Strategy Survival Guide

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Opportunities • Where are the good opportunities? • What are the interesting trends that you are aware of? Useful opportunities can come from such things as changes in technology and markets on both a broad and narrow scale, changes in social patterns, population profiles, lifestyle changes and local events Threats • What are the obstacles to improving performance/delivery etc? • Are the required specifications for the service/strategy/policy changing? • Is the strategy/policy/service sector under pressure as a result of changes in circumstances, demand/expectations? Is changing technology threatening your position? This analysis should provide some useful insights that will help to ensure that the strategy capitalises on identified strengths and minimises or eliminates weaknesses, takes advantage of opportunities and avoids or lessens threats. Strengths • A useful way of summarising and combining previous analyses. • Can be used as framework for a "quick and dirty" brainstorming of a situation. Weaknesses • Definition of factors as opportunities or threats is not always clear: choice of strategic direction may influence whether external factors are threats or opportunities. Separation of strategic analysis from strategic choice is therefore somewhat artificial. • SWOT analysis is sometimes used to brainstorm ideas at the beginning of analysis rather than as a tool for summarising findings of analysis. Using the tool in this way can be very subjective and should therefore not be relied on heavily, as two people or groups rarely come-up with the same final version of SWOT. If SWOT analysis is used in this way it should be revisited following further analysis. • Bear in mind that while the SWOT model helps summarise external opportunities and threats, opportunities and threats can also be internal. References S Tilles, 'Making strategy explicit’ in I Ansoff, Business Strategy, Penguin 1968 Exploring Corporate Strategy, Gerry Johnson and Kevan Scholes Strategy Survival Guide – Strategy Skills Page 102
Structuring the thinking - SWOT In Practice: SU Alcohol Misuse Project The team constructed a SWOT analysis following some preliminary research and discussions with key stakeholders in order to: • Summarise the assessment of the strengths, weaknesses, opportunities and threats within the UK drinks industry • Provide an easily accessible framework for identifying the relevant commercial issues affecting the UK drinks industry • Build a picture of the general business drivers within the UK drinks industry • Crystallise key trends, issues and considerations. Strengths Weaknesses Internal 1. Strong brand awareness, powerful international brands 2. Multi-nationals have developed profitable scale economics 3. Drinks brands are flexible and can be adjusted to reflect changing tastes 4. Greater diversity of catering outlets and venues with bars have opened up to new markets for drinks 5. Multiple grocers can give drinks large areas of display in the superstores 1. Near monopolies or duopolies exist in many segments, making barriers to entry high 2. Large multiple retailers have increasing buying power 3. Production costs are relatively low leading to low cost imitations 4. Exports for traditional British products are weak 5. Pressure from Alcohol Concern etc Opportunities Threats External 1. Consumption of some drinks is still lower in the UK than in other countries, leaving room for increases in per capita consumption 1. Since production costs are low and marketing costs are high, drinks brands are always under threat from own label products and other brands 2. Young consumers' thirst for novelty presents an opportunity for 2. Alcopop’s cannibalising beer and cider continuos innovation 3. Flavoured water cannibalising 3. Further de-regulation of the licensing carbonates laws will extend the opportunities for 4. Contraband and legitimate products distributing drink in the on-trade bought across borders and present a threat to profitability 5. Smaller companies are constantly faced with the threat that their launches might be overshadowed by large multi-national marketing budgets 6. Mergers will be heavily supervised by government as the industry continues to consolidate Strategy Survival Guide – Strategy Skills Page 103
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Strategy Strategy Survival Survival
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Strategy Survival Guide Version 2.1
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Building an Evidence Base 113 Data
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A Framework for Strategic Direction
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Recruiting a team In Practice: SU G
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• Commitment to a common purpose
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Scenario development In Practice 1:
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Scenarios used in the Strategy Unit
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events. There are a number of diffe
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Multi-criteria analysis In Practice
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Strategy Survival Guide

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