SlideShare a Scribd company logo
SWOT MATRIX
By: Sharon Ayes Mendoza
Master in Development Management
DM 214 Strategic Planning
1st Semester 2013
STRATEGIC PLANNING & SWOT
MATRIX
• STRATEGY: greek word ‘strategos’; = general
• Authors Kenneth Andrews, Alfred D. Chandler,
George A Sterner/John B. Miner and Richard
Vancil focus on both the end points (purpose,
mission, goals, objectives) and the means of
achieving them (policies and plans).
Writers Igor H. Ansoff and Charles W. Hofer/Dan
Schendel emphasize the means to the ends in
the strategic process rather than the ends per se.
STRATEGIC PLANNING & SWOT
MATRIX
• Based on Heinz Weihrich, Professor of Management at the
University of San Francisco in his paper “The TOWS Matrix--
- A Tool for Situational Analysis”, the word strategies is best
described as:
Strategies are general programs of action and deployment of
emphasis and resources to attain comprehensive
objectives; the program of objectives of an organization
and their changes , resources used to attain these
objectives, and policies governing the acquisition, use, and
disposition of these resources; tile determination of the
basic long-term objectives of an enterprise and the
adoption of courses of action and allocation of resources
necessary to achieve these goals.
STRATEGIC PLANNING & SWOT
MATRIX
• STRATEGIC PLANNING : conceptually, strategic
planning is deceptively simple; analyze the
current and expected future situation, determine
the direction of the firm and develop means for
achieving the mission.
In reality, this is an extremely complex process,
which demands a systematic approach for
identifying and analyzing factors external to the
organization and matching them with the firm’s
capabilities.
STRATEGIC PLANNING & SWOT
MATRIX
• Many writers on strategic planning suggest
that a firm uses its strengths to take advantage of
opportunities, but they ignore other important
relationships, such as the challenge of
overcoming weaknesses in the enterprise to
exploit opportunities.
WEAKNESS- absence of strength and corporate
development. To overcome an existing weakness
may become a distinct strategy for the company.
STRATEGIC PLANNING & SWOT
MATRIX
Figure 1 Strategic Planning Process
Inputs
People
Capital
Managerial
Skills
Technical
Skills
Goals of
Claimants
Enterprise
Profile
Present
External
Environment
Forecast
Of Future
Environment
Resource
Audit
External
Threats and
Opportunities
Alternative
Strategies
Internal
Weaknesses
And Strengths
Evaluation and
Strategic
Choice
Medium
Range
Planning
Short Range
Planning
Implementation
Consistency
Testing
Contingency
Planning
SWOT MATRIX
(a Conceptual Framework)
 Matching the environmental threats and
opportunities with the company’s weaknesses
and especially its strengths.
Systematically identifying relationships between
these factors and basing strategies on them.
 Combination of external and internal factors to
the organization and strategies.
 Forces practicing managers to analyze the
situation and to develop strategies, tactics,
actions for the effective and efficient attainment
of mission and goals.
ORIGIN
• BUSINESS PORTFOLIO MATRIX
Boston Consulting Group : link between the
business growth rate and the relative competitive
position of the enterprise (identified by the
market share).
Feedback: too simplistic and the growth rate
criterion has been considered insufficient for the
evaluation of the industry’s attractiveness. Also,
the market share as a yardstick for estimating the
competitive position may be inadequate.
ORIGIN
• BUSINESS SCREEN
General Electric: two sets of variables: business
strength and industry attractiveness.
Low, Medium and High Ratings
Business Strength: evaluates size, growth, share,
position, profitability, margins and technology
position
Industry Attractiveness: judged in terms of size,
market growth, market diversity, competitive
structure, industry profitability.
ORIGIN
Feedback: (Charles W. Hofer & Dan Schendel)
--- does not give adequate attention to new
industries that are beginning to grow.
Suggestion: a MATRIX in which the “competitive
position” and their “stage of product/market
evolution” are plotted.
Similarity of 2 matrixes: insufficient attention to
the threats and constraints in the external
environment.
A conceptual framework for a systematic
analysis that facilitates matching the external
threats and opportunities with the internal
weaknesses and strengths of the Organization
(Heinz Weihrich).
What is SWOT MATRIX ?
SWOT MATRIX
• According to Weihrich, there are different ways of analyzing the
situation. One is to begin with the identification of important
problems. Second is to start with determining the purpose and
