Strengths

...

Weaknesses

SWOT
Opportunities

Threats

10-03-2011

Francisco Coelho

Reflexo Estratgica

SWOT
Strength Weaknesses Opportunities Threats

EFAS

Albert S. Humphrey, 1960-1970 ???

10-03-2011

Francisco Coelho

Internal Factor Analysis Summary (IFAS)

Weight Internal Factors Strengths 1 2 3 Rating Weighted Score 4 Comments 5

Weaknesses

Total Weighted Score

1.00

Notes: 1. List opportunities and threats (510 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply each factors weight times its rating to obtain each factors weighted score in Column 4. 5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well the company is responding to the strategic factors in its external environment A weighted score of 3.0 means average performance.. Source: T. L. Wheelen and J. D. Hunger, External Strategic Factors Analysis Summary (EFAS). Copyright 1991 by Wheelen and Hunger Associates. Reprinted by permission.

Internal Factor Analysis Summary (IFAS): Maytag as Example

Internal Factors
Strengths
Quality Maytag culture Experienced top management Vertical integration Employee relations Hoovers international orientation

Weight

Rating

Weighted Score

Comments

1
.15 .05 .10 .05 .15

2
5 4 4 3 3

3
.75 .20 .40 .15 .45

5
Quality key to success Know appliances Dedicated factories Good, but deteriorating Hoover name in cleaners

Weaknesses
Process-oriented R&D Distribution channels Financial position Global positioning .05 .05 .15 .20 2 2 2 2 .10 .10 .30 .40 Slow on new products Superstores replacing small dealers High debt load Hoover weak outside the United Kingdom and Australia Investing now

Manufacturing facilities

.05

.20

Total Weighted Score

1.00

3.05

External Factor Analysis Summary (EFAS)

External Factors 1 Weight 2 Rating 3

Weighted Score
4

Comments 5

Opportunities

Threats

Total Weighted Score

1.00

Notes: 1. List opportunities and threats (510 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply each factors weight times its rating to obtain each factors weighted score in Column 4. 5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well the company is responding to the strategic factors in its external environment. A weighted score of 3.0 means average performance. Source: T. L. Wheelen and J. D. Hunger, External Strategic Factors Analysis Summary (EFAS). Copyright 1991 by Wheelen and Hunger Associates. Reprinted by permission.

External Factor Analysis Summary (EFAS): Maytag as Example

External Factors

Weight 1
.20 .10 .05 .05 .10 .10 .10 .15 .05 .10

Rating

Weighted Score

Comments 4 5
Acquisition of Hoover Maytag quality Low Maytag presence Will take time Maytag weak in this channel Well positioned Well positioned Hoover weak globally Questionable Only Asian presence is Australia

Opportunities
Economic integration of European Community Demographics favor quality appliances Economic development of Asia Opening of Eastern Europe Trend to Super Stores

2
4 5 1 2 2 4 4 3 1 2

3
.80 .50 .05 .10 .20 .40 .40 .45 .05 .20

Threats Increasing government regulations

Strong U.S. competition Whirlpool and Electrolux strong globally New product advances Japanese appliance companies

Total Scores 1.00 3.15

Strategic Factor Analysis Summary (SFAS)

1 2 3 Rating Weighted Score 4
Duration
INTERMEDIATE

5 Comments
LONG

Strategic Factors
SHORT

(Select the most important opportunities/threats from EFAS, Table 3.4 and the most important strengths and weaknesses from IFAS, Table 4.2)

Weight

Total Score
Notes: 1. List each of the factors developed in your IFAS and EFAS tables in Column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply each factors weight times its rating to obtain each factors weighted score in Column 4. 5. For duration in Column 5, check appropriate column (short termless than 1 year; intermediate1 to 3 years; long termover 3 years.) 6. Use Column 6 (comments) for rationale used for each factor. A weighted score of 3.0 means average performance. Source: T. L. Wheelen and J. D. Hunger, Strategic Factors Analysis Summary (SFAS). Copyright 1997 by Wheelen and Hunger Associates. Reprinted by permission.

Strategic Factor Analysis Summary (SFAS): Maytag as Example

Duration
INTERMEDIATE

Strategic Factors
(Select the most important opportunities/threats from EFAS, Table 3.4 and the most important strengths and weaknesses from IFAS, Table 4.2)

SHORT

Weight

Rating

S1 Quality Maytag culture (S)

S3 Hoovers international orientation (S) W3 Financial position (W)

.10 .10 .10 .15 .10 .10 .10 .15 .10

5 3 2 2 4 5 2 3 2

.50 .30 .20 .30 .40 .50 .20 .45 .20 X X X

LONG

Weighted Score

Comments

Quality key to success Name recognition High debt Only in N.A., U.K., and Australia

W4 Global positioning (W)

O1 Economic integration of European Community (O) O2 Demographics favor quality (O) O5 Trend to super stores (O + T) T3 T5 Whirlpool and Electrolux (T) Japanese appliance companies (T)

X X

Acquisition of Hoover

Maytag quality
Weak in this channel Dominate industry

X
X X

Asian presence

Total Score

1.00

3.05

Notes: 1. List each of the factors developed in your IFAS and EFAS tables in Column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply each factors weight times its rating to obtain each factors weighted score in Column 4. 5. For duration in Column 5, check appropriate column (short termless than 1 year; intermediate1 to 3 years; long termover 3 years.) 6. Use Column 6 (comments) for rationale used for each factor. A weighted score of 3.0 means average performance. Source: T. L. Wheelen and J. D. Hunger, Strategic Factors Analysis Summary (SFAS). Copyright 1997 by Wheelen and Hunger Associates. Reprinted by permission.

