D3 FARMASI

POLTEKKES BSI
INKUBASI BISNIS
FARMASI

SWOT ANALYSIS IN THE PHARMACEUTICAL INDUSTRY

(UNDERSTANDING STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS)

Amelia H Burhan
LEARNING
OBJECTIVES:
• Students can identify internal and external
factors that influence their pharmaceutical
industry projects

• Students can determine the position of their

business in the SWOT quadrant

• Students can determine their business

strategy based on the SWOT quadrant
 positive attributes negative attributes
STRENGTHS WEAKNESSES
• A loyal customer base • A lack of financial resources
• A strong brand reputation • A high turnover rate
• A unique product or service • A weak online presence

S W
• A skilled and motivated team • A low customer satisfaction rate
• A high-quality website • A low-quality product or service

Internal Factors

External Factors
THREATS

O T
OPPORTUNITIES
• A declining demand for your product
• A growing demand for your product or service
or service • A new competitor or alternative
• A new market segment or niche • A negative publicity campaign
• A new technology that automates • A change in regulation or policy
routine tasks
• A new partnership or collaboration
Source: https://www.semrush.com/
 How to Do
a SWOT Analysis ?
 ANSWER THIS QUESTIONS

r
&WRITE IT

on y o u
p a p e r !
S W O T
• What do we do well
• What have our
customers or partners
told us they like about
us
• In what areas do we
outpace our
competitors
• What's unique about
our business,
products, or services
• What assets do we
own (intellectual
property, technology,
capital, etc)

W O T
S
 • What could we
improve
• Where do we have
fewer resources than
• others
• What are others likely
to see as weaknesses
• Where are we lacking
in knowledge or
resources
• In what ways are out
competitors better
than us

S O T
W
 • What opportunities are
open to us
• What trends could we
take advantage of
• How can you turn our
strengths into
• opportunities
• Which of our strengths is
valuable to potential
partners
• What adjacent markets
can we tap into
• Are there locations or
spaces with less
competition

S W T
O
 • What threats could harm
ours
• What is our competition
doing
• What threats do our
weaknesses expose us to
• What market trends are
we unprepared for
• Which economic or
political issues could
impact our business

S W O
T
What's next?
 SWOT STRENGTH (S) WEAKNESSES (W)

Ma t r i x List all strengths you

have.
List all the weaknesses
you have
Make a SWOT matrix
like the picture below

OPPORTUNITIES (O) SO STRATEGY WO STRATEGY

S W
Use all the strengths you Overcome all weaknesses
have to take advantage of by exploiting them
List all opportunities you
existing opportunities. existing opportunities.
have.

THREATS (T) ST STRATEGY WT STRATEGY

O T
List all threats you have. Use all your strength to Suppress all weaknesses
escape the threat. and prevent all threats.
 S W SWOT Positioning
O T on Charts
SWOT quantitative analysis is carried out to
determine the business position in the SWOT
quadrant.
• The position in the quadrant is determined in
the form of a point (x, y) where x shows
internal factors and y shows external factors
that influence the business.
• Internal factors include strengths and
weaknesses. External factors include
opportunities and threats.
• The ordinates (x,y) in the SWOT quadrant
will make it easier to determine strategy,
planning and/or development for business
progress.
 Case Study :

Source:
http://seminar.uad.ac.id/index.php/RIEE2023/article/vi
ew/12970
Determine the values for each factor that has been identified for S, W,
O, and T.
• The total value for all factors is 1 (one).
• Factors that have a strong influence on business are given a larger
value number.
Give a rating to each factor with the following conditions:
• Rating 4 if "Very Good or Very Important/Influential"
• Rating 3 if "Good or Fairly Weighty/Influential"
• Rating 2 if "Fairly or Slightly Important/Influential"
• Rating 1 if "Low or No value /Influential"
• Determine the score for each factornamely by multiplying value
(a) rating scale (b) or in mathematical language ∑ (a×b).
• Add up the factor scores for each S, W, O, and T.
 • Determine the value of x using the formula: x = total strength
score – total weakness score (x = S – W)

Examples: S - W = 3,3 - 2,95 = 0,35

 • Determine the y value using the formula y = total opportunity
score – total threat score (y = O – T).

Examples: O - T = 3,65 - 4,00 = -0,35

POSITIONING
• (x,y) are the coordinates on the SWOT diagram.
Place these points to determine the right type of
strategy for developing your business.

