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Portfolio Analysis and S.W.O.T Analysis. Tools for Strategic Marketing Planning . Strategic Business Units. Strategic business units (SBUs) share three characteristics: Single business or collection of businesses which can be managed separately Has own set of competitors

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portfolio analysis and s w o t analysis

Portfolio Analysis and S.W.O.T Analysis

Tools for Strategic Marketing Planning

strategic business units
Strategic Business Units
  • Strategic business units (SBUs) share three characteristics:
    • Single business or collection of businesses which can be managed separately
    • Has own set of competitors
    • Has manager responsible for strategic planning and profits
the bcg matrix
The BCG Matrix

The Boston Consulting Group’s Growth-Share Matrix

swot analysis
“A widely used framework for organizing and utilizing the pieces of data and information gained from the situation analysis…”

Encompasses both internal and external environments

One of the most effective tools in the analysis of environmental data and information

SWOT Analysis
directives for a productive swot analysis
Separate Internal Issues from External Issues

Failure to understand the difference between internal and external issues is one of the major reasons for a poorly conducted SWOT analysis.

Socratic Advice:

“Know thyself”

“Know thy customer”

“Know thy competitors”

“Know thy environment”

Directives for a ProductiveSWOT Analysis
the elements of a swot analysis
Strengths and Weaknesses (Internal)

Scale and Cost Economies

Size and Financial Resources

Intellectual, Legal, and Reputational Resources

Opportunities and Threats (External)

Trends in the Competitive Environment

Trends in the Technological Environment

Trends in the Sociocultural Environment

The Elements of a SWOT Analysis
analysis of the swot matrix
Analysis of the SWOT Matrix
  • SWOT Matrix:
    • A four-cell array used to categorize information at the conclusion of a SWOT analysis.
  • Should be based on customer perceptions, not the perceptions of the analyst.
  • Elements with the highest total ratings should have the greatest influence in marketing strategy.
  • Focus on competitive advantages by matching strengths with opportunities.
swot driven strategic planning
Four issues the marketing manager must recognize:

The assessment of strengths and weakness should look beyond products and resources to examine processes that meet customer needs. Offer solutions to customer problems instead of specific products.

Achieving goals and objectives depends on transforming

strengths into capabilities by matching them with opportunities.

Weaknesses can be converted into strengths with strategic

investment. Threats can be converted into opportunities with

the right resources.

Weaknesses that cannot be converted become limitations which must be minimized if obvious or meaningful to customers.

SWOT-Driven Strategic Planning
directives for a productive swot analysis12
Stay Focused

It is a mistake to complete one generic SWOT analysis for the entire organization or business unit.

When we say SWOT analysis, we mean SWOT analyses.

Directives for a ProductiveSWOT Analysis
directives for a productive swot analysis13
Search Extensively for Competitors

Information on competitors is an important aspect of a SWOT analysis.

Look for all four types of competition:

Brand competitors

Product competitors

Generic competitors

Total budget competitors

Directives for a ProductiveSWOT Analysis
directives for a productive swot analysis14
Collaborate with other Functional Areas

Information generated from the SWOT analysis can be shared across functional areas.

SWOT analysis can generate communication between managers that ordinarily would not communicate.

Creates and environment for creativity and innovation.

Examine Issues from the Customers’ Perspective

Look for Causes, Not Characteristics

Separate Internal Issues from External Issues

Directives for a ProductiveSWOT Analysis
directives for a productive swot analysis15
Examine Issues from the Customers’ Perspective

What do customers (and non-customers) believe about us as a company?

What do customers (and non-customers) think of our product quality, customer service, price, overall value, convenience, and promotional messages in comparison to our competitors?

What is the relative importance of these issues as customers see them?

Taking the customers’ perspective is the cornerstone of a well done SWOT analysis.

Directives for a ProductiveSWOT Analysis
directives for a productive swot analysis16
Look for Causes, Not Characteristics

Causes for each issue in a SWOT analysis can often be found in the firm’s and competitors’ resources.

Major types of resources:

Financial, intellectual, human, organizational, informational, legal, relational, reputational, etc

Directives for a ProductiveSWOT Analysis
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