战略管理中SWOT分析的应用范例

郑磊 原创 | 2006-09-27 16:09 | 收藏 | 投票

 

摘自

MAASTRICHT SCHOOL OF MANAGEMENT

The Netherlands

SHANG HAI MARITIME UNIVERSITY

P.R.C

 

 

BUSINESS STRATIGY DESIGN ON A LOCAL MANAGEMENT CONSULTING FIRM

 

 

 

A Dissertation of Strategic and General Management in Candidacy for Degree of Master of Business Administration

 

BY

ZHENG LEI, Intake IV

 

SWOT Analysis

In this section, we will take TSC as the role for SWOT analysis. In scanning the threat & opportunities factors, we exclude the foreign MC firms and will focus on the targeted client segment.

 

Internal Factors Analysis: Strengths & Weakness

A survey on importance of strengths & weakness factors were conducted among TSC staffs, the results are listed in Appendix I.

Note:

1.List strengths and weaknesses in Column 1.

2.Weight each factor from 10% (most important) to 1% (least important) in column 2 based on that factor’s probable impact.

3.Rate each factor from 10 (outstanding) to 1 (poor) in column3 based on the company’s response to that factor. The ratings come from mean of ratings given by the 3 TSC directors and 2 management staffs.

4.Multiply each factor’s weight with rating to get weighted score in column 4.

5.Add weighted scores to get the total weighted score for the company. The maximum weighted score is 10.

 

Internal Factors

Weight

Rating*

Weighted Score

Comments

Strengths:

 

S1 Understanding of cultural context

S2 Experience/Case accumulation

S3 Training expenses

S4 Quick learning curve

S5 Competent consultants

S6 Subcontractor outsourcing &

   assurance

S7 Service quality

S8 Structural system of knowledge &

   Experiences

S9 Dominant market share or

   distinctive reputation for some

   specific product

S10 Knowledge property protection

 

Weaknesses:

 

W1 Service charge level

W2 Brand awareness

W3 Corporate finance & accounting

W4 Corporate culture & identity

W5 Employee satisfaction

W6 Ad. & PR expenses

W7 Responsiveness to change

W8 R&D intensity

W9 Sales strength & depth

W10 hardware & facilities

 

 

3%

   3.5%

2%

8%

7.5%

8%

 

7.5%

4%

 

9%

 

 

1%

 

 

 

7%

8%

2%

1%

4%

6%

7.5%

3%

7%

1%

 

 

9

   5.4

1

8.2

9.2

5.6

 

7.8

5.6

 

3

 

 

4.4

 

 

 

3.8

0.6

0.8

4.2

5.8

3.6

4

4

3.2

6.2

 

 

0.27

0.19

0.02

0.66

0.69

0.45

 

0.59

0.22

 

0.27

 

 

0.04

 

 

 

0.27

0.48

0.02

0.04

0.23

0.22

0.30

0.12

0.22

0.06

 

 

 

Need improvement

Need investment

 

 

Need improvement

 

 

Need improvement

 

Competence edge

 

 

Need improvement

 

 

 

Competence edge

Competence edge

Need to fix

Need improvement

 

Need investment

Need improvement

Need improvement

Competence edge

Total Scores

100%

 

   5.36

 

Table 6. Internal Factor Analysis Summary

 

Radar digraph will be used to highlight the weakness aspects as per the above data.

This digraph will give us directions to fine-tune the operations targets and budget.


Figure 3. Competitive Weakness Allocation

 


External Factors Analysis

A survey on selection of opportunities & threat factors were conducted among TSC staffs, the procedure is listed in Appendix II.

The results are presented in the following table.

 

 

External Factors

Weight

Rating

Weighted Score

Comments

Opportunities:

 

O1 More fierce competitions give SMEs huge pressure to improve quickly.

O2 Foreign firms need guidance & assistance to penetrate in this marketplace.

O3 Some large size firms turn to outsource local MC firms.

O4 New technologies require consulting resources as it is a cost effective and quick approach.

O5 Government driving on some industries will stir huge demands on MC.

O6 Prestige policies will support MC industry.

 

Threats:

 

T1 Foreign MC firms join in the competition with much lower price.

T2 Disorder and destructive competition among local MC firms ruins this industry.

T3 Local firms fail the competition and shrink the demands on MC and at same time local MC firms are not competitive to offer quality services to the winners.

T4 Not capable to offer services to meet customer needs due to immature consulting capabilities.

 

 

 

 

13%

 

 

5%

 

 

9%

 

11%

 

 

14%

 

 

10%

 

 

 

 

11%

 

14%

 

 

5%

 

 

 

 

8%

 

 

9

 

 

4

 

 

6.5

 

8.5

 

 

9

 

 

8

 

 

 

 

3

 

1

 

 

6

 

 

 

 

5

 

 

1.17

 

 

0.2

 

 

0.59

 

0.94

 

 

1.26

 

 

0.8

 

 

 

 

0.33

 

0.14

 

 

0.3

 

 

 

 

0.4

 

 

It is most possible to happen in the coming years.

TSC will be attractive candidates for this customer segment.

Based on cost & benefit study.

 

 

 

It will make TSC go into new market.

 

 

 

 

 

 

If it happens it will give TSC destructive hit.

It is most worse than the other factors if it happens.