Matching and Converting

ANALISE SWOT
PONTOS FORTES (S) PONTOS FRACOS(F) LISTAGEM DOS PRINCIPAIS PONTOS FRACOS

FACTORES INTERNOS
LISTAGEM DOS PRINCIPAIS PONTOS FORTES

FACTORES EXTERNOS
OPORTUNIDADES (O) LISTAGEM DAS PRINCIPAIS OPORTUNIDADES AMEAAS (A) LISTAGEM DAS PRINCIPAIS AMEAAS ESTRATGIAS (F.O.) GERAR ESTRATGIAS QUE GERAR ESTRATGIAS QUE UTILIZEM APROVEITEM AS OPORTUNIDADES OS PONTOS FORTES E APROVEITEM PELA ELIMINAO DE FRAQUEZAS. AS VANTAGENS DAS OPORTUNIDADES.

ESTRATGIA (S.O.)

ESTRATGIAS (S.A.)

ESTRATGIAS (F.A.)

GERAR ESTRATGIAS QUE UTILIZEM GERAR ESTRATGIAS QUE PONTOS FORTES PARA EVITAR MINIMIZEM PONTOS FRACOS E AMEAAS. EVITEM AMEAAS

Strategic management , J. David Hunger, Thomas L. Wheelen, Ed: 7 - 2000

10-03-2011 Francisco Coelho 9

TOWS Matrix
INTERNAL FACTORS (IFAS) Strengths (S) Weaknesses (W)

EXTERNAL FACTORS (EFAS)

List 5 10 internal strengths here

List 5 10 internal weaknesses here

Opportunities (O)

SO Strategies

WO Strategies
Generate strategies here that take advantage of opportunities by overcoming weaknesses

List 5 10 external opportunities here

Generate strategies here that use strengths to take advantage of opportunities

Threats (T) List 5 10 external threats here

ST Strategies Generate strategies here that use strengths to avoid threats

WT Strategies Generate strategies here that minimize weaknesses and avoid threats

Source: Adapted from Long-Range Planning, April 1982, H. Weihrich, The TOWS MatrixA Tool for Situational Analysis p. 60. Copyright 1982, with kind permission from H. Weihrich and Elsevier Science Ltd. The Boulevard, Langford Lane, Kidlington OX5 1GB, UK.

Matching and Converting

ANALISE SWOT
FACTORES INTERNOS
PONTOS FORTES (S) QUALIDADE CULTURA EXPERIENCIA GESTORES INTEGRAO VERTICAL RELAES COM EMPREGRADOS ORIENTAO INTERNACIONAL PONTOS FRACOS(F) R&D CANAIS DISTRIBUIO FINANAS POSICIONAMENTO GLOBAL FABRICAS

FACTORES EXTERNOS
OPORTUNIDADES (O) INTEGRAO ECONOMICA EU EXIGNCIA QUALIDADE DESENVOLVIMENTO ECONOMICO ASIA EUROPA LESTE TENDNCIA P/ SUPERLOJAS AMEAAS (A) REGULAMENTAO GOVERNO CONCORRNCIA USA GLOBALIZAO CONCORRENTES NOVOS PRODUTOS CONCORRENTES JAPONESES

ESTRATGIA (S.O.)
UTILIZAR CANAIS DISTRIBUIO EXISTENTES PARA VENDER TOTALIDADE LINHA PRODUTOS ENCONTRAR PARCEIRO ESTRATGICO PARA LESTE E ASIA

ESTRATGIAS (F.O.) EXPANDIR PRESENA NA EUROPA, MELHORANDO QUALIDADE, REDUZINDO CUSTOS PRODUO E DISTRIBUIO. EMFAZE NOS NOVOS CANAIS (SUPERLOJAS)

ESTRATGIAS (S.A.)
ADQUIRIR EMPRESA NOS USA PARA AUMENTAR QUOTA. FUSO COM JAPONESES.

ESTRATGIAS (F.A.)
VENDER AREAS DE NEGCIO NO ESTRATEGICAS PARA REDUZIR DEBITO. ENFATIZAR REDUO CUSTOS.

Strategic management , J. David Hunger, Thomas L. Wheelen, Ed: 7 - 2000

10-03-2011 Francisco Coelho 11