PEST I SWOT analize

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 A PEST analysis measures a
market;
 SWOT analysis measures a
business unit, a proposition or idea
 PEST is done before the SWOT
PEST
 It is important to clearly identify the subject of a PEST analysis, because a
PEST analysis is four-way perspective in relation to a particular business unit
or proposition - if you blur the focus you will produce a blurred picture - so be
clear about the market that you use PEST to analyse.
 A market is defined by what is addressing it, be it a product, company, brand,
business unit, proposition, idea, etc, so be clear about how you define the
market being analysed, particularly if you use PEST analysis in workshops,
team exercises or as a delegated task. The PEST subject should be a clear
definition of the market being addressed, which might be from any of the
following standpoints:
 a company looking at its market;
 a product looking at its market;
 a brand in relation to its market;
 a local business unit;
 a strategic option, such as entering a new market or launching a new
product;
 a potential acquisition;
 a potential partnership;
 an investment opportunity.
 Be sure to describe the subject for the PEST analysis clearly so that people
contributing to the analysis, and those seeing the finished PEST analysis,
properly understand the purpose of the PEST assessment and implications.
 PEST i SWOT
 PEST is useful before SWOT - not generally vice-versa - PEST
definitely helps to identify SWOT factors. There is overlap
between PEST and SWOT, in that similar factors would appear in
each. That said, PEST and SWOT are certainly two different
perspectives:
 PEST assesses a market, including competitors, from the standpoint
of a particular proposition or a business.
 SWOT is an assessment of a business or a proposition, whether your
own or a competitor's.
 Strategic planning is not a precise science - no tool is mandatory
- it's a matter of pragmatic choice as to what helps best to
identify and explain the issues.
 PEST becomes more useful and relevant the larger and more
complex the business or proposition, but even for a very small
local businesses a PEST analysis can still throw up one or two
very significant issues that might otherwise be missed.
 PEST analiza - POLITICAL
 ecological/environmental issues;
 current legislation home market;
 future legislation;
 European/international legislation;
 regulatory bodies and processes;
 government policies,
 government term and change;
 trading policies;
 funding, grants and initiatives;
 home market lobbying/pressure groups;
 international pressure groups.
 Economic
 home economy situation;
 home economy trends;
 overseas economies and trends;
 general taxation issues;
 taxation specific to product/services;
 seasonality/weather issues;
 market and trade cycles;
 specific industry factors;
 market routes and distribution trends;
 customer/end-user drivers;
 interest and exchange rates.
 Social
 lifestyle trends;
 demographics;
 consumer attitudes and opinions;
 media views;
 law changes affecting social factors;
 brand, company, technology image;
 consumer buying patterns;
 fashion and role models;
 major events and influences;
 buying access and trends;
 ethnic/religious factors;
 advertising and publicity.
 Technological
 competing technology development;
 research funding;
 associated/dependent technologies;
 replacement technology/solutions;
 maturity of technology;
 manufacturing maturity and capacity;
 information and communications;
 consumer buying mechanisms/technology;
 technology legislation;
 innovation potential;
 technology access, licensing, patents;
 intellectual property issues.
SWOT-Sthrengths
 Advantages of proposition?
 Capabilities?
 Competitive advantages?
 USP's (unique selling points)?
 Resources, Assets, People?
 Experience, knowledge, data?
 Financial reserves, likely returns?
 Marketing - reach, distribution, awareness?
 Innovative aspects?
 Location and geographical?
 Price, value, quality?
 Accreditations, qualifications, certifications?
 Processes, systems, IT, communications?
 Cultural, attitudinal, behavioural?
 Management cover, succession?
SWOT_Weaknesses
 Disadvantages of proposition?
 Gaps in capabilities?
 Lack of competitive strength?
 Reputation, presence and reach?
 Financials?
 Own known vulnerabilities?
 Timescales, deadlines and pressures?
 Cashflow, start-up cash-drain?
 Continuity, supply chain robustness?
 Effects on core activities, distraction?
 Reliability of data, plan predictability?
 Morale, commitment, leadership?
 Accreditations, etc?
 Processes and systems, etc?
 Management cover, succession?
SWOT - Opportunities
 Market developments?
 Competitors' vulnerabilities?
 Industry or lifestyle trends?
 Technology development and innovation?
 Global influences?
 New markets, vertical, horizontal?
 Niche target markets?
 Geographical, export, import?
 New USP's?
 Tactics - surprise, major contracts, etc?
 Business and product development?
 Information and research?
 Partnerships, agencies, distribution?
 Volumes, production, economies?
 Seasonal, weather, fashion influences?
SWOT-Threats
 Political effects?
 Legislative effects?
 Environmental effects?
 IT developments?
 Competitor intentions - various?
 Market demand?
 New technologies, services, ideas?
 Vital contracts and partners?
 Sustaining internal capabilities?
 Obstacles faced?
 Insurmountable weaknesses?
 Loss of key staff?
 Sustainable financial backing?
 Economy - home, abroad?
 Seasonality, weather effects?
SWOT
 A SWOT analysis can only be used to
assess a specific option, proposition,
company, department or idea - a
single SWOT analysis cannot be used
to compare options or evaluate a
number of options or propositions at
once.