 

Total Scores

10

 

6.13

 

Table 7.  External Factors Analysis Summary

 

Now we try to work out proposals for TSC strategies by using TOWS matrix.

Key SW factors are selected as per the competitive weakness allocation (figure 3). OT factors in BLUE are identified as strategic factors. The strategies are presented in below table.

   IFAS

EFAS

 

 

 

 

 


Strengths:

S4 Quick learning curve

S5 Competent consultants

S7 Service quality

 

Weaknesses:

W1 Service charge level

W2 Brand awareness

W7 Responsiveness to change

W6 Ad. & PR expenses

W9 Sales strength & depth

 

Opportunities:

   O1 More fierce

   competitions give

   SMEs huge

   pressure to

   improve quickly. 

   O5 Government

   driving on some

   industries will stir

   huge demands on

   MC.

 

SO Strategies:

l      Focus on SMEs in the intensive competition area and strengthen sales forces.

l      Quick develop consulting capabilities on the government drving industry sectors.

WO Strategies:

l      Intensive Ad. To improve awareness.

l      Cooperate with government on developing in the focused industries.

l      More flexible policy on quotation to get the biggest profit margin.

Threats:

   T1 Foreign MC 

   firms join in the

   competition and

   offer services at

   competitive prices.

   T2 Disorder and

   destructive

   competition

   among local MC

   firms ruins this

   industry.

ST Strategies:

l      Invest on training to improve consultants’ competencies.

l      Build brand and quality image

l      Abandon some servicing items with bad names.

WT Strategies:

Find new area or exit from MC.

Table 8. TOWS Matrix

 

A strategic factor analysis matrix will be applied to combine the key factors to reflect the priority of each factor as a determinant of TSC’ future success.

Table 9. SFA Matrix

Key Strategic Factors

Weight

Rating

Weighted Score

Duration

 

Comments

Short term

 

 

Medium term

Long

 term

 

 

S6 Subcontractor

   outsourcing &

   assurance

S9 Dominant market

   share or  

   distinctive

   reputation for some

   specific product

W1 Service charge level

W6 Ad. & PR expenses

W9 Sales strength &

   Depth

O1 More fierce

   competitions give

   SMEs huge pressure

   to improve quickly.

O5 Government driving

   on some industries

   will stir huge demands

   of MC.

T1 Foreign MC firms join

   in the competition

   with much lower

   price.

T2 Irregular and

   destructive

   competition among

   local MC firms ruins

   this service sector.

0.15

 

 

0.15

 

 

 

 

0.12

0.07

0.15

 

0.05

 

 

 

0.12

 

 

 

0.08

 

 

 

0.10

4

 

 

6

 

 

 

 

4

3

2

 

9

 

 

 

7

 

 

 

6

 

 

 

2

0.60

 

 

0.90

 

 

 

 

0.48

0.21

0.30

 

0.45

 

 

 

0.84

 

 

 

0.48

 

 

 

0.20

X

 

 

 

 

 

 

 

 

X

X

 

 

 

 

 

 

 

 

 

 

 

 

 

X

 

 

 

 

 

 

X

 

 

 

 

X

 

 

 

 

 

 

 

X

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

X

 

 

 

 

 

 

 

X

 

 

 

 

 

 

 

This is cost effective way to

Lower price, need immediate

Action.

This is competent edge which

Should be achieved within a

Middle range of period.

 

 

Target to speed up growth.

To accompany expansion.

Need immediate action and

Improvement.

It will show in a long run.

 

 

 

This will present in the

Coming 5 to 10 years.

 

 

It is still big gap on price

Level and unlikely to happen

Within 5 years.

 

It is very possible to happen.

Total Score

1.0

 

4.45

Here comes a summary of strategy alternatives to TSC:

l      Concentrate on SMEs of the government driving industries;

l      Invest in employee training and product research to develop unique competitive advantages for the focused industries;

l      Increase expenses budget to strengthen sales force, advertising effectiveness and public relations to improve brand awareness;

l      Abandon some services with high risk of bad reputation;

l     Pricing will be determined after the scenario analysis. Two options are available: Middle-Low price or Middle-High price.



Note:

1. List opportunities and threats in Column 1.

2.Weight each factor from 14% (most important) to 0% (least important) in column 2 based on its

  potential impact. Totally it adds up to 100%.

3.Rate each factor from 10 (outstanding) to 1 (poor) in column3 based on the company’s response to

  it.

4.Multiply each factor’s weight with rating to get weighted score in column 4.

5.Add weighted scores to get the total score for the company. The maximum weighted score is 10.

Note:

1.  In the Opportunities block, list the external opportunities available in the current and future environment from Table 7.

2.  In the Threats block, list the external threats TSC facing now and in the future from Table 7.

3.  In the Strengths block, list the key strengths TSC has in current or future from Table 6.

In the Weaknesses block, list the key weaknesses TSC has in current of future from Table 6.

[1] Notes:

1.  Key SW factors are selected from Figure 3 and they represents the weak points that require to be 

  highlighted.

2. Key OT factors are selected from Table 7 to reflect the key issues of opportunities and threats.

3. Rating and Weighted Scores are determined in a very similar ways.

4. For Duration column, 3 sub-columns will be checked as per the implement period of time.

 

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