SWOT ANALYSIS AND BCM

(BUSINESS MODEL CANVAS)

ENT300

SILDES PREPARED BY: DG. HARYANI DIANA BINTI AG. DAMIT

 SWOT
•
SWOT is the internal assessment of the company
where company can influence and formulate in
their objectives and strategies
•
SWOT Analysis is a very effective way of
identifying your Strengths and Weaknesses, and of
examining the Opportunities and Threats you face.
•
helps you to concentrate your activities into areas
where you are strong and where the greatest
opportunities lie.
 SWOT ANALYSIS APPLICATION
 Examples of SWOT analysis can be used to assess:
 A business idea
 A company (its position in the market, etc.)
 A new market or launching a new product
 A method of sales distribution
 Launching a new product or brand
 Etc.
SWOT ANALYSIS?
 SWOT ANALYSIS

STRENGTHS
WEAKNESSES
List your
List your
+ advantages
+ disadvantages, limitations
+ unique and low cost resources
What could you improve
+factors mean that you “get the
+factors lose you sales
sale”

THREATS
OPPORTUNITIES
List your
List your
+ external trouble for the
+ chances to improves business
performance
+ obstacles do you face
+good opportunities can you
spot + what your competitors are
doing
 SAMPLE SWOT ANALYSIS
POSITIVE NEGATIVE

INTERNAL STRENGTHS WEAKNESSES

FACTORS
- Your specialist marketing expertise
- A new, innovative product or
service
- Location of your business
- Any other aspect of your business
that adds value to your product or
service
EXTERNAL OPPORTUNITIES
FACTORS
- A developing market such as the
internet
- Mergers, joint ventures or strategic
alliances
- - moving into new market segments
that offer improved profits
- A new international market
- A market vacated by an ineffective
competitor
- Lack of marketing expertise
- Undifferentiated products or services
- Location of your services
- Poor quality goods or services
- Damaged reputation
THREATS
- A new competitor in your home
market
- Price wars with competitors
- A competitor has a new, innovative
product or service
- Competitors have superior access to
channels of distributions
- Taxation is introduced on your product
or services
•In looking at your strengths, think about them in relation
to your competitors - for instance, if all your competitors
provide high quality products, then a high quality
production process is not a force in the market, it is a
requirement.
•What competitive advantages do you have?
•What do you do well and naturally?
•What resources do you have access to?
•What do people see as your strengths?
•Consider this from your own point of view and from the
point of view of the people you deal with.
•Don't be overly modest. Just being realistic.
•If you are experiencing any trouble with this, try
writing down a list of your characteristics. Some of these
will hopefully be strengths!
strength
• To hold out a SWOT Analysis write down solutions to the
following queries.
• Where are the good opportunities facing you?
• What are the interesting trends you are mindful of?
• Useful opportunities can arrive from such things as:
• Changes in technology and markets on both a broad and
narrow scale
• Changes in government policy related to your line of
business
• Changes in social practices, population profiles, life
style alterations, etc.
• Local Events
• A useful approach to looking at opportunities is to look at
your strengths and ask yourself whether these open up
any opportunities. Instead, attend at your weaknesses and
ask yourself whether you could open up opportunities by
doing away with them.
opportunities
• To carry out a SWOT Analysis write down answers to the
following questions.
• What could you do to improve them?
• What do you miss badly?
• What you should avoid?
• Look at this from an internal and external basis:
• Do other people seem to perceive weaknesses that you
do not see?
• Are your competitors doing any better than you?
• It is best to be realistic now, and face any unpleasant
truths as soon as possible.
weakness
• To hold out a SWOT Analysis write down solutions to the
following queries:
• What obstacles did you face?
• What is your competition doing differently?
• Are the required specs for your job, products or services
changing?
• Is changing technology threatening your status?
• Cause you have bad debt or cash-flow problems?
• Could any of your weaknesses seriously threaten your
job?
• Bearing out this analysis will often be illuminating - both
in terms of pointing out what needs to be managed, and
in putting problems into perspective.
threats
 BUSINESS MODEL CANVAS
• What is BMC?
• Business Model Canvas is a strategic management and
lean startup template for developing new or
documenting existing business models. It is a visual
chart with elements describing a firm's or product's
value proposition, infrastructure, customers, and
finances.
• https://strategyzer.com/canvas/business-model-
canvas
• https://canvanizer.com/new/business-model-canvas
 Benefits of BMC
• It helps structures discussions
• It’s fast
• It’s great for developing a portfolio of ideas
• It intuitively makes sense
• The value proposition
 The Business Model Canvas
Key Partners Key Activities
• Who are our key • What key activities do our
partners? value propositions require?
• Who are our key • How you do what you do?
suppliers?
• Which key resources are
we acquiring from our
partners?
• Which key activities do
partners perform?
Key Resources
• What are the most important
assets required to make the
business model work?
• Physical: machines, vehicles
• Financial: raising money, credit
• Human: programmers,
designers, managers
Customer Relationships
Value Proposition • How do we get, keep and Customers
• What value do we deliver grow customers? • How do we get, keep and
to the customer? • Which customer grow customers?
• Which one of our relationships have we • Which customer
customers’ problems are established? relationships have we
we helping to solve? • How are they integrated established?
• What bundles of products with the rest of our business • How are they integrated
and services are we model? with the rest of our
offering to each segment? • How costly are they? business model?
• Which customer needs are • How costly are they?
we satisfying?
• What is the minimum Text Goes Text Goes
viable product? Here Here
Channels
• How to reach your
customers
• Through which channels do
our customer segments want
to be reached?
• Determine distribution
channel (virtual or physical)

Cost Structure Revenue Streams

• What are the most important costs inherent to our business model? • strategy the company uses to generate cash from each customer segment.
• Which key resources are most expensive? • For what value are our customers really willing to pay?
• Which key activities are most expensive? • For what do they currently pay?
• What are the costs to operate the business model? • What is the revenue model?
• Fixed: rent, machinery • What are the pricing tactics?
• Variable: wages, utilities, materials
Sample of BCM