SWOT/PEST GAMES
 The exercise duration is from 30 minutes upwards,
depending on the complexity of the SWOT subjects
issued to or agreed with the teams. The SWOT exercise
can take a whole day if the task is complex and big. First
refer to the SWOT analysis notes and template examples
on this site.
 Ensure all delegates are issued with SWOT analysis
instructions, and confirm their understanding of the
process, which makes an ideal initial group exercise.
 Identify before the session, or have the teams or team
members do so at the start of the exercise, suitable
subjects for SWOT analysis. Have the teams choose a
subject each, and then work as a team to produce the
SWOT analysis, which should then be presented back to
the group for discussion and review.
 It's important that the teams want the particular
subjects.
 Prior to the exercise it's important for the facilitator to
clarify what will happen after the exercise to the teams'
SWOT analysis findings, so that team members have an
appropriate expectation for where their efforts and
recommendations will lead.
 Examples of SWOT subject areas (have some specific
propositions, opportunities or options handy in case you
need them):
 organizational or departmental change options
 business development ideas
 team re-structuring
 problem-solving options
 customer service improvement ideas
 production/distribution/technical support efficiencies or
improvements ideas
 N.B.
 The above headings are not SWOT subjects, they are
areas within which you can identify SWOT subjects.
 A SWOT analysis can only be used to assess a specific
option, proposition, company, department or idea - a
single SWOT analysis cannot be used to compare
options or evaluate a number of options or propositions
at once.
 Avoid agreeing to SWOT subjects that are clearly
beyond the remit of the teams (which creates
expectations that cannot be met), unless the situation
allows for the group to make recommendations.
 A SWOT analysis measures a business unit, a proposition
or idea; a PEST analysis measures a market.
 Pest i swot-ZADATAK
 Iločki podrumi d.d. smješteni su u jednom od najkvalitetnijih
hrvatskih vinogorja, posjeduju jedinstveni Stari podrum, te
vinariju s 8 milijuna litara podrumskih kapaciteta s
kompletnom suvremenom opremom za preradu i vođenje
kontrolirane fermentacije, te opremom za različite vrste
pakiranja vina.
 Strateška odrednica tvrtke jest godišnja proizvodnja 7 milijuna
litara vina, te preuzeti vodeće mjesto u Hrvatskoj po
proizvodnji vrhunskih bijelih vina, te nekoliko kontinentalnih
crnih sorti. Stare vinske podrume ispod Starog dvorca vlastele
Odescalchi posjećuju mnogi stručnjaci i zainteresirani turisti.
Vina tvrtke Iločki podrumi poznata su diljem svijeta, pa se i
traminac iz Iloka proizvodi od 1710, a nalazi se na engleskom
dvoru od 19. stoljeća. Služen je na krunidbi kraljice Elizabete i
izložen u kraljičinoj zbirci vina. Restoran Dvorac nudi bogatu
gastronomsku ponudu, organizira sve vrste događaja.
 Vi kao vlasnim male PR agencije i veliki ljubitelj vina želite im
pomoći i unaprijediti kulturu pijenja vina.
 Zadatak:
 PEST analiza
 odrediti tko su ciljane skupine
 Mapirati sudioničare
PEST i SWOT-zadatak
 Građani ratom razrušenog Lipika najviše očekuju od obnove
termalnog lječilišta, za koje treba pronaći banku kreditora i ili
strane privatne investitore.
 Postojeći projekt obnove predviđa ponovno nastajanje
lječilišta Lipik u tradicionalnom građevinskom stilu, sa
zaštićenim građevinama kao što su poznati Kursalon i
Wandlbahn.
 Istodobno je potrebno medicinske i terapeutske ustanove,
hotelske kapacitete i termalni bazeni dovesti na međunarodne
standarde, kako bi se osiguralo da Lječilište Lipik ostane i
opstane u međunarodnoj konkurenciji.
 Kako bi se za Lipik pridobili lječilišni gosti iz zemlje i
inozemstva, trebate domaćoj i inozemnoj publici komunicirati
prednosti atraktivne mješavine lječilišnih i terapijskih
aktivnosti te aktivnosti za provođenje slobodnog vremena.
 Izradite
 PEST i SWOT
 Odredite sudioničare
 Mapirajte sudioničare
 PEST i SWOT-zadatak
 PRŠUTANA d.o.o. POSEDARJE osnovana je 1997. godine oslanjajuć i se
na stoljetnu tradiciju proizvodnje dalmatinskih suhomesnatih proizvoda
u ovim krajevima.
 Proizvodi Prš utane Posedarje su viš estruko nagrađivani na
međunarodnim natjecanjima za vrhunsku kvalitetu, a od ove godine
Izvorni posedarski dalmatinski prš ut nosilac je prestiž
nog znaka Izvorno
hrvatsko.
 Proizvodnja se bazira na prirodnoj obradi sirovine š to znač i da pri
obradi prš uta i pancete koriste isključivo morsku sol, a pri dozrijevanju
svih proizvoda koriste buru koja nosi aromu dalmatinskog raslinja koja
pridonosi kvaliteti i posebnosti okusa proizvoda.
 Budućnost Prš utane koja ima poslovnice u Zagrebu i Rijeci, vlasnik,
holding Tankerkomerc, vidi u oč uvanju tradicionalnog nač ina
proizvodnje i proš irenju prodaje u zemlji i inozemstvu
 Zadatak:
 PEST i SWOT
 Ciljane skupine
 Sudioničari