SWOT分析模型-中英文版

《SWOT分析模型》

－职业技能精进

UTM HR

WilsonLiu

课程目标

?SWOT分析法（也称TOWS分析法、道斯矩阵）即态势分析法，20世纪80年代初由美国旧金山大学的管理学教授韦里克提出，经常被用于企业战略制定、竞争对手分析等场合。

?SWOT analysis (also known as TOWS analysis, Dawes matrix) that trend analysis, the early 20th century by the United States 80 University of San Francisco professor of management Weihrich proposed, is often used for corporate strategy development, competitor analysis and so on .

?让所有学员能清晰的了解SWOT的分析法，并运用在实际中,精进自身的管理技巧.

?So that all students can clearly understand the SWOT analysis method, and use in practice, sophisticated self-

management skills.

课程大纲

SWOT分析模型简介(Introduction to SWOT analysis model) SWOT模型含义介绍(SWOT model describes the meaning) SWOT分析模型方法(Method of SWOT analysis model)

SWOT分析步骤(SWOT Analysis Steps)

应用SWOT分析法的简单规则(SWOT analysis of the simple application of the rules)

SWOT模型的局限性(Limitations of SWOT model)

SWOT案例(SWOT example)

?在现在的战略规划报告里，来自于麦肯锡咨询公司的SWOT分析，包括分析企业的有所（Strength）、劣势（Weakness）、机会（Opportunity）和威胁（Threats）。因此，SWOT分析实际上是将对企业内外部条件各方面内容进行综合和概括，进而分析组织的优劣势、面临的机会和威胁的一种方法。?Strategic planning in the present report, from the McKinsey consulting firm's SWOT analysis, including

analysis of companies have (Strength),weakness

(Weakness),opportunity (Opportunity)and threats

(Threats).Therefore, SWOT analysis is actually the

internal and external conditions will all aspects of

comprehensive and general, and then analyzes

advantages and disadvantages of the organization,

opportunities and threats facing one way.

?通过SWOT分析，可以帮助企业把资源和行动聚集在自己的强项和有最多

机会的地方。

?Through SWOT analysis can help companies gather their resources and actions in their own strengths and has the most opportunities.

?优劣势分析主要是着眼于企业自身的实力及其与竞争对手的比较，而机会和威胁分析将注意力放在外部环境的变化及对企业的可能影响上。在分析时，应把所有的内部因素（即优劣势）集中在一起，然后用外部的力量来对这些因素进行评估。

?SWOT analysis is mainly focused on their own strength and its comparison with competitors, and opportunities and threats analysis will focus on the external environment changes and the possible impact on the enterprise. In the analysis, should put all the internal factors (ie, strengths and weaknesses) together, and then use external power to assess these factors.

Strengths(优势)Weaknesses(劣势)

Opportunities (机遇)Strength-

Opportunity

strategies

(优势,机遇策略)

Weakness-

Opportunity

strategies

(弱点，机遇策略)

Threats (威胁)Strength-Threat

strategies

(优势,威胁策略)

Weakness-

Threat

strategies

(弱点,威胁策略)

1、机会与威胁分析（OT）

环境发展趋势分为两大类：一类表示环境威胁(T)，另一类表示环境机会(O)。环境威胁指的是环境中一种不利的发展趋势所形成的挑战，如果不采取

果断的战略行为，这种不利趋势将导致公司的竞争地位受到削弱。环境机会就是对公司行为富有吸引力的领域，在这一领域中，该公司将拥有竞争优势。

Environmental trends are divided into two

categories: one that environmental threats (T), and those that environmental opportunities (O).

Environmental threat that is a negative

environmental trends in the formation of the

challenges, if you do not take decisive strategic behavior, this negative trend will cause the

Company's competitive position has been weakened.

Environmental opportunities is attractive for

areas of corporate behavior, in this area, the

company will have a competitive advantage.

2、优势与劣势分析（SW）

识别环境中有吸引力的机会是一回事，拥有在机会中成功所必需的竞争能力是另一回事。每个企业都要定期检查自己的优势与劣势，这可通过“企业经营管理检核表”的方式进行。企业或企业外的咨询机构都可利用这一格式检查企业的营销、财务、制造和组织能力。每一要素都要按照特强、稍强、中等、稍弱或特弱划分等级。

Identify attractive opportunities in the environment is one thing, with the opportunities necessary for success in the competitive ability is another matter. Each enterprise must regularly check their own strengths and weaknesses, which can be "business management checklist " manner.

