Non-Haberberg SWOT TOWS

8/9/2019 Non-Haberberg SWOT TOWS

1/17

PGDMPGDMStrategic ManagementStrategic Management


2/17

PGDM Strategic Management

This sessionSWOT and TOWS Analysis


3/17

Corporate Strategy

PGDM Strategic ManagementSWOT - TOWS

Analysis IntuitiveProcess

Strategy

Culture &

management styleThe value chaincompetencies

Business environment Business environment

VMO

Finance

Value Chain

Analysing

strategic alternatives

Strategic

choice

Culture & Mgmt style

Implementation

Evaluation & control

Strategy


4/17

Corporate Strategy


Strategy

Culture &



VMO

Finance

Value Chain

Analysing

strategic alternatives

Strategic

choice


Implementation


Strategy

Re

-ite

rati

on

Re

-ite

rati

on



5/17

Corporate Strategy


Strategy

Culture &



VMO

Finance

Value Chain

Analysingstrategic alternatives

Strategicchoice


Implementation


Strategy

Re

-ite

rati

on

Re

-ite

rati

on

Holistic



6/17

DevelopMission& Vision

Statement

Strategy Formulation Strategy Implementation Strategy Evaluation

EstablishLong-termObjectives

Generate,Evaluate& select

strategies

ImplementStrategies -

ManagementIssues

ImplementStrategies:MarketingFinance

AccountingR&D, MIS

Measureand

Evaluateperformance

PerformInternal Audit

PerformExternal Audit

Source: David, F. 2009


(Strengths Weaknesses)

(Opportunities Threats)


7/17


SWOT Strengths Weaknesses Opportunities Threats

SWOT is the first stage:

1. List the firms key externalopportunities

2. List the firms key external threats

3. List the firms key internalstrengths

4. List the firms key internalweaknesses
http://images.google.co.in/imgres?imgurl=http://usclargo.net/images/DCP00175-1.jpg&imgrefurl=http://usclargo.net/contact.aspx&usg=__VkYS9Wr0dNEvbGNIJlzcvFkjhqA=&h=273&w=480&sz=17&hl=en&start=3&tbnid=gbaMYlrpvF3qYM:&tbnh=73&tbnw=129&prev=/images%3Fq%3DUS%2Bcomputer%2Bstore%26gbv%3D2%26hl%3Den%26sa%3DG


8/17

Strengths

1. Inventory turn up 5.8.to 6.7

2. Average customer purchase up $97 to$128

3. Employee morale excellent

4. In-store promos 20% sale increase

5. Newspapers ad costs -10%

6. In store repair/service revenue up 16%7. Techies instore have MIS degrees

8. Store debt to totalassets ration down34%

Opportunities

1. Population of city growing 10%

2. Rival store opening 1 mile away

3. Vendors average 6 new products/yr

4. Vehicle passing traffic up 12%

5. Seniors use of PCs up 8%

6. SME growth in area up 10%

7. Desire for realtors websites up 10%

8. Desire for websites up 12% by SME

Threats

1. Best buy opening new store inone year nearby

2. Local Uni offers computer repair

3. New Hway 34 bypass will diverttraffic

4. New mall being built nearby

5. Gas prices up 14%

6. Vendors raising prices 8%

Weaknesses

1. Software instore rev down 12%

2. Store location hurt by new highway 34

3. Carpet, paint in disrepair

4. Bathroom needs refurb

5. Total store rev down 8%

6. Store has no website

7. Supplier JIT delivery takes 2.4 days

8. Checkout process too slow

9. Rev per employee up 19%

SWOT

ofaU

S

comp

uter

store
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9/17


SWOT Strengths Weaknesses Opportunities Threats

SWOT is the first stage:

1. List the firms key external opportunities

2. List the firms key external threats

3. List the firms key internal strengths

4. List the firms key internal weaknesses

TOWS is the second stage:

5. Match internal strengths with external ops and record the

resultant SO strategies

6. Match internal weaknesses with external ops and record the

resultant WO strategies

7. Match internal strengths with external threats and record the

resultant ST strategies

8. Match internal weaknesses with external threats and record the

resultant WT strategies

W k
http://images.google.co.in/imgres?imgurl=http://usclargo.net/images/DCP00175-1.jpg&imgrefurl=http://usclargo.net/contact.aspx&usg=__VkYS9Wr0dNEvbGNIJlzcvFkjhqA=&h=273&w=480&sz=17&hl=en&start=3&tbnid=gbaMYlrpvF3qYM:&tbnh=73&tbnw=129&prev=/images%3Fq%3DUS%2Bcomputer%2Bstore%26gbv%3D2%26hl%3Den%26sa%3DG


