Swot Analysis And Its Importance In Developing Marketing Essay

Swot Analysis And Its Importance In Developing Marketing analyzeFaced with a constantly changing environment, each crinkle whole needs to develop a selling information system (MkIS) that is undecided of tracking trends and developments within the tradeplace. separately trend or development butt end thence be categorized as an opportunity or a threat, and an assessment make of the feasibility and action needed if the organization is any to capitalize upon the opportunity or minimize the move of the threat. Although get up psychoanalysis is one of the best-k instantaneouslyn and most frequently used tools within the strategical planning professionalcess, the quality of the outputs often suffer because of the carnal knowl contactly superficial mien in which it is conducted. There atomic number 18 whatsoever(prenominal) ways in which pulverisation analyses can be do more rigorous, and therefore more strategic eachy useable.STRENGTHSAreas of (distinctive) competence thatMust always be looked at relative to the emulationIf managed properly, is the al-Qaida for competitive preferDerive from the grocerying asset viewpointWEAKNESSESAreas of relative disadvantage thatIndicate priorities for securities industrying im designatementHighlight the atomic number 18as and strategies that the contriver should avoidTHREATSTrends within the environment with authorityly negative impacts thatIncrease the risks of a outlineHinder the implementation of strategyIncrease the resources required humble procedure expectationsOPPORTUNITIESEnvironmental trends with positive outcomes that offer scope for higher levels of execution of instrument if pursued effectivelyHighlight new aras for competitive advantage2) hit the books ANALYSIS IS THEREFORE DESIGNED TO ACHIEVE TWO PRINCIPAL OBJECTIVES1) To say meaningful data from that which is merely interesting 2) To discover what charge mustiness do to exploit its distinctive competencies within each of the mark et segments twain now and in the longer term. However, in examining opportunities and threats, the reader needs to acknowledge that they can never be viewed as absolutes. What might appear at first sight to be an opportunity whitethorn not be so when examined against the organizations resources, its culture, the expectations of its stakeholders, the strategies available, or the feasibility of implementing the strategy. At the risk of oversimplification, however, the purpose of strategy formulation is to develop a strategy which bequeath take advantage of the opportunities and overcome or circumvent the threats.For our purposes, an opportunity can be breakn as any sphere of the market in which the fraternity would enjoy a competitive advantage. These opportunities can then be assessed according to their gainiveness and the organizations probability of victor in this atomic number 18a The probability of success is influenced by several agents, but most obviously by the exten t to which the organizations intensivenesss, and in peculiar(prenominal) its distinctive competences, match the key success requirements for operating effectively in the target market and exceed those of its competitors. Competence by itself is rarely capable in anything more than the short term since, given time, competitive forces will erode this competence.2.1) IDENTIFYING STRENGTHS AND WEAKNESSESOur primary concern within this stage is with the ways in which organizations can most clearly identify their current position and the record of their marketing capability. It is against the background of the picture that emerges from this analysis that the marketing planner should then be in a far better position to call for off the process of deciding upon the detail of the organizations future direction and the ways in which strategy is to be formulated. The starting point in this process of strategic and marketing analysis involves a detailed marketing audit and retrospect of marketing effectiveness. Together, the two techniques are designed to provide the strategist with a clear understanding of The organizations current market position The nature of environmental opportunities and threats The organizations ability to cope with the demands of this environment.The conducts of this analysis are then incorporated in a statement of Strengths, Weaknesses, Opportunities and Threats (SWOT), and subsequently a measure of capability. Although in many an(prenominal) markets it is often a relatively simple process to identify a whole series of environmental opportunities, fewer organizations have the ability or the competences needed to capitalize upon more than a small number of these. Each business needs therefore to evaluate on a mend basis its say-sos and faintheartednesses.Each factor is rated by management or an away consultant according to whether it is a fundamental strength, a marginal strength, a neutral factor, a marginal weakness, or a fundament al weakness. By linking these ratings, a general picture of the organizations principal strengths and weaknesses emerges. Of course, not all of these factors are of equal splendor any in an absolute sense or when it comes to succeeding with a specific