Enterprise or outside the advisory body to check the format can be used by corporate marketing, finance, manufacturing, and organizational skills. Each element must be in

accordance with the particularly strong, slightly stronger, medium, slightly weak or very weak division level.

?竞争优势可以指消费者眼中一个企业或它的产品有别于其竞争对手的任何优越的东西，它可以是产品线的宽度、产品的大小、质量、可靠性、适用性、风格和形象以及服务的及时、态度的热情等。虽然竞争优势实际上指的是一个企业比其竞争对手有较强的综合优势，但是明确企业究竟在哪一个方面具有优势更有意义，因为只有这样，才可以扬长避短，或者以实击虚。

?Competitive advantage can mean the eyes of consumers of

a company or its products different from any of its

competitors excellent thing, it can be the width of product lines, product size, quality, reliability, suitability, style and image, and service Timely, enthusiastic attitude and so on.

While competitive advantage is the fact that a business

than its competitors, strong integrated strength, but where is a clear business advantage has more sense, because the only way to avoid weaknesses, or to rely on the enemy.

?由于企业是一个整体，而且竞争性优势来源十分广泛，所以，在做优劣势分析时必须从整个价值链的每个环节上，将企业与竞争对手做详细的对比。如产品是否新颖，制造工艺是否复杂，销售渠道是否畅通，以及价格是否具有竞争性等。如果一个企业在某一方面或几个方面的优势正是该行业企业应具备的关键成功要素，那么，该企业的综合竞争优势也许就强一些。需要指出的是，衡量一个企业及其产品是否具有竞争优势，只能站在现有潜在用户角度上，而不是站在企业的角度上。

?Because business is a whole, and a wide range of sources of competitive advantage, so the advantages and disadvantages of doing must be the entire value chain from each link, the company made a detailed comparison with competitors. If the product is novel, whether the complex manufacturing process, sales channel is smooth, and the price is competitive and so on. If an enterprise in one aspect or several aspects of the advantages is that the

industries and enterprises should have the key success factors, then, the company's overall competitive advantage perhaps

stronger. It should be noted that the measure of a company and its products have a competitive advantage, can only stand on the current point of potential users, rather than standing business point of view.

?企业在维持竞争优势过程中，必须深刻认识自身的资源和能力，采取适当的措施。因为一个企业一旦在某一方面具有了竞争优势，势必会吸引到竞争对手的注意。一般地说，企业经过一段时期的努力，建立起某种竞争优势;然后就处于维持这种竞争优势的态势，竞争对手开始逐渐做出反应;而后，如果竞争对手直接进攻企业的优势所在，或采取其它更为有力的策略，就会使这种优势受到削弱。?Enterprises to maintain competitive advantage in the process, must deeply understand their own resources and capabilities, to take appropriate measures. Because once a business has a competitive advantage, competition is

bound to attract attention. Generally speaking, the efforts of businesses over time, establish a competitive advantage;

and then to maintain this competitive advantage in the

situation, began to respond to competitors; then, if the

rival company the advantages of direct attack, or Take

other, more effective strategy, so this advantage will be

weakened.

?而影响企业竞争优势的持续时间，主要的是三个关键因素：?1、建立这种优势要多长时间?

?2、能够获得的优势有多大？

?3、竞争对手做出有力反应需要多长时间？

?Affect the duration of competitive advantage, mainly the three key factors:

1, to establish how long this advantage?

2, the advantage of access to how much?

3, reaction of competitors to make a strong need for how long?

?波士顿咨询公司提出，能获胜的公司是取得公司内部优势的企业，而不仅仅是只抓住公司核心能力。每一公司必须管好某些基本程序，如新产品开发、原材料采购、对订单的销售引导、对客户订单的现金实现、顾客问题的解决时间等等。每一程序都创造价值和需要内部部门协同工作。虽然每一部门都可以拥有一个核心能力，但如何管理这些优势能力开发仍是一个挑战。

?Boston Consulting Group suggested that the company can win is to obtain business advantage within the company,

not just only to seize the company's core capabilities. Each company must manage some of the basic procedures, such as new product development, raw material procurement, on the orders of the sales guidance, the cash realized on the customer orders, customer problem solving time, and so on.

Each program is to create value and needs of internal

departments to work together. While each department can have a core competency, but how to manage the strength and capacity development remains a challenge.