10/17

Strengths

1. Inventory turn up 5.8.to 6.7

2. Average customer purchase up $97 to$128

3. Employee morale excellent

4. In-store promos 20% sale increase

5. Newspapers ad costs -10%

6. In store repair/service revenue up 16%7. Techies in-store have MIS degrees

8. Store debt to totalassets ration down34%

Opportunities

1. Population of city growing 10%

2. Rival store opening 1 mile away

3. Vendors average 6 new products/yr

4. Vehicle passing traffic up 12%5. Seniors use of PCs up 8%

6. SME growth in area up 10%

7. Desire for realtors websites up 10%

8. Desire for websites up 12% by SME

Threats

1. Best buy opening new store inone year nearby

2. Local Uni offers computer repair

3. New Highway 34 bypass willdivert traffic

4. New mall being built nearby

5. Gas prices up 14%

6. Vendors raising prices 8%

Weaknesses

1. Software in-store rev down 12%

2. Store location hurt by new highway 34

3. Carpet, paint in disrepair

4. Bathroom needs refurbishing

5. Total store rev down 8%

6. Store has no website

7. Supplier JIT delivery takes 2.4 days

8. Checkout process too slow

9. Rev per employee up 19%

SO Strategies

1. Add 4 new in-store promotionsmonthly (S4,O3)

2. Add 2 new repair/service people(S6,O5)

3. Send flyer to all seniors over age 55(S5,O5)

WO Strategies

1. Purchase land to build new store

2. Install new carpet/paint/bath(W3,W4,O1)

3. Up web site services by 50%(W6,O7, O8)

4. Launch mail-out to all realtors in city(W5,O7)

ST Strategies

1. Hire 2 more repair persons andmarket these new services(S6,S7,T1)

2. Purchase land to build new store(S8,T3)

3. Raise out of store service calls from$60 to $80 (S6, T5)

WT Strategies

1. Hire 2 new cashiers (W8,T1,T4)

2. Install new carpet/paint/bath(W3,W4,T1)

SWOT

and

TOWS

ofaUS

comp

uter

store
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11/17

Strengths

1. Sizable miniature storageexpertise

2. User friendly engineering skill

3. Reputation and image withyouthful customers

4. Brand name

5. Web-savy organisation and people

6. Jobs Pixar experience

Opportunities

1. Confused online musicsituation

2. Emerging file-sharing

restrictions3. Few core computer related

opportunities

4. Digitisation of music andmovies

Threats

1. Growing global computercompanies

2. Major computer competitors

Weaknesses

1. (Poor) Economies of scale versuscomputer rivals

2. Maturing computer markets

3. Limited financial resources

4. Limited music industry expertise

SWOT

ofApple

Com

puter

pre-iPo

d
http://images.google.co.in/imgres?imgurl=http://weblogs.baltimoresun.com/business/consuminginterests/blog/apple-logo1.jpg&imgrefurl=http://weblogs.baltimoresun.com/business/consuminginterests/blog/holiday_shopping/&usg=__Feozm6d8X-cIWBIR6O9nASxNJIA=&h=480&w=397&sz=22&hl=en&start=2&tbnid=HhYIr-Oz_5sLkM:&tbnh=129&tbnw=107&prev=/images%3Fq%3Dapple%2Blogo%26gbv%3D2%26hl%3Den%26sa%3DG


12/17


SWOT Analysis Diagram

Major Environmental (External) Threats

Numerous Environmental (External) Opportunities

Substantial InternalStrengths

Critical InternalWeaknesses

Cell 3:

Supports a

turnaround-oriented

strategy

Cell 1:

Supports an

aggressive strategy

Cell 4:

Supports a defensive

strategy

Cell 3:

Supports a

diversification strategy

Source: Pearce J, RobinsonR, Mital A 2008


13/17


SWOT and TOWS are well known, simple and likedby managers

But they do have disadvantages:

Can downplay external factors andoveremphasise internal strengths. A firm may dosomething well now but how will that be affected byexternal factors over time? Apple had to consider

the external environment of file-sharing and how todevelop iTunes as well as its internal strengths
http://images.google.co.in/imgres?imgurl=http://farm4.static.flickr.com/3157/2631087315_612993e0c6.jpg&imgrefurl=http://www.flickr.com/photos/g0lfw/2631087315/&usg=__4KELWHwnnDyWCFif5peB2Xck5nQ=&h=333&w=500&sz=44&hl=en&start=5&tbnid=zXOSO1Z1pLqshM:&tbnh=87&tbnw=130&prev=/images%3Fq%3DApple%2BiPod%2Blogo%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.co.in/imgres?imgurl=http://www.letsgodigital.org/images/artikelen/64/apple-ipod-classic.jpg&imgrefurl=http://www.letsgodigital.org/en/16599/apple-ipod-classic/&usg=__v50cnmsAoS1DPFR7XwUutkfzFwg=&h=491&w=530&sz=54&hl=en&start=4&tbnid=fyXG4Y-o54PQ7M:&tbnh=122&tbnw=132&prev=/images%3Fq%3DApple%2BiPod%26gbv%3D2%26hl%3Den%26sa%3DG


14/17



more:

SWOT is a static model. A snapshot in time. Itignores changing circumstances. US airlinederegulation changed the whole basis ofestablished airlines strategies built around their

strengths
http://images.google.co.in/imgres?imgurl=http://www.chasermerch.com/images/american%2520airlines%2520logo.gif&imgrefurl=http://www.chasermerch.com/pages-main/category-274/womens.html&usg=__mn7BP9a58J5o5ih0gnncuRY30Lg=&h=1725&w=1886&sz=612&hl=en&start=2&tbnid=u5EIdtEVqqbJVM:&tbnh=137&tbnw=150&prev=/images%3Fq%3Damerican%2Bailines%26gbv%3D2%26hl%3Den%26sa%3DG


15/17



more:

SWOT can overplay a single strength. The HPand Compaq merger gave the new company astrength of huge EoS. However flexibility throughdirect global sales channel has proven more

valuable to the smaller Dell
http://images.google.co.in/imgres?imgurl=http://continentalrto.com/uploadedImages/image_brands/compaq%2520logo_1.jpg&imgrefurl=http://continentalrto.com/%3Fsys_sOption%3Dproduct%26sys_sTask%3Dlist%26cat_id%3D4&usg=__lY3aPOxlOCzsrlwWOr7DmkvllgU=&h=70&w=76&sz=2&hl=en&start=8&tbnid=ta9brrCp1LOLGM:&tbnh=66&tbnw=72&prev=/images%3Fq%3Dcompaq%2Blogo%26gbv%3D2%26hl%3Den


16/17



more:

A strength is not necessarily a source ofcompetitive advantage. Cisco, an ICTmanufacturer with great strength in the corporatemarket failed to succeed in the home-networking

market and subsequently acquired Link-Sys to gainthat market share
http://images.google.co.in/imgres?imgurl=http://www.future-is.com/future/images/logos/cisco_logo.jpg&imgrefurl=http://www.future-is.com/future/index.php%3Foption%3Dcom_content%26task%3Dblogsection%26id%3D10%26Itemid%3D46&usg=__53MG-zaj7HsQMfQ918pzfRFsusg=&h=1252&w=2312&sz=157&hl=en&start=2&tbnid=ay92CzDo_V_RkM:&tbnh=81&tbnw=150&prev=/images%3Fq%3Dcisco%2Blogo%26gbv%3D2%26hl%3Den%26sa%3DGhttp://images.google.co.in/imgres?imgurl=http://www.slipperybrick.com/wp-content/uploads/2007/09/linksys-wrt100-rangeplus-router.jpg&imgrefurl=http://www.slipperybrick.com/2007/09/linksys-rangeplus-networking/&usg=__7SZK8n1VnOb4IR1CDT4d_oel-tU=&h=505&w=500&sz=26&hl=en&start=11&tbnid=dBCriU7EVtLGjM:&tbnh=130&tbnw=129&prev=/images%3Fq%3Dlink-sys%26gbv%3D2%26hl%3Den%26sa%3DG


17/17

Q & A

PGDM Strategic Management

Non-Haberberg SWOT TOWS

Documents

Transcript of Non-Haberberg SWOT TOWS