objectives of the firm. A third way is to focus on opportunities. The
question may be raised whether one should start with the analysis
of the external environment or with the firm’s internal resources.
There is no single answer. Indeed, one may deal concurrently with
the two sets of factors: the external and internal environment.
• Remember: this process is just one of several actions.
• PANELCO analysis: the ends will not be emphasized so that
sufficient attention can be given to the analysis of the current
situation.
SWOT MATRIX
Step 5. Develop Alternatives
Step 6. Make strategic choices
Consider strategies, tactics,
actions
Step 1-6. Test for Consistency.
Also Prepare Contingency plan
(Step 7)
List Internal
Strengths (S)
List Internal
Weaknesses (W)
Step 2. Identify & Evaluate the ff factors:
a. Economical
b. Social
c. Political
d. Demographic
e. Products & Technology
f. Market & Competition
List External
Opportunities (O):
(Consider Risks Also)
SO: MAXI-MAXI WO: MINI-MAXI
Step 3. Prepare a
Forecast. Make
Predictions & Assessment
of the Future
List External Threats
(T)
ST: MAXI-MINI WT: MINI-MINI
External Factors
Internal Factors
Figure 2 Process of Corporate Strategy and the SWOT Analysis
STEP 1: Prepare an Enterprise Profile: (A) Kind of Business; (B) Geographic Domain; (C)
Competitive Situation; (D) Top Management Orientation
Step 2: Prepare a SW Audit
SWOT MATRIX
• External Environment: Threats (T) and
Opportunities (O) may be found in different
areas but commonly we may look at some
categories such as economic, social, political
and demographic factors, products and
services, technology, markets and
competition. The analysis of these factors
pertain not only to the present but even more
important, the future environment.
SWOT MATRIX
• Internal Environment: The Strengths (S)
and Weaknesses (W) of an Organization
may be found in management and
organization, operations, finance,
marketing and in other areas.
SWOT MATRIX
• Strategies, Tactics and Actions: Strategies may
overlap or may be pursued concurrently.
• Focus: interactions of four sets of variables.
The primary concern here is strategies, but
this analysis could also be applied to the
development of tactics necessary to
implement the strategies and to more specific
actions supportive of tactics.
WT Strategy
WO Strategy
ST Strategy
So Strategy
•Mini-mini
•Mini-maxi
•Maxi-mini
•Maxi-maxi
SWOTMATRIX
SWOT MATRIX
• The WT Strategy (mini-mini). Minimize both
weaknesses and threats. This is a position that any
organization will try to avoid.
• The WO Strategy (mini-maxi). Minimize the
weaknesses and maximize the opportunities.
• The ST Strategy (maxi-mini). Strengths that can deal
with Threats. Maximize the Strengths and minimize the
Threats. CAUTION: Strength must be used with great
restraint and discretion.
• The SO Strategy (maxi-maxi). Maximize both, utilizing
resources to take advantage of the market.
SWOT MATRIX
• even if successful organizations temporarily
use one of the three previously mentioned
strategies, they will attempt to get into a
situation where they can work from strengths
to take advantage of opportunities. If they
have weaknesses, they will strive to overcome
them, making them strengths. If they face
threats, they will cope with them so that they
can focus on opportunities (Long Range
Planning, Heinz Weihrich).
SWOT Analysis
Framework
Environmental Scan
Internal analysis External Analysis
Strengths & Weaknesses Opportunities & Threats
SWOT Matrix
Strength Weaknesses
Opportunities Threats
In achieving objectives In achieving objectives
InternalOrigin
(AttributesoftheOrganization
ExternalOrigin
(AttributesoftheOrganization
STRENGTHS
-things you do well
-experiences in the business or
industry sectors
-key success
(Brainstorms)
WEAKNESSES
-unhappy consumers-why?
-bad brand perception
-slow or bureaucratic
-uncompetitive prices
-disgruntled workforce
(LONG HONEST LOOK @ WHAT YOU
ARE DOING
OPPORTUNITIES
-competitors
-technology (gadgets/software)
(THE IDEA BEHIND BRAINSTORMING IS
TO TAKE YOUR BUSINESS, PROJECT OF
LIFE FORWARD
THREATS
-increasing costs
-new players in the market
-workforce weakness
-cash flow
(PREPARE IN ADVANCE TO MINIMIZE
THE IMPACT)
THE PANELCO III SWOT MATRIX
• To produce an objective analysis, a survey
was conducted among PANELCO III employees
(managers/supervisors/staffs).
• Though the issue is highly sensitive, a result
that is critical and objective was tried to
achieve.
THE PANELCO III SWOT MATRIX
Strengths
1. On-time payment to Power Supplier (3% discount)
2. Minimal Power Interruption
3. Power Delivery Efficiency
4. 35years on EC operations
5. 2.5B assets
6. Good Load Growth
7. Customer Service
8. 278 regular employees
9. 426 barangays 100% energized
