Download
portfolio analysis and s w o t analysis n.
Skip this Video
Loading SlideShow in 5 Seconds..
Portfolio Analysis and S.W.O.T Analysis PowerPoint Presentation
Download Presentation
Portfolio Analysis and S.W.O.T Analysis

Portfolio Analysis and S.W.O.T Analysis

977 Views Download Presentation
Download Presentation

Portfolio Analysis and S.W.O.T Analysis

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Portfolio Analysis and S.W.O.T Analysis Tools for Strategic Marketing Planning

  2. 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

  3. The BCG Matrix The Boston Consulting Group’s Growth-Share Matrix

  4. Market-Attractiveness Portfolio Strategies

  5. “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

  6. 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

  7. 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

  8. 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.

  9. The SWOT Matrix

  10. 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

  11. Effectiveness of Analysis Tools

  12. 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

  13. 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

  14. 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

  15. 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

  16. 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

  17. Quantitative Assessment ofElements Within the SWOT Matrix