business opportunity. Because of this, each factor should a the wish well be given a rating (high, medium or low) either for the business as a whole or for a extra marketing opportunity. Combining performance and immenseness levels in this way injects a strikinger sense of perspective to the analysis and leads to four possibilities emerging in the form of a performance-importance matrix.An an other(a)(prenominal) way of looking at issues of performance and importance involves focusing specifically upon the organizations performance relative to the competition.On the basis of this sort of analysis it should be apparent that, counterbalance when a business has a major strength in a particular area, this strength does not invaria bly translate into a competitive advantage. There are several possible explanations for this, the two most prominent of which are that it whitethorn not be a competence that is of any genuinely importance to nodes, or that it is an area in which competitors are at least as strong. It follows from this that, in order to benefit from the strength, it must be relatively greater than that of the competitor.Having identified the organizations weaknesses, the strategist needs to return to consider again the relative importance of these weaknesses. There is often little to be gained from overcoming all of the organizations weaknesses, since some are unimportant and the amount of effort needed to convert them to a strength would quite simply not be repaid. Equally, some strength is of little real strategic hold dear and to use them in anything other than a peripheral way is likely to prove of little real value.Recognizing this, the marketing planner should focus upon those areas of oppo rtunity in which the regular presently has major strengths or where, because of the size of the opportunity and the potential returns, it is likely to prove cost-effective in acquiring or developing new areas of strength.In order to make better use of the SWOT framework, Mr. Piercy proposes five guidelines1) steering the SWOT upon a particular issue or element, such as a specific produce market, a node segment, a competitor, or the individual elements of the marketing mix.2) Use the SWOT analysis as a mechanism for developing a shared vision for planning. This can be done by pooling ideas from a number of sources and achieving a team consensus intimately the future and the important issues.3) The kind of corporate-level strategy pursued by the company4) Business level strategy of the company and its nature.5) community Strategy and its hold and structure for achieving that strategy2.2)1SWOT ANALYSIS AND MACRO ENVIRONMENT FOR termination MAKERSMany changes from the macro i nstruction environment have the potential to cripple even the best of strategies and must therefore be watched. Managers should note any changes in the environmental factors as conducive to innovation. Potential changes in exchange rates, peculiarly unanticipated braggy ones, pennyral bank policies that raise interest rates, and tax revenue laws, along with demographic and socio political changes, all have the potential to impact firm strategies. Managers should examine them carefully for potential threats and opportunities. In particular, they should examine the potential impact of changes in tax policies concerning the Inter lolly. This analysis of a firms current performance, idea of its business model, appraisal of its competitors business models, analysis of industry attractiveness, assessment of its macro environment, projection of the evolution of the Internet, and a forecast of its environmental changes is sometimes called a strengths and weaknesses, opportunities, and t hreats (SWOT) analysis.After an analysis of where the firm is now, a manager may also decide not to pursue profits as previously mean but to hone the firms capabilities to fit another firms portfolio of capabilities so that it can be acquired by the other firm. On the other hand, a firm whose discharge strategy had been to be acquired, with no attentiveion of ever making profits, may decide that it now wants to become profitable after all. In all these cases, a firm has decided to move into new areas. It is now intent on doing certain things that it had not done before. If moving into these new areas requires only when new capabilities, the objective lens to do so is sometimes referred to as a firms strategic intent.WAL-MART3) COMPANY HISTORY AND ITS FOUNDERVISION2Samuel Moore Walton, the billionaire boy scout of Bentonville, Arkansas, built an pudding stone on a fervid belief in value, pioneered by ideas like empowerment, and revolutionized retailing in the process. Dead at 7 4 after a long fight with cancer, he did not invent the give the axe division store, although it hardly seems possible that he didnt. He grabbedhold of the leading edge of retailing in 1962 and never let go, creating a value-powered merchandising railroad car that seems certain to outlive his memory..In 1994, the still-young company earned $2.3 billion on sales of $67 billion. A $1,650 investment in 100 Wal-Mart shares in 1970, when they began trading, is worth $3 million today. He taught American business that the considerable