Business-strategy英文版-SWOT分析与安索夫矩阵.ppt

Fit with positioning strategy A new investment should be consistent with the positioning strategy of the organization. Cost leadership strategy Differentiation strategy Assessing hard-to-quantify strategic benefits In assessing the costs and benefits of investment projects, a first step should involve the listing of all benefits and costs that are likely to arise as a result of the project. In referring to investment in advanced manufacturing technology, Bromwich and Bhimani suggest that these should be identified with 3 different categories: 1) Those that can be directly quantified in precise financial terms. 2) Those that can be converted to less precise financial terms. 3) Those that cannot be quantified. Assessing hard-to-quantify strategic benefits Where benefits can be quantified in monetary terms, then this should be done. Where quantification is not possible, then an item could be scored on a ‘point’ scale(1 to 10). Management can then assess the weighting, which should be given to financial and non-financial factors. Assessing the impact of not investing For example, assume that 100 units of an existing product are sold each month and it is expected that additional investment will lead to 120 units being sold per month. possibility 1 : This may underestimate the true benefit because less than 100 units of product will be sold if not investing. Reason: the existing product is approaching the decline stage of its product lifecycle; During a down economy period; strict regulations or policies etc. Possibility 2: This may overestimate the true benefit because more than 100 units of product will be sold if not investing. Reason: during the growing product lifecycle; During an economic boom; loose regulations or policies etc. Assessing acceptability and feasibility Strategies should not only be assessed in terms of their fit with the strategic logic of the organization, but also be reviewed on their acceptability and feasibility. Acceptability: whether an