在适应性分析过程中，采用杠杆效应、抑制性、脆弱性和问题性四个基本概念进行这一模式的分析。

1.杠杆效应（优势+机会）。杠杆效应产生于内部优势与外部机会相互一致

和适应时。在这种情形下，企业可以用自身内部优势撬起外部机会，使机会

与优势充分结合发挥出来。然而，机会往往是稍瞬即逝的，因此企业必须敏

锐地捕捉机会，把握时机，以寻求更大的发展。如一个资源雄厚（内在优势）的企业发现某一国际市场未曾饱和（外在机会），那么它就应该采取ＳＯ战

略去开拓这一国际市场。

? 1. leverage effect (advantage + opportunities).Leverage effect in the internal strengths and external opportunities in the

consistency and adaptation time. In this case, the enterprise can pry their external opportunities internal strengths, opportunities

and advantages to be fully integrated play. However, the

opportunities are often a little became an instant death, so the

enterprise must quickly seize the opportunity, seize the

opportunity to seek greater development. If a resource rich (inner edge) is an international enterprise that has not saturated the

market (outside chance), then it should take SO to explore the

international market strategy.

在适应性分析过程中，采用杠杆效应、抑制性、脆弱性和问题性四个基本概念进行这一模式的分析。

? 2.抑制性（机会+劣势）。抑制性意味着妨碍、阻止、影响与控制。当环境提供的机会与企业内部资源优势不相适合，或者不能相互重叠时，企业的优

势再大也将得不到发挥。在这种情形下，企业就需要提供和追加某种资源，

以促进内部资源劣势向优势方面转化，从而迎合或适应外部机会。如一个面

对计算机服务需求增长的企业（外在机会），却十分缺乏技术专家（内在劣

势），那么就应该采用WO战略培养把聘技术专家，或购入一个高技术的计

算机公司。

? 2. suppressor (opportunity + disadvantage).Inhibition means that prevent, deter, influence and control. When the environment

provides opportunities and internal resources are not relative to fit, or may not overlap, the companies will not get another big

advantage to play. In this case, companies need to provide some

additional resources and to promote the advantages and

disadvantages of internal resources into areas, which meet or

adapt to external opportunities. Such as a face of growing

demand for computer services companies (outside chance), but it is very lack of technical experts (internal weaknesses), then they

should develop the strategy employed by WO technical experts, or purchase a high-tech computer company.

在适应性分析过程中，采用杠杆效应、抑制性、脆弱性和问题性四个基本概念进行这一模式的分析。

3.脆弱性（优势+威胁）。脆弱性意味着优势的程度或强度的降低、

减少。当环境状况对公司优势构成威胁时，优势得不到充分发挥，出现优势不优的脆弱局面。在这种情形下，企业必须克服威胁，以发挥优势。如一个企业的销售渠道（内在优势）很多，但是由于各种限制又不允许它经营其他商品（外在威胁），那么就应该采取ST战略，走集中型、多样化的道路。

3. vulnerability (edge + threats).Means that the degree of

vulnerability or strength advantage, decrease. When

environmental conditions pose a threat to the company's

strengths, the strengths are not full, there advantage of the vulnerability of the situation is not optimal. In this case,

companies must overcome the threats to advantage. If an

enterprise sales channels (the inherent advantages of) a lot, but due to various constraints do not allow it operate other commodities (external threat), then that should be ST

strategy and take the centralized and diversified way.

在适应性分析过程中，采用杠杆效应、抑制性、脆弱性和问题性四个基本概念进行这一模式的分析。

4.问题性（劣势+威胁）。当企业内部劣势与企业外部威胁相遇时，

企业就面临着严峻挑战，如果处理不当，可能直接威胁到企业的生死

存亡。如一个商品质量差（内在劣势），供应渠道不可靠（外在威胁）的企业应该采取WT战略，强化企业管理，提高产品质量，稳定供应

渠道，或走联合，合并之路以谋生存和发展。

4. The problem of the (inferior + threats).When the

internal weaknesses and external threats meet business,

the firm faces a serious challenge, if not handled properly,

may direct threat to the survival of enterprises. Such as a

poor quality of goods (internal weaknesses), supply

channels are not reliable (external threats) of the

enterprise should take WT strategies, strengthen

management, improve product quality, stable supply

channels, or take the combination, consolidation of the

Road to seek survival and development .

1、确认当前的战略是什么？

(confirm that the current strategy)

2、确认企业外部环境的变化

(confirm the changes in the external environment)

3、根据企业资源组合情况，确认企业的关键能力和关键限制。(according to enterprise resource combinations to confirm the key capabilities and key business constraints.)