THE PANELCO III SWOT MATRIX
Weaknesses
1. High system loss (18% above ERC's standard of 13%)
2. Huge uncollected power bills
3. Too prominent/political member consumers(POLITICS)
4. Lack of manpower
5. Huge expenditures
6. Low employee morale/weak planning of employees'
trainings and workshops to produce a well equipped,
skilled and competent employees (Selected FEW)
7. Leadership skills
THE PANELCO III SWOT MATRIX
WEAKNESSES
8. Poor technology advancement
9. Poor Audit/Accounting Procedures
10. Communication Gap (More boss' than leaders)
11. Incorrect manpower placement
12. Negative reaction to change/Resistance to
change
13. Financial and technical management capabilities
THE PANELCO III SWOT MATRIX
Opportunities
1. Open Access
2. Rapid urbanization
3. Growing economy
4. Power demand is high
5. Other big companies' investment
6. EPIRA/PD 10531
THE PANELCO III SWOT MATRIX
Threats
1. Competitors
2. Political Intervention
3. Increasing Fuel Cost
4. Climate Change
5. Transmission and distribution failures
6. No subsidy from the government
PIII SWOT MATRIX
INTERNAL AND EXTERNAL ANALYSIS
INTERNAL ANALYSIS
EXTERNAL ANALYSIS
STRENGTHS (S) WEAKNESSES (W)
OPPORTUNITIES (O) S-O Strategies
Use your strengths to take
advantage of the
opportunities
W-O Strategies
Overcome your
weaknesses by taking
advantage of the
opportunities
THREATS (T) S-T Strategies
Use your strengths to
minimize or avoid the
threats
W-T Strategies
Minimizing your
weaknesses and avoiding
the threats
INTERNAL AND EXTERNAL ANALYSIS
INTERNAL ANALYSIS
EXTERNAL ANALYSIS
STRENGTHS (S) WEAKNESSES (W)
OPPORTUNITIES (O) S-O Strategies
-On-time payment: extra fund to
other programs (educ & sports &
seminars)
-more big companies will open its
door for P3’s programs
W-O Strategies
-train the employee, produce more
goal and process oriented staffs
-Re-align/Re-structure/Re-check/Re-
access ---
inventory
auditing
technology
policies &
procedures
icms link.doc payment.jpg
THREATS (T) S-T Strategies
**the threat of merger or buy-
out from other companies**
-continuous improvement
internally
-NEA & PD 10531
W-T Strategies
-POLITICAL INTERVENTION: re
assess the organization’s policies
and procedures
(Politics is always been a sensitive
issue and it is present everywhere, it
is on how well we manage it)
-Big Companies-NEA and PD 10531)
THE PANELCO III SWOT MATRIX
Recommendations
1. Deconstruct and Reconstruct
2. Social Obligations
3. Team Building im a leader not a boss.jpg
4. Strict Implementation of RA 7832 & other system loss
reduction program especially in technical and non-
technical aspects icms link.doc payment.jpg
5. United we Stand, Divided we Fall
6. Loyalty Pledge Loyalty pledge.docx
7. TRUST
STRATEGIC MANAGEMENT OPTIONS
ACTIVITY
CRITERIA S-O S-T W-O W-T
1 2 3 1 2 3 1 2 3 1 2 3
MAGNITUDE
ACCEPTABILITY
RELEVANCE
DOABILTY
/VIABILTY
COST-EFFECTIVE
IMPACT
SUSTAINABILITY
OTHERS
TOTAL
PANELCO III HRMD SWOT MATRIX
Strengths
1. Human Resource Competencies
2. Skilled employees
3. Strict Implementation of Policies
4. Training and Development Opportunities
5. Business Partner and People’s Champ
6. Maturity of Human Resource Management
PANELCO III HRD SWOT MATRIX
Weaknesses
1. Politically inclined
2. Lack of manpower/overload (compensation & benefits,
recruitment, attendance, legal matters, medical, manual update
of leave credits, attendance, schedules, memo circular,
counselling, area ocular and uploads)
3. Degree of Commitment
4. Priority Issues
5. Management Influence and Employee Participation
6. Negative reaction to change/resistance
7. Continuity and Monitoring of Programs
PANELCO III HRD SWOT MATRIX
Opportunities
1. Trainings and Seminars (ACCREDITED)
2. More defined rules and regulations (PD 10531)
3. Learning updates (NCMB, LMC, NLRC)
PANELCO III HRD SWOT MATRIX
Threats
1. Political Intervention
PANELCO III HRD SWOT MATRIX
Recommendations
1. Re-assess the organization's policies. (It may be deemed highly
sensitive for PANELCO III, but the management might want to
re-assess the procedures & policies and be firmed about it.
2. Performance Evaluation vis-a-vis merit Increase
3. Reward System (stop/minimize too much politics in
everything)
4. Monitors and close coordination with every departments of all
HR concerns, organizational policies, business procedures and
its implementation and empower the HRMD.
5. Re orientation of all employees/ RE-TOOLING .
Some Thoughts to Ponder:
“There can be no harmony
when ideas are framed as
RIGHT vs. WRONG. Have the
flexibility to listen to all
options.” (Robert Kiyosaki)
Some Thoughts to Ponder:
1o% of Conflict is due
to wrong opinion, 90%
is due to wrong tone
of voice.
Some Thoughts to Ponder:
Thank you,
goodnight
& be safe.

