がり勉の分析

がり勉の分析は経営および作戦の公式で使用される用具である。それは特定の会社の強さ、弱さ、機会および脅威の識別を助けることができる。

強さおよび弱さは価値を創造するか、または価値を破壊する内部要因である。それらは資産、技術を、または会社に処分である競争相手と比較される資源を含んでもいい。それらは内部査定か外的なbenchmarkingを使用して測定することができる。

機会および脅威は価値を創造するか、または価値を破壊する外的な要因ある。会社はそれらを制御できない。しかしそれらは企業の競争の原動力か市場または人口統計学、経済的な、政治、技術的な、社会的な、法的または文化的な要因(PEST)から現れる。

強さ

専門家のマーケティング専門知識
天然資源への排他的なアクセス
パテント
新しく、革新的なプロダクトかサービス
あなたのビジネスの位置
専有ノウーハウによる費用の利点
質のプロセスおよびプロシージャ
強いブランドか評判

弱さ

マーケティング専門知識の欠乏
画一的なプロダクトおよびサービス(すなわちあなたの競争相手に関連して)
あなたの会社の位置
競争相手に流通経路への優秀なアクセスがある
商品かサービスの質の悪い
損なわれた評判

機会

成長の市場(中国のインターネット)
合併、共同請負または戦略的な同盟
新しく魅力的な市場区分に移動
新しい国際市場
規則のゆるむこと
国際貿易の障壁の取り外し
弱い競争相手によって導かれる市場

脅威

あなた自身の国内市場の新しい競争相手
価格戦争
競争相手に新しく、革新的な代替プロダクトかサービスがある
新しい規則
高められた貿易障害
あなたのプロダクトまたはサービスの潜在的で新しい課税

どの構成でも外部環境との適合を創造することを試みなければならない。がり勉の図表は株式会社の(内部)強さそして弱さおよび(外的な)機会および脅威分析するための非常によい用具である。但し、この分析はちょうど第一歩である。実際に外部環境との適合を創造することは頻繁に最も困難な仕事である。

対立のマトリクス

外的な要因と内部要因を結合する用具は対立のマトリクスである。

機会

脅威

強さ

攻撃的

これらをできるだけ利用しなさい

調節しなさい

強さを元通りにしなさい

弱さ

防御

密接に腕時計の競争

存続させなさい

向き直しなさい

頻繁に現実にはがり勉の図表の2つのコラムは反対の方向で指している。戦略家はまだalignmentの創造のパラドックスを取扱わなければならない。これはOutside-inの作戦の公式(市場に目を向けた作戦)またはInside-outの作戦の公式によってことができる(資源運転される)する。

注: また頻繁に興味を起こさせる新しい見通しを提供している競争相手にがり勉の分析を、適用できる。

SWOT Analysis 特別興味グループ

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SWOT Analysis フォーラム

最近の話題

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管理について知る必要のあるのはこれだけです

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