Name: Melania Mendes Div: Sy.B.M.

S B Roll No: 3333 Subject: Strategic Management

She is quite enthusiastic but does not understand exactly how to use the SWOTanalysis for her company act as a consultant and advice her on how to use the sot analysis? Question 3:The CEO of a textile mill is convinced that hisloss-making company can be turned around .Suggest an action plan for a turnaround to the Ceo? .relate the difficulties you would face in choosing and setting the objectives for your organization? Question 2:A small scale industrialist recently attended a seminar on strategic management.Question 1:Assuring yourself to be the chief executive of an organization .

objectives are basically the decisions and actions that determine the long run performance of an organization. collateral supporting’s and most importantly .Answer 1:An objective is a specific step. Such objectives as higher profits. stakeholders.customer satisfaction may be admirable. Setting objectives involves a continuous process of research and decisionmaking. Setting right objectives is critical for effective performance management. For this. As a CEO of a company producing umbrellas. sweaters & raincoats. The first step in operational planning is defining objectives . Knowledge of yourself and your unit is a vital starting point in setting objectives. other managers are involved with operational planning.It is what the business wants to achieve and how to achieve.Strategic planning takes place at the highest levels. the objective of my company would be set on the basis of followings points: 1)Capital: Initially. • • • • • • Objectives must be: be focused on a result.the result expected by the end of the budget (or other designated) cycle. but they don't tell managers what to do. loan. is needed to commence any business. "They fail to specify priorities and focus. loans from the government is required. not an activity be consistent be specific be measurable be related to time be attainable As the CEO of the organization . a milestone. which enables you to accomplish a goal. investors. shareholder value. Therefore.

wool. They cannot be damaged or else they will occur a loss. If the price of this facilities are high then the price of the product is high. then the requirements cannot be met. Therefore . Goods when transported from one place to another have to be properly taken care of. It should be budgetary and equally monitored. capital is required to purchase raw materials such as is needed. If capital is not enough. 4) Cost of production: Cost of production should not exceed the net-worth of the company.plastic rubber.Thus increasing the profits. If the quality of the product is good then the price is higher. etc. . permission from the Government is very essential under companies act. 6) Transportation: Proper transportation should be made available. Difficulties such as political intervention can take place thus giving rise to problems in attaining permission. 2) Permission from the Government:To any business. c) Labour: Requirement of well-skilled labour. This gives a legal status to the company. 5) Pricing: Pricing of the product depends upon the Cost of production and transportation cost. b) Modern technology and machines: Advance and better machines and technology is needed for faster increase in production.1956. 3)Factors of Production: a)Raw Materials: Raw Materials are required inorder to manufacture any good or commodity.

due to which it can suffer a loss. The quality of the product should be good. Else it can hamper the image of the company. . The taste and preferances of the customer has to be kept in mind. Availability and cost of the product has to be taken care of. 8) Customer Satisfaction: This is one of the main objective.7) Quality: There have to be no comprises made on the quality of the product.Goods have to available to the customer whenever there is a demand for it.

Selling internationally. Increased consumer spending. Good reputation. Expertise and skill. A SWOT analysis is used as a framework to help the firm develop its overall corporate. Market share. Opportunities and Threats (SWOT). or product strategies. Weaknesses could include: • • • Low or no market share. Strength examples could include: • • • • A strong brand name. Opportunities could include: • • • • A growing market. marketing. Weaknesses. Threats could include: . No brand loyalty. Note:Strengths and Weaknesses are internal factors which are controllable by the organization.Answer 2:A tool used by organizations to help the firm establish its Strengths. Lack of experience. Opportunities & threats are external factors which are uncontrollable by the organization. Changes in society beneficial to your company.

Strengths: attributes of the person or company that are helpful to achieving the objective.  . A SWOT analysis may be incorporated into the strategic planning model. laws. SWOT analysis is a strategic planning method used to evaluate the Strengths. has been the subject of much research . Opportunities. Weaknesses.• • • Competitors Government policy eg. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective A SWOT analysis must first start with defining a desired end state or objective. Changes in society not beneficial to your company. and Threats involved in a project or in a business venture. taxation. Issues raised from the analysis are then used to assist the organization in developing their marketing mix strategy. A SWOT analysis is an excellent tool to use if the organization wants to take a step back and assess the situation they are in. Strategic Planning. A SWOT analysis must form the part of any prudent marketing strategy.

The main challenge. however. a radical and rapidly executed restructuring is the only way to prevent a company from insolvency. .Weaknesses: attributes of the person or company that are harmful to achieving the objective. especially on the simplification of manufacturing networks and corporate structures. Our typical restructuring concepts are based on three pillars: • • • Strategic restructuring: The focus is on core markets and promising business segments. as well as on maximizing efficiency and effectiveness. and the development of a sustainable financial concept. Consistently downsizing all systems to current requirements.  Threats: external conditions which could do damage to the objective. Oliver Wyman pursues an integrated restructuring approach. is to achieve a sustained turnaround that takes the entire company to a higher performance level. Corporate divisions destroying value are divested consequently. however. Financial restructuring: A combination of cost reduction. poses an acute danger to a company’s ability of responding to future changes in the market. Frequently. more flexible structures.  Opportunities: external conditions that are helpful to achieving the objective. Operational restructuring: It focuses on leaner organization and leaner processes.  Answer 3: Efficiency and profitability are major factors for manufacturingcompanies.

. Conducting debt restructuring. Distressed M&A support. Execution of restructuring and turnaround programs. • A consistent project management and controlling process is established during the implementation phase to ensure that the pursued improvements are fully realized. • All stakeholders are continuously informed and involved in order to identify risks and avoid counterproductive conflicts. Oliver Wyman has successfully restructured companies of different industries and sizes. • Analysis and concept development which considers the information needs of lenders is conducted rapidly. The company can also merge with any other profitable company. Our restructuring competencies include • • • • • • Development of restructuring concepts.The overall financial situation is as transparent as possible and that the influence of the identified restructuring measures becomes clear. • The most relevant people from the client’s organization are involved in order to achieve acceptance for the implementation of improvements. Development of divestment strategies. Our contribution is our unique combination of distinctive industry know-how and comprehensive restructuring expertise.

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