Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? ,ء ر):<:"نH*+ .:<:)*&ا@?>=. ا .7,89ا&;:$. ا ا&10/. -,&%$#"ر +*ا)( ا&%$#"ر What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? .:<:)*&ا9"ارد ا 23/6"ات ا&4"ا What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? B:&,C4&ا *اداتDEا This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.12 ،*)(ا"#$، 22 أ
POWER P = Personal experience O = Order (S&W , O&T) W = Weighting E = Emphasize detail R = Rank & prioritize12 ،*)(ا"#$، 22 أ
POWER P = Personal experience G#^+%ا+5ة ا12 ،*)(ا"#$، 22 أHow do you the marketing manger fit in relation with the SWOT analysis? You bringyour experiences, skills, knowledge, attitudes and beliefs to the audit. Your perceptionor simple gut feeling will impact the SWOT.
POWER O = Order (S&W , O&T) I_0-.ا.:0ن ا12 ،*)(ا"#$، 22 أOften marketing managers will inadvertently reverse opportunities andstrengths, and threats and weaknesses. This is because the line betweeninternal strengths and weaknesses, and external opportunities and threats issometimes difficult to spot.
POWER W = Weighting !-6"1ا15زن وا12 ،*)(ا"#$، 22 أToo often elements of a SWOT analysis are not weighted. Naturally somepoints will be more controversial than others. So weight the factors. Oneway would be to use percentages e.g. Threat A = 10%, Threat B = 70%,and Threat C = 20% (they total 100%).
POWER E = Emphasize detail 7#`0a&ا12 ،*)(ا"#$، 22 أDetail, reasoning and justification are often omitted from the SWOT analysis.What one tends to find is that the analysis contains lists of single words. Forexample, under opportunities one might find the term Technology. Thissingle word does not tell a reader very much.
POWER R = Rank & prioritize G#K1< واI#J&ا12 ،*)(ا"#$، 22 أOnce detail has been added, and factors have been reviewed for weighting,you can then progress to give the SWOT analysis some strategic meaningi.e. you can begin to select those factors that will most greatly influenceyour marketing strategy albeit a mix of strengths, weaknesses, opportunitiesand threats.