References:
• PANELCO III Employees (survey form)
• Dr. Josefina B. Bitonio (2013) Readings from
Strategic Planning Course
• The TOWS Matrix---A Tool for Situational
Analysis, Heinz Weihrich, Professor of
Management, University of San Francisco
• http://www.swotmatrix.com/
• http://world.time.com/2013/08/06/no-end-
in-sight-to-the-energy-crisis-that-plagues-the-
philippines/#ixzz2hAh34a4F

More Related Content

What's hot

Organizational analysis 5
Organizational analysis 5Organizational analysis 5
Organizational analysis 5
Abimibola Nanna
 
The Nature of Strategic Management
The Nature of Strategic ManagementThe Nature of Strategic Management
The Nature of Strategic Management
Noel Buensuceso
 
Environmental forces[1]
Environmental forces[1]Environmental forces[1]
Environmental forces[1]
azhar0786
 
Chapter 2 the business vision and mission
Chapter 2   the business vision and missionChapter 2   the business vision and mission
Chapter 2 the business vision and mission
Mervyn Maico Aldana
 
Strategy analysis andchoice
Strategy analysis andchoiceStrategy analysis andchoice
Strategy analysis andchoice
Ramil Polintan
 
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
virgilio gundayao
 
Strategy implementation
Strategy implementationStrategy implementation
Strategy implementation
Karpagam Alagappan
 
Strategic Planning Models
Strategic Planning ModelsStrategic Planning Models
Strategic Planning Models
Jo Balucanag - Bitonio
 
Philippines Micro Small Medium Enterprises (MSMEs)
Philippines Micro Small Medium Enterprises (MSMEs) Philippines Micro Small Medium Enterprises (MSMEs)
Philippines Micro Small Medium Enterprises (MSMEs)
Jo Balucanag - Bitonio
 
Evolution of the strategic management
Evolution of the strategic managementEvolution of the strategic management
Evolution of the strategic management
varsha nihanth lade
 
Process of strategic choice
Process of strategic choiceProcess of strategic choice
Process of strategic choice
shubham saxena
 
Feasibility study
Feasibility studyFeasibility study
Feasibility study
Sowie Althea
 
Environmental Scanning
Environmental ScanningEnvironmental Scanning
Environmental Scanning
Jo Balucanag - Bitonio
 
Chapter i introduction to strategic management
Chapter i  introduction  to strategic managementChapter i  introduction  to strategic management
Chapter i introduction to strategic management
Suzana Vaidya
 
Strategic Management
Strategic ManagementStrategic Management
Strategic Management
Yashika Parekh
 
Strategic Planning Process
Strategic Planning ProcessStrategic Planning Process
Strategic Planning Process
Devendra Singh Rathod
 
Strategic planning
Strategic planningStrategic planning
Strategic planning
Jessica Bernardino
 
Organizational Change
Organizational ChangeOrganizational Change
Organizational Change
AJ Briones
 
Mintzberg's Power School
Mintzberg's Power School Mintzberg's Power School
Mintzberg's Power School
Mita Angela M. Dimalanta
 
Nature of planning
Nature of planningNature of planning
Nature of planning
Kathleen Abaja
 

What's hot (20)

Organizational analysis 5
Organizational analysis 5Organizational analysis 5
Organizational analysis 5
 
The Nature of Strategic Management
The Nature of Strategic ManagementThe Nature of Strategic Management
The Nature of Strategic Management
 
Environmental forces[1]
Environmental forces[1]Environmental forces[1]
Environmental forces[1]
 
Chapter 2 the business vision and mission
Chapter 2   the business vision and missionChapter 2   the business vision and mission
Chapter 2 the business vision and mission
 
Strategy analysis andchoice
Strategy analysis andchoiceStrategy analysis andchoice
Strategy analysis andchoice
 
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
 
Strategy implementation
Strategy implementationStrategy implementation
Strategy implementation
 
Strategic Planning Models
Strategic Planning ModelsStrategic Planning Models
Strategic Planning Models
 
Philippines Micro Small Medium Enterprises (MSMEs)
Philippines Micro Small Medium Enterprises (MSMEs) Philippines Micro Small Medium Enterprises (MSMEs)
Philippines Micro Small Medium Enterprises (MSMEs)
 
Evolution of the strategic management
Evolution of the strategic managementEvolution of the strategic management
Evolution of the strategic management
 
Process of strategic choice
Process of strategