Date post: | 24-Dec-2015 |
Category: |
Documents |
Upload: | dustin-marshall |
View: | 222 times |
Download: | 2 times |
S W O T Analysis
Internal Analysis of:– Strengths and Weaknesses– Resources and Capabilities– Competitive Competencies
The Aim of Strategy is ....
to find a position in the industrywhere the company can best defenditself against competitive forces orcan influence them in its favour.
Porter 1980
Competitive SuccessRequires
Re-shape Environment byChoice ofStrategy
The Degree ofFit of the Strategywith the ExistingEnvironment
Creates a NewEnvironmentwhere there isa New Fit betweenStrategy and theEnvironment
Fit between Firm Strategy and its Environment
Internal Analysis
• The SW part of the SWOT analysis that often forms the first part of any strategic assessment of a company. This analysis feeds into the development of strategic options that a company is considering
• The internal analysis is related to how the firm develops and leverages its competitive advantage.
Internal Analysis
When we conduct an Internal Analysis we
are trying to assess:• The competitive strengths of the firm• The competitive weaknesses of the firm• Its resources • Its capabilities
Internal Analysis
• The firm must build on its strengths and use them to leverage any competitive advantage it has
• Minimise or neutralise any weaknesses and ensure that the firm does not rely on these elements to build its strategy around
Strategy built around SW
• Identify - Key Success Factors (KSFs) ie what factors are necessary to create success in an industry
• Identify - Resources & Capabilities (R&C) the firm can call upon
• Analyse & Evaluate - the gap between the KSFs and the R&C
Key Success Factors
Technology & MATCH ?Market Context
Resources & NO - Poor Capabilities Performanceof the Firm
Key Success YES - HighFactors Performance
Typically we
• Define the Strengths and Weaknesses• Assign the priorities to close the gap• Develop a strategy to enhance the
strengths and reduce the weaknesses
This assumes that we can identify such KSFs and make sense of what is happening. Frequently we can’t, and when we can it isprobably too late as the game has moved on.
Analysing ResourcesProviding the Data Base
Identify the attributes Measure its effectivenessMeasure its efficiency
Drawing Comparisons Assessing the Balance
Historical analysis Company portfolioIndustry norms Internal skillsNormative criteria Key success factors Costs... etc
Identification of CapabilitiesDistinctive competenciesResource assessmentEvaluation of gap between success factors & SW profile
Typical SW Items
• Financial Aspects• Marketing Aspects• Production Aspects• Personnel Aspects• Cost Base
SW Profile
• Identify Strengths and Weaknesses• Rank them in importance in leveraging
Competitive Advantage• Score them against desired criteria• Total and assess
Quest for Competitiveness in the Quest for Competitiveness in the 1990s1990s
Restructuring/ Process Re-inventingDownsizing Re-engineering the BusinessRe-evaluating Continual the Portfolio Improvement
Smaller Better Different
Hamel & Prahalad 1994
T O W S MatrixInternal Factors
External Factors
Strengths Weaknesses
Opportunities
Threats
Leverage ConstraintOS OW
Vulnerability Problematic TS TW
Source: adapted from- Weihrich, H (1982)
SWOT Profile and Possible Strategies
O
T
S W
Aggressive Strategy Reconfiguration Strategy
Diversification Strategy
Turnaround Strategy
Resources & Skills
Resources and skills can erode over time• Need to continually invest• Need to continue to be innovative• Need to continue to renew the skills
base
Examples of firms that “took their eye off the ball “
Resources as the basis for corporate profitability
• Conventional approaches to competitive advantage focus upon the “generic” sources (cost, differentiation)
• Resource-based view concentrates upon the resources and capabilities that underlie these advantages.
• Conventional approaches to competitive advantage focus upon the “generic” sources (cost, differentiation)
• Resource-based view concentrates upon the resources and capabilities that underlie these advantages.
RBV approach to strategy analysis - (R M Grant)
Strategy
Competitive Advantage
Capabilities
Resources
Identify GapsInvest and AugmentResource Base
We see this later in this presentation
The Role of Resources and Capabilities in
Strategy Formulation
Two Important Points:
• Individual resources; items of capital equipment, the skills of individual employees, patents, brand names, etc.
• How the resources work together to create capabilities and competitive advantage
Link between R&C and Strategy
Resources & Capabilities Strategies(Competencies)
Shape
Build
Elements in Distinctive Competencies
DistinctiveCompetencies
Superior Efficiency
Superior Quality
Superior Innovation
Superior Customer Responsiveness
Competitive Advantage SimplifiedSuperiorQuality
Superior Efficiency
SuperiorCustomerResponsiveness
Superior Innovation
Competitive Advantage
Low-costDifferentiation
Day & Wenley’s Model of Comp Adv
Superior Resources
Superior Skills
Positional Advantage
•Differentiation•Low-cost•Niche
PerformanceOutcomes
•Satisfactory•Premium
Invest to maintain comp advDay & Wensley 1988
Durability of Comp Advantage
Durability of a Firm’sCompetitive Advantage
Barriers to Capability IndustryImitation of Competitors Dynamism
Lets expand on this a little more
Sustainability of Com Adv depends on:
• Durability• Transparency• Replicability• Transferability
Resources & Skills of a Firm• Are central when considering strategy• They are primary constructs around which the
firm can– establish its identity– frame its strategy
• Fundamental to leveraging advantage• Primary sources of the firm’s profitability.
PatentsBrandsRetaliatory capacity
Market share
Firm sizeFinancial ResourcesProcess TechSize of plantsAccess to low-cost inputs
BrandsProduct technologyMarketing, distribution,service capabilities
Barriers to Entry
Monopoly
VerticalBargaining
Power
CostAdvantage
DifferentiationAdvantage
Competitive Advantage
IndustryAttractiveness
Rate of Profitin Excess of theCompetitive Level
Resources as the Basis of Superior Profitability
Source: R M Grant(1991)
Issues surrounding Resources &Capabilities
Resources and Capabilities can be often be:• Transferable• Replicable • Transparent
If so, then sustaining comp adv is difficult, but firms can use these factors to their own advantage in their own strategies
Examples ...
Examples
Industries where Resources & Skills are easily transferable or imitated:
• Retailing• Financial services• Fashion• Toys Firms have brief windows of opportunity to exploit their strengths before imitators erode it away.
HoweverFirm can exploit these issues in developing their
own strategies when they expand or diversify their interests:
• Geographic expansion• Product expansion• Mergers• Alliances
BUT • Can success in the home market lead to success
in the foreign market ?– Marks & Spencer Plc– Sainsburys– Bass– Dixons– Laura Ashley etc..
• The evidence is mixed for these firms
WHY is this difficult ?Barriers.
• Barriers to Transferability• Barriers to Replicability• Barriers to Durability• Transparency
But can we actually ‘see’ into other firms ?
• Success factors are ‘difficult to identify never mind observe
• Firms are entrepreneurial and change is a way of life
• The game moves on• Identify the success factors now and act, may be
too late, firm need ‘foresight’
Entrepreneurial view of Strategy …. Austrian School
And FinallyAnd Finally
A Model to show how Resources & Capabilities are Linked to
Strategy Formulation
RESOURCES
Tangible Intangible Human
ORGANIZATIONALCAPABILITIES
STRATEGYINDUSTRYKEYSUCCESSFACTORS
COMPETITIVEADVANTAGE