDEVELOPMENTStrategiesbasedonlaunchingnewproductsintonewmarkets.RELATEDORUNRELATEDDIVERSIFICATIONPage13Existingproducts/existingmarketsMarketPenetrationThismightinvolvethefirminanattempttoincreasethemarketshareofitsexistingproductsinexistingmarketsthroughgreatermarketingeffort.Forexample,afirmmayselectpromotion,advancetheservicequalityorbuyupsomeofitscompetitorstogainmoremarketshare.ConsolidationMaintenanceofthecurrentposition:thismaybeappropriatewhentradingconditionsaredifficult.Forexample.Thefirmmaybeuncertainofthefutureandmaywishtopreserveitsexistingcashholdingsandwithholdfrominvestinginnewventures.Inordertomaintenmarketshare,onecompanycanselectStrategyofProductDifferentiationtoadvancecustomerloyaltydegree.Retrenchment(downsizing,reducedepartment)Page14Newproducts/existingmarketsProductdevelopmentWitharapidcycleofintroduction,growth,maturityanddecline,itisnecessarytohavenewproductsbeingdevelopedtoreplacetheexistingproducts.Forexample,inthecarindustry,newproductsareintroducedonaregularbasisinordertocompeteagainstcompetitors.Page15Existingproducts/newmarketsMarketdevelopmentThiscouldinvolvethemarketingofproductstonewgeographicalareas,newchannelsofdistributionandnewusersoftheproductornewusesoftheproduct.Thisstrategyisoftenusedwheretherearesignificanteconomiesofscale,withhighfixedcostsandinflexiblefacilities.Page16Newproducts/NewmarketsDiversificationDiversificationisthemostriskyasitinvolvesdevelopingnewproductsandsellingintonewmarkets.ThesuccessfulenterprisecanmakesomeSynergyfromsales,channelorproducttechnology.Otherwise,thefailureprobabilityisveryhigh.Page17MethodsforachievingdifferentoptionsInternaldevelopmentMergerandacquisitionGrowthcanbeachievedthrough:JointdevelopmentandstrategyalliancesPage18InternaldevelopmentOrganicgrowthRelativelyinexpensiveAdvantages:TakealongtimetoachievetherequiredsizeDisadvantages:Page19MergerandacquisitionAcquisition:AnorganizationtakesoveranotherorganizationMerger:Theresultoforg