Date post: | 04-Dec-2014 |
Category: |
Education |
Upload: | afontanini |
View: | 148 times |
Download: | 1 times |
www.eoi.es
MARKETING TOOLS
DESDE LA MATRIZ DAFO A LAS MATRICES MCKINSEY
BLENDED EDUCATION
PROFESSOR Antonio Fontanini
Internal Environment
External Environment
The Strategic Management
Process Strategic Intent Strategic Mission
Strategic Competitiveness Above Average
Returns Feedback
Strategy Formulation
Business-Level Strategy
Competitive Dynamics
Corporate-Level Strategy
Global Strategy
Cooperative Strategies
Acquisitions & Restructuring
Strategy Implementation
Corporate Governance
Structure & Control
Strategic Leadership
Entrepreneurship & Innovation
Stra
tegi
c In
puts
St
rate
gic
Act
ions
St
rate
gic
Out
com
es
04/08/14
Customers Needs and other
Segmenting Dimensions
Company Mission, Objectives,
& Resources
Competitors Current & Prospective
S. W. O. T.
External Market Environment Technology, Political & Legal, Social & Cultural, Economic
Marketing Strategy Planning Process
Targeting & Segmentation
Positioning & Differentiation
Narrowing down to focused strategy with quantitative and qualitative screening criteria
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
Business Strategy Tools 5 FORCES ANALYSIS (PORTER) BCG, GE SWOT MATRIX IA (Industry Attractiveness) MATRIX (EFE) CS (Competitive Strenghts) MATRIX (EFI) 9-CELLS MATRIX (MAC KINSEY- GE MODEL) TOWS MATRIX (STRATEGIC MAIN LINES) ANSOFF MATRIX (GROWING STRATEGIES) SPACE MATRIX VALUE CHAIN ANALYSIS STRATEGIC GROUP MAP STRATEGIC FIT (SINERGIES) SIGMOID CURVE MATRIZ DE COMPLEJIDAD MAGIC MATRIX ONE PAGE PLAN
MATRIZ SWOT (DAFO)
trengths ASK yourself:
o What advantages do you have? o What do you do better than anyone? o What unique or lowest-cost resources do
you have access to? o What do people in your market see as your
strengths? o What factors mean that you "get the
sale"?
eaknesses
ASK yourself: o What could you improve? o What should you avoid? o What are people in your market likely
to see as weaknesses? o What factors lose you sales?
pportunities
ASK yourself: o Where are the good opportunities facing you? o What are the interesting trends you are aware of? Useful opportunities: o Changes in technology and markets on both a broad
and narrow scale. o Changes in government policy related to your field. o Changes in social patterns, population profiles,
lifestyle changes. o Local events.
hreats ASK yourself:
o What obstacles do you face? o What is your competition doing that you should be
worried about? o Are the required specifications for your job, products
or services changing? o Is changing technology threatening your position? o Do you have bad debt or cash-flow problems? o Could any of your weaknesses seriously threaten your
business?
Example: Wal-Mart Strengths Wal-Mart is a powerful retail brand. It has a reputation for value for money, convenience and a wide range of products all in one store.
Weaknesses Wal-Mart is the World's largest grocery retailer and control of its empire, despite its IT advantages, could leave it weak in some areas due to the huge span of control.
Opportunities To take over, merge with, or form strategic alliances with other global retailers, focusing on specific markets such as Europe or the Greater China Region.
Threats Being number one means that you are the target of competition, locally and globally.
Strengths Starbucks Corporation is a very profitable organization, earning in excess of $600 million in 2004.
Weaknesses Starbucks has a reputation for new product development and creativity.
Opportunities New products and services that can be retailed in their cafes, such as Fair Trade products.
Threats Starbucks are exposed to rises in the cost of coffee and dairy products.
OPPORTUNITIES THREATS Global Market penetration (economies of scale) Local Competitors (firstly Chinese)
Snack Culture and Urbanization Global Competitors Distribution Center in the US and other major hubs Product cannibalism
Middle Class raising in emerging Countries Logistic costs increase
Real estate crisis Global crisis
STRENGHTS WEAKNESSES Cost Leadership strategy (Standardization) Centralized Distribution system
Different strategies (Customization, unique competencies)
Efficient Distribution
Information High Tech Fast delivery of new products, design and trends
SWOT ANALYSIS MATRIX: ZARA
MATRICES EFE, EFI Y MCKINSEY
Evaluating Opportunities: McKinsey Matrix In
dust
ry A
ttrac
tiven
ess
Business Strength H
igh
Med
ium
Lo
w
High Medium Low
Evaluating Opportunities In
dust
ry A
ttrac
tiven
ess
Business Strength H
igh
Med
ium
Lo
w
High Medium Low
No Growth
Borderline
Growth
Matrices EFE y EFI (Matrix IA and CS)
M.E.F.I. (CS) VALUE M.E.F.E. (IA)
FORTALEZA MAYOR MAJOR STRENGHT F4 4 O4
OPORTUNIDAD MAYOR MAJOR OPPORTUNITY
FORTALEZA MENOR MINOR STRENGHT F3 3 O3
OPORTUNIDAD MENOR MINOR OPPORTUNITY
DEBILIDAD MAYOR MAJOR WEAKNESS D1 1 A1
AMENAZA MAYOR MAJOR THREAT
DEBILIDAD MENOR MINOR WEAKNESS D2 2 A2
AMENAZA MENOR MINOR THREAT
INDUSTRY COMPETITIVENESS (IC) KEY SUCCESS FACTORS Weight 1 to 4 Blended
Weight OPPORTUNITIES
Global Market penetration (economies of scale) 0,20 4 0,80
Snack Culture and Urbanization 0,10 3 0,30 Distribution Center in the US and other major hubs 0,10 4 0,40 Middle Class raising in emerging Countries 0,15 4 0,60 Real estate crisis 0,10 3 0,30 THREATS
Local Competitors (firstly Chinese) 0,10 2 0,20 Global Competitors 0,10 2 0,20 Product cannibalism 0,05 2 0,10 Logistic costs increase 0,05 2 0,10 Global crisis 0,05 2 0,10 TOTAL 1,00 3,1
ZARA SWOT ANALYSIS
COMPETITIVE STRENGHTS (CS)
KEY SUCCESS FACTORS Weight 1 to 4 Blended Weight
STRENGHTS
Cost Leadership strategy (Standardization) 0,20 4 0,80
Different strategies (Customization, unique competencies) 0,20 3 0,60 Efficient Distribution 0,15 3 0,45 Information High Tech 0,15 4 0,60
Fast delivery of new products, design and trends 0,15 3 0,45
WEAKNESSES Centralized Distribution system 0,15 1 0,15
Total 1,00 3,05
ZARA SWOT ANALYSIS
McKinsey Matrix
VERY HIGH 4
IND
US
TRY
ATT
RA
CTI
VEN
ESS
HIGH 3
¢
MEDIUM 2
LOW 1
4 3 2 1 VERY HIGH HIGH MEDIUM LOW
COMPETITIVE STRENGTH
ZARA SWOT ANALYSIS
MATRIZ MCKINSEY MULTIPLE
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS