3. 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?
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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?
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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?
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25. POWER
P = Personal experience
O = Order (S&W , O&T)
W = Weighting
E = Emphasize detail
R = Rank & prioritize
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26. POWER
P = Personal experience
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How do you the marketing manger fit in relation with the SWOT analysis? You bring
your experiences, skills, knowledge, attitudes and beliefs to the audit. Your perception
or simple gut feeling will impact the SWOT.
27. POWER
O = Order (S&W , O&T)
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Often marketing managers will inadvertently reverse opportunities and
strengths, and threats and weaknesses. This is because the line between
internal strengths and weaknesses, and external opportunities and threats is
sometimes difficult to spot.
28. POWER
W = Weighting
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Too often elements of a SWOT analysis are not weighted. Naturally some
points will be more controversial than others. So weight the factors. One
way would be to use percentages e.g. Threat A = 10%, Threat B = 70%,
and Threat C = 20% (they total 100%).
29. POWER
E = Emphasize detail
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Detail, reasoning and justification are often omitted from the SWOT analysis.
What one tends to find is that the analysis contains lists of single words. For
example, under opportunities one might find the term 'Technology.' This
single word does not tell a reader very much.
30. POWER
R = Rank & prioritize
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Once detail has been added, and factors have been reviewed for weighting,
you can then progress to give the SWOT analysis some strategic meaning
i.e. you can begin to select those factors that will most greatly influence
your marketing strategy albeit a mix of strengths, weaknesses, opportunities
and threats.
