SWOT ANALYSIS MATRIX
Community-level outcome objectives – These are
The 7 simple rules for successful SWOT analysis:
1. Be Specific: Avoid vague descriptions or fuzzy
definitions.
2. Be Objective: Ask for input from well-informed and
objective sources
3. Be Realistic: Be realistic about strengths and
weaknesses, be practical
in judging sections.
4. Apply Context: Distinguish between where the
organization or project actually is today, and where it
could be in the future.
5. Contrast and Compare: Relate strengths and
weaknesses to critical success factors.
6. Short and Simple: Avoid needless complexity and
over-analysis. Keep it brief ― never more than a page
7. Update plans and goals: Once the key issues are
identified, define the action steps to achieve change.
OBJECTIVES
WHAT ARE OBJECTIVES?
Objectives are the specific measurable results of the
initiative. Objectives specify how much of what will be
accomplished by when. For example, one of several
objectives for a community initiative to promote care and
caring for older adults might be: "By 2024 (by when), to
increase by 20% (how much) those elders reporting that
they are in daily contact with someone who cares about
them (of what)."
3 basic types of objectives:
1. Process objectives – These are the objectives that
provide the groundwork or implementation necessary to
achieve your other objectives.
For example, the group might adopt a comprehensive
plan for improving neighborhood housing. In this case,
adoption of the plan itself is the objective.
2. Behavioral objectives – These objectives look at
changing the behaviors of people (what they are doing
and saying) and the products (or results) of their
behaviors.
For example, a neighborhood improvement group might
develop an objective for having an increased amount of
home repair taking place (the behavior) and fewer
houses with broken or boarded-up windows (the result).
3.
often the product or result of behavior change in many
people. They are focused on change at the community
level instead of an individual level.
For example, the same neighborhood group might have
an objective of increasing the percentage of people living
in the community with adequate housing as a
community-level outcome objective.
Objectives should be S.M.A.R.T. + C.:
1. Specific – That is, they tell how much (e.g., 10%) of
what is to be
achieved (e.g., what behavior of whom or what outcome)
by when (e.g., by 2025)?
2. Measurable – Information concerning the objective
can be collected,
detected, or obtained.
3. Achievable – It is feasible to pull them off.
4. Relevant/Realistic – Relevant to the mission. Your
organization has a clear understanding of how these
objectives fit in with the overall vision and mission of the
group.
5. Timed– Your organization has developed a timeline (a
portion of which is made clear in the objectives) by which
they will be achieved.
6. Challenging – They stretch the group to set its aims
on significant improvements that are important to
members of the community.
Example:
"By 2025, rates of teen pregnancy among 12-17 year old
girls will decrease by 30%."
WHY SHOULD YOU CREATE OBJECTIVES?
1. Having benchmarks to show progress.
2. Completed objectives can serve as a marker to show
members of your organization, funders, and the greater
community what your initiative has accomplished.
3. Creating objectives helps your organization keep
focused on initiatives most likely to have an impact
4. Keeping members of the organization working toward
the same long-term goals.
WHEN SHOULD YOU CREATE OBJECTIVES?
1. Your organization has developed (or revamped) its
vision and mission statements, and is ready to take the
next step in the planning process.
2. Your organization's focus has changed or expanded.
3. The organization wants to address a community issue
or problem, create a service, or make a community
change that requires:
A. Several years to complete.
B. A change in behavior of large numbers of
people.
C. A multi-faceted approach.
HOW DO YOU CREATE OBJECTIVES?
1. Define or reaffirm your vision and mission statements
2. Determine the changes to be made
3. Collect baseline data on the issues to be addressed
4. Decide what is realistic for your organization to
accomplish
5. Set the objectives for your organization or initiative Types Of Strategies: Growth And Diversification
6. Review the objectives your organization has created Strategies
7. Use your objectives to define your organization's • Growth Strategy – Expansion through current
strategies operations
• Concentration – Expansion within an existing
STRATEGY FORMULATION business area
• Diversification – Expansion occurs by entering new
Strategic Management: the process of determining an business areas
organization’s basic mission and long-term objectives, • Vertical Integration – Expansion by acquiring existing
then implementing a plan of action for pursuing the suppliers or distributors
mission and attaining objectives.
Types Of Strategies: Restructuring and
Growing need for strategic management related to Retrenchment Strategies
increasingly diversified operations in a continuously • Retrenchment
changing international environment. – Changes operations to correct weaknesses
– Liquidation
Benefits of strategic management: An extreme form of retrenchment
wherein the business closes and sells
• Establish the mission • Establish procedures
off its assets
• Formulate philosophy • Provide facilities
• Restructuring – Reduces the scale or mix of
• Establish policies • Provide capital
operations
• Setting objectives • Set standards
• Downsizing – Decreases the size of operations
• Developing strategy • Establish programs and
• Divestiture – Sells off part of the organization to focus
• Plan the organizational plans
on core businesses
structure • Control information
• Provide personnel • Activate people
Steps to strategic management:
• Environmental analysis
Types Of Strategies: • Establish organizational direction
• Strategy – a comprehensive plan guiding resource • Strategy formulation
allocation to achieve long-term organization goals. • Strategy implementation
• Strategic Intent – focuses organizational energies on • Strategic control
achieving a compelling goal.
• Competitive Advantage – operating in successful Strategy formulation
ways that are difficult to duplicate 1. What are the purpose(s) and objective(s) of the
organization?
Types Of Strategies: Corporate Strategies 2. Where is the organization presently going?
• Corporate Strategy – Sets long-term direction for the 3. What critical environmental factors does the
total enterprise organization currently face?
• Business Strategy – Identifies how a strategic 4. What can be done to achieve organizational
business unit or division will compete in its product or objectives more effectively in the future?
service domain
• Functional Strategy – Guides activities within one Formulating business strategies
specific area of operations • Structural analysis of competitive forces
– Threat of new entrants
Corporate Strategies – Bargaining power of suppliers
– Bargaining power of buyers
– Threat of substitute products
– Rivalry among existing competitors
– Strategic alternatives