amount of American people want value. He saw the future, and he helped make the future. According to a retail executive, while Walton was one of the great showmen of retailing, if he had been a television preacher hed have become Pope. As a manager he applied such concepts as a flat organization, empowerment, and gain-sharing long before any one gave them those names. In the 1950s, he shared information and profits with all employees. He ingested as prac tically data as he could to get close to the customer and juxtaposed to the competition. He stressed flexibility and action over deliberation. Wal-Mart is ultimately a monument to consumers it has saved them billions. Sam Walton truly believed that nothing happens until a customer walks into a store with a purpose, buys something, and walks out. His philosophy was simple satisfy the customer. operating(a) nearly 2,000 stores in 47 states, Wal-Mart remains the leader in the discount store industry. In addition, with over 400 Sams Clubs, Wal-Mart is a major factor in the Warehouse Club industry. Combining general merchandise and groceries, Supercenters equal the companys fastest growing segment, with 65 to 70 stores planned in financial 1995 on a base of 68.Walton long ago wanted producers to see themselves, wholesalers, retailers, and consumers as parts of a single customer-focused process rather than as participants in a series of transactions. He personally and permanently ne utered the affinityship between manufacturers and retailers, which has historically been, to put it politely, antagonistic.About five eld ago he asked Procter Gamble executives to view a focus company of Wal-Mart executives talking about their prickly relationship with the packaged-goods company. It was sobering. His strategy clearly was that we ought to be able to work together to lower the costs of both the manufacturer and the distributor and get lower costs for consumers. Walton got both sides to focus on distribution costs and how to cut them. Wal-Mart linked PG with its computers to allow automatic reordering, and so avoiding bulges in order cycles. With better coordination of buying, PG could plan more consistent manufacturing runs, turn out distribution, and lower its costs, passing on some of the savings. This systematic approach is now in broad use throughout the industry. Walton has been described as a visionary, and he clearly was that. His vision was apparent in 1956 as a Ben Franklin variety store owner. To lure one of his first store managers, chase after Bogle, away from the state health department, Walton showed him the books and offered to pay him 25 percent of the stores net profit in addition to salary.4) STRATEGIC ANALYSIS OF WAL-MARTS SUCCESS-WAL-MARTS COMPETITIVE CAPABILITIES4.1) hawkish EnvironmentalChange Rivals are constantly changing their strategies and such changes, peculiarly new game strategies, have to be watched very carefully. A firm is said to pursue a new game strategy if by performing value chain, value shop, or value configuration activities that disagree from what the dominant logic of the industry dictates, or by performing the selfsame(prenominal) activities differently than the logic dictates, the firm is able to offer superior customer value. Wal-Marts early strategies were new game strategies. It decided to move into small towns, knock up adjoining towns with stores, build distribution centers, and impro ve logistics, with an empowering culture and information applied science to match. This allowed Wal-Mart to achieve high economies of scale and bargaining power over its suppliers. This in turn allowed the firm to offer its customers lower expenditures than its competitors.3Low-cost operations as the result of a combination of high productivity, low over heads, low boil costs, better purchasing skills, a limited product range, or low-priced distribution. Amongst those to have achieved this are the low-cost supermarket chains.4The worldwide, or single brand, enables a product to adapt to new outside(a) opportunities. Travellers abroad, whether businessmen or tourists, are more likely to buy a brand they know and trust as it reduces the risk of the purchase. The greater the development of international media, the greater the opportunities for the single brand. The approach of Sky television and the increasing international coverage of satellite transmissions are examples of this widening reach. When a brand goes international, it can attract the interest of large retailers involved worldwide and successfully implemented by the like Wal-Mart to attract international customers. The global brand, having acquired a wider international presence and awareness, provides a open up for entering other markets. Be assumed to be to maintain keep step-up in the US and to extend domination internationally in targeted markets, including the Americas and Continental Europe. Its corporate objective is to achieve an annual growth to a higher place the average gained by the fodder retail industry in general, and preceding(prenominal) the average annual growth rate achieved by Wal-Mart over the dying three years. An annual dollar volume growth rate of 5 per cent above ination with prots of 7 per