SWOT ANALYSIS WORKBOOK. For Annie s Project

Transcription

1 SWOT ANALYSIS WORKBOOK For Annie s Project Material Prepared by: Dr. A Wysocki Food and Resource Economics University of Florida

2 STRATEGIC ANALYSIS WORKBOOK 1 CONTENTS Page Performance Assessment... 2 Internal Analysis Checklist... 3 External Analysis Checklist... 5 SWOT Table... 6 GOAL OF SWOT ANALYSIS SWOT=Strengths, Weaknesses, Opportunities, and Threats To Challenge your assumptions and beliefs about the world inside and Outside your firm in order to: 1. select reality-based desired accomplishments (vision, mission, and objectives), 2. better develop or alter your business strategies, 3. set priorities for operational change, 4. improve your performance.

3 PERFORMANCE ASSESSMENT 2 Please assess the overall performance of your firm in the following areas. Performance can be low or high based on the current situation, comparison to goals, trends for the future, or the overall satisfaction of company participants. Customer Satisfaction-ability to attract and maintain customers Competitiveness-ability to do better than your competition. Productivity-ability to provide products/services efficiently and effectively based on Internal management processes. Profitability-ability to attract resources based on level of return to key stakeholders. Which performance concerns (if any) warrant strategic analysis and planning?

4 INTERNAL ANALYSIS CHECKLIST 3 Goal: TO DETERMINE A FIRM S INTERNAL STRENGTHS AND WEAKNESSES DIRECTIONS: For each item below, circle the number on the scale that best corresponds to you honest Assessment of your firm s strength or weakness in the indicated area. Great Great Weakness Strength I. MARKETING RESOURCES 1. Customer satisfaction with product/services Ability to gain customers versus the competition Knowledge of the market Product/service line breadth and dept Product/service quality in terms of function, image, place, time, possession, ease of use 6. Advertizing and promotion activities Product/service pricing Facilities and methods used to sell to customers Market share II. III. FINANCIAL RESOURCES 1. Strong and recurring operating profits (PM*) Efficient asset management (TAT*) Strong and recurring return on investment (ROI*) Proper balance of debt and equity (EM*) Strong and recurring return on equity (ROE*) Strong and recurring cash flow Ready access to outside/new funds Well managed customer credit Well managed supplier credit *Key financial ratios used to assess these areas. HUMAN RESOURCES 1. Adequate number of people to do the work Adequate quality o people to do the work Personnel plans Job Design and descriptions Performance standards and evaluation procedures Training Programs Good morale as evidenced by absenteeism, turnover, tardiness, complaints, bickering, employee growth and development 8. Compensation system that promotes performance and satisfaction 9. Equitable and competitive pay Equitable and competitive fringes Appropriate use of teams Work ethic of individuals and teams

5 GREAT WEAKNESS GREATS STRENGTH 4 IV. OPERATIONS/PRODUCTION 1. Quality of needed facilities to serve customers Capacity of needed facilities to serve customers Up-to-date and appropriate technology Effective and efficient physical layout Effective and efficient work flow Effective and efficient inventory control Effective and efficient purchasing practices Effective and efficient production practices V. MANAGEMENT/LEADERSHIP RESOURCES 1. Effective management style Timely decision making Effective delegation Effective participation Effective risk taking Effective leadership VI. ORGANIZTIONAL RESOURCES 1. Appropriate mix of resources (people, money, 2. Equipment) available Resources properly placed to do the job Effective interdepartmental communications Effective reporting relationships Firm s public image Strong organizational culture (productivity, Honesty, dispute handling, tolerance of change) VII. INFORMATION RESOURCES 1. Appropriate financial and cost accounting systems Planning system appropriate for internal analysis (assessing strengths and weaknesses) 3. Planning system appropriate for external analysis (assessing opportunities and threats) 4. Control system that highlights problems and generates corrective action 5. Information systems that use the best technology available 6. Effective information for strategic decision making Effective information for operational decision making Ability to utilize internet and e-commerce

6 EXTERNAL ANALYSIS CHECKLIST 5 GOAL: DIRECTIONS: TO DETERMINE A FIRM S EXTERNAL OPPORTUNITIES AND THREATS For each item below, circle the number on the scale that best corresponds to your honest Assessment of the external situation faced by your firm. Then in the space provided, list Specific key changes influencing your firm. Less change corresponds to less threatening, but probably fewer opportunities. Greater change corresponds to more threatening, but probably more opportunities. 1. Changes in buyer demand i.e., what buyers want and need. Consider changes in tastes, lifestyles, customer income, preferences for unique products/services, etc. 2. Changes in long-term market growth rate. Consider changes in industry growth, population growth, product/service attractiveness to customers, market saturation, etc. 3. Product and marketing innovation. Consider innovation in product/service features, quality, packaging, promotion, advertising, distribution, etc. 4. Technological change and the speed with which it spreads. Consider changes in equipment, production methods, biotechnology, computers, information systems, and the speed with which industry competitors or customers adopt these changes. 5. Regulatory influences and government policy changes. Consider changes in environmental, business, and land-use laws and regulation 6. Changes in uncertainty and business risk. Consider changes in business liability, volatility, of markets, ability to forecast effectively, etc. 7. Major changes in the economy. Consider Changes in the levels of employment, investment, interest rates, etc. 8. Increasing globalization of the industy. Consider changes in imports, exports, global competition, etc. : :