Formulating functional strategies

• Operations strategy
• Financial strategy
• Marketing strategy
• Human resource strategy
STRATEGY IMPLEMENTATION:
◾ Commander approach
• Manager determines “best” strategy
• Manager uses power to see strategy implemented
• Three conditions must be met:
1. Manager must have power
2. Accurate and timely information is available
3. No personal biases should be present
Limitations
– Can reduce employee motivation and innovation
Advantages
– Managers focus on strategy formulation
– Works well for younger managers
– Focuses on objective rather than subjective
◾ Organizational change approach
• Focuses on the organization
• Behavioral tools are used
• Includes focusing on the organization’s staffing and
structure
• Often more effective than Commander
• Used to implement difficult strategies
Limitations
– Managers don’t stay informed of changes occurring
within the environment
– Doesn’t take politics and personal agendas into
account
– Imposes strategies in a “top-down” format
– Can backfire in rapidly changing industries
◾ Collaborative approach
• Enlarges the Organizational Change Approach
• Manager is a coordinator
• Management team members provide input
• Group wisdom is the goal
Advantages
– Increased quality and timeliness of information
– Improved chances of effective implementation
Limitations
– Contributing managers have different points of view
and goals
– Management retains control over the process
◾ Cultural approach
• Includes lower levels of the company
• Breaks down barriers between manage-ment and
workers
• Everyone has input into the formulation and
implementation of strategies
• Works best in high resource firms
Advantage
– More enthusiastic implementation
Limitations
– Workers should be informed, intelligent
– Consumes large amounts of time
– Strong company identity becomes handicap
– Can discourage change and innovation
Types Of Strategies: Global Strategies
• Globalization Strategy – Adopts standardized
products and advertising for use worldwide
• Multidomestic Strategy – Customizes advertising and
products to best fit local needs
• Transnational Strategy – Seeks efficiencies of global
operations with attention to local markets
Types Of Strategies: E-Business Strategies
• E-Business Strategies – Focus on Using the Internet
for Business Transactions
• B2B Business Strategies – use IT and Web portals to
vertically link organizations with members of their supply
chains.
• B2C Business Strategies – use IT and Web portals to
vertically link organizations with members of their
customers.
◾ Strategy formulation begins with the organization’s
◾
mission and objectives.
SWOT analysis identifies strengths, weaknesses,
◾
opportunities, and threats.
Porter’s five forces model examines industry
◾
attractiveness.
Porter’s competitive strategies model examines
◾
business or product strategies.
Portfolio planning examines strategies across
multiple
◾
businesses or products.
Strategic leadership activates organizations for
strategy implementation.
• Strategic management – the process of formulating
and implementing strategies.
• Strategy Formulation – the process of creating
strategies
• Strategy Implementation – the process of putting
strategies into action.
Strategy Formulation
• Mission Statement
– The reason for the organizations existence in society
• Operating Objectives
– Specific results that organizations attempt to
achieve
Common Operating Objectives of
Organizations:
• Profitability
• Market share
• High-quality workforce
• Cost efficiency
• Product and service quality
• Innovativeness
• Social responsibility
STRATEGY FORMULATION: SWOT

SWOT Analysis
– Identifies Organization’s Strengths, Weaknesses,
Opportunities, and Threats

Core Competency
– A special strength that gives an organization a
competitive advantage

STRATEGY FORMULATION: Porter’s Five

Forces

Porter’s Competitive Strategies:

• Differentiation Strategy – Offers products and
services that are uniquely different
from the competition
• Focused Differentiation Strategy – offers a unique
product to a special market segment.
• Cost Leadership Strategy – Seeks to operate at lower
costs than competitors
• Focused Cost Leadership Strategy – uses cost
leadership and target needs of a special market. **reading materials of fred David
https://drive.google.com/file/d/1_QbjOMasTxS9hAWIw72
Strategy Implementation fCVLGiANp1Spr/view?usp=sharing
• Strategic Leadership – the capability to inspire people
to successfully engage in a process of continuous
change, performance enhancement, and implementation
of organizational strategies.
• ACTION PLAN (Tactics) – Provides details on how the
organization will make each strategy happen.
Organizations should create fairly detailed action plans
that include timelines for achievement.