cent might be set. Additional objectives (or targets) might be to increase customer loyalty as measured by customer repeat shopping visits to Wal-Mart outlets. Wal-Marts inter national marketing plan would cover the basic framework outlined in control panel 9.1. It should indicate the groups business mission and associated corporate objectives. Thus, the Wal-Mart business mission could be assumed to be to maintain continued growth in the US and to extend domination internationally in targeted markets, including the Americas and Continental Europe. Its corporate objective is to achieve an annual growth above the average gained by the food retail industry in general, and above the average annual growth rate achieved by Wal-Mart over the last three years. An annual turnover growth rate of 5 per cent above ination with prots of 7 per cent might be set. Additional objectives (or targets) might be to increase customer loyalty as measured by customer repeat shopping visits to Wal-Mart outlets.4.2) SWOT ANALYSIS5StrengthsThis companion has reputation of value for your money, convenience and a wide range of production all in one store.This company is famous amon g the world over customer with watch over to value the customers money and providing vides range of goods of different categories.This Company has increase its market share very sharply with in few years the years both domestically and through acquisition globally. For example, it purchased the UK based Company ASDA intermeshed in the business of retailing.The Wal-Mart has a very powerful strength in incorporating information technology in its business. This is very simple way in which the company operates its logistic operations efficiently in international market and also able to procure goods on timely basis.The Wal-Mart basic incur to improve its HRM department and hired the best people in their profession. giving is key to Wal-Marts business, and its invests time and resources into the training and retention of its people. WeaknessesThis is the fact that company is weak in some area of human resource management where it runs on vast span of control.The company sold the prod ucts of many products sector like clothing, food, electronics, etc and there is no flexibility to focus on some sector of economy as its competitors do their business.The Company claimed that it operates on a global basis but this is the fact that it has a presence in few other countries. OpportunitiesIt has the opportunity to take over, merge with or from of organization who are operated on the world basis and focus on Europe and Asian Markets. The Stores are only in a few countries and opportunity exists to stretch forth in large consumer markets India and China.New locations and stores types are mobbing from large super centres to topical anesthetic malls.Continued strategy for the opening of large super centers. ThreatsAS this Company claimed that its brand name is No. 1 among the retailing business. On the other hand you are the target of competitors whether they are from local business market or from international market.As the company operate in international business marke t then there is a probability that the Company will face political and social problems in countries where this operate.Intense price competition in a threat.5) CONCLUSIONCompleting a SWOT would have identified the threat as a focus on immigration and the possibility of lost crops due to un-harvested products. That threat turned to a weakness for those organizations that did not develop alternative strategies. For those who made the investments in increased mechanical harvesting, no business interruption occurred. For those who waited, it became a competitive disadvantage. macrocosm able to forecast changes in the market and business will lead to insight regarding potential issues and opportunities to be faced in the future. The insights gained from engaging in this forecasting exercise can then be used to form plans of action to deal with the issues before they can have detrimental cause on the functioning of the business.Although SWOT analysis is a potentially useful input to th e strategic planning process, in practice it often suffers from a number of weaknesses. Amongst the most common of these is that The planner fails to relate strengths and weaknesses to critical success factors Strengths and weaknesses are seen in absolute terms rather than in relation to the competition The elements of the analysis are insufficiently specific Competitors capabilities are underestimated and/or misunderstood The focus is upon marketing-specific issues rather than reflecting a broader companyperspective dialect is placed largely upon the hard or quantifiable elements and fails to take card of managerial attitudes, cultures, capabilities and competencies.SWOT analysis can also be made more effective by thinking To what extent has the relative importance of the various elements been identified? To what extent have the implications of each of the elements been examined? To what extent does the management team really recognize the significance of theelements? To what exten t have attempts been made in the past to manage the SWOT analysisoutcomes proactively?