X = S - W = 3,3 - 2,95 = 0,35 0,1 0,2 0,3

-0,1
Y= O - T = 3,65 - 4,00 = -0,35
-0,2

So, (x,Y) = (0,35,-0,35) -0,3

 Determining Strategy Type

0,1 0,2 0,3

-0,1

-0,2

-0,3

IA
(RAPID GROWTH
STRATEGY)
• Embrace agile methodologies to
adapt to the fast-paced market.
• Leverage technology and
automation to scale your business.
• Cultivate strategic partnerships to
amplify opportunities for growth.
• Prioritize customer experience to
keep your customers happy.
• Focus on scalable strategies to scale
smartly.
https://www.funded.com/blog/2023/11/
rapid-growth-5-proven-strategies-for-
scaling-your-business/
IB
(STABLE GROWTH
STRATEGY)
• A stability strategy in business refers
to a strategic approach where a
company decides to maintain its
current position in the market,
focusing on sustaining operations,
maintaining its current level of
performance, and avoiding
significant growth or reduction in its
scale of operations.
https://thestrategystory.com/blog/
stability-strategy-in-business-meaning-
types-examples/
II A
(AGGRESSIVE
MAINTENANCE
STRATEGY)
• Frequent Inspections: Regularly inspecting equipment
and assets to identify potential issues before they
escalate into larger problems.
• Preventive Maintenance: Implementing scheduled
maintenance tasks based on manufacturer
recommendations or historical data to prevent
equipment breakdowns.
• Predictive Maintenance: Utilizing data analytics,
sensors, and predictive algorithms to anticipate when
maintenance is needed, often based on indicators such
as equipment performance degradation or abnormal
behavior.
• Condition Monitoring: Continuously monitoring the
condition of assets in real-time to detect any
deviations from normal operating parameters,
allowing for early intervention before failures occur.
• Proactive Repairs: Addressing issues as soon as they
are identified rather than waiting for them to worsen,
reducing the likelihood of costly downtime.
• Asset Optimization: Optimizing asset performance
through fine-tuning, upgrades, or modifications to
extend their lifespan and improve efficiency
IIB
(SELECTIVE
MAINTENANCE
STRATEGY)
• Asset Prioritization: Businesses identify and prioritize assets
based on their criticality to operations. This involves assessing
factors such as the asset's function, impact on production, safety
implications, and cost of failure.
• Risk Assessment: Conducting risk assessments helps determine
the likelihood and consequences of asset failures. Assets with
higher risks of failure or greater consequences are given higher
priority for maintenance.
• Maintenance Planning: Once assets are prioritized, businesses
develop tailored maintenance plans for each asset category. This
may involve preventive maintenance schedules, predictive
maintenance techniques (like condition monitoring or predictive
analytics), or reactive maintenance for non-critical assets.
• Resource Allocation: Resources such as time, labor, and budget
are allocated based on the priority of assets. Critical assets
receive more resources to ensure they are adequately
maintained, while less critical assets may receive minimal
resources or be subject to run-to-failure strategies if the cost of
failure is low.
• Performance Monitoring: Continuous monitoring of asset
performance helps evaluate the effectiveness of the selective
maintenance strategy. By tracking key performance indicators
(KPIs) such as equipment uptime, maintenance costs, and
reliability metrics, businesses can identify areas for
improvement and adjust maintenance plans accordingly.
BACK TO AGENDA PAGE
 IIIA
(TURN ARROUND
GIURELLA
STRATEGY)
• A turnaround strategy is a form of
retrenchment strategy when a company
realizes that it has made wrong decisions
earlier. Now, it needs to undo some of its
works before it could impact the
company’s profitability and income. It’s
a strategy where you retreat and back
from the earlier made wrong decision,
and transform the company’s position
from loss to profitability.
• Cost Efficiency Strategies
• Asset Retrenchment Strategies
• Focus on Your Business core Activities
• Change of Leadership
https://www.marketingtutor.net/turnaround-
strategy/
IV A
IIIB (CONCENTRIC
(NICE STRATEGY) DIVERSIFICATION
STRATEGY)
• Concentric diversification is a strategy
employed by companies to expand their
businesses by adding new products or
services that are related to their existing
ones. The goal of concentric
diversification is to leverage the
company’s existing competencies and
resources to enter new markets and grow
its business.
• 1. Product Line Expansion
• 2. Product Differentiation
• 3. Different Forms, Same Content
• 4. Broadening the Product Catalog
https://www.marketing91.com/concentric-
https://www.marketing91.com/conglomerate-diversification/
diversification
IVB
(CONGLOMERAT
DIVERSIFICATION
STRATEGY)
• Conglomerate diversification is used by corporate strategists to
expand a company’s operations into new areas or industries by
taking the business risk of starting separate companies from a
parent company and doing fund expansion to optimize company
profitability.
• The first step is to conduct a market analysis in order to identify
new markets and sectors that offer growth potential. This will
help you to understand the opportunity that Conglomerate
diversification presents.
• The second step is to assess your company’s capabilities and
resources. This will help you to identify which areas of
Conglomerate diversification are within your company’s reach.
• The third step is to develop a plan for Conglomerate
diversification. This should include an analysis of the risks and
rewards associated with Conglomerate diversification.
• The fourth step is to implement your Conglomerate
diversification strategy. This will involve putting in place the
necessary resources and processes to support your expansion
into new markets and sectors.
• The fifth step is to monitor and review your Conglomerate
diversification strategy on an ongoing basis. This will help you
to make sure that your strategy is on track and identify any areas
where adjustments may be needed.
HOMEWORK:

• Make a SWOT analysis, determine SWOT

coordinates, and business development
strategies that you and your development
team will use!
• Present it in PowerPoint form and present it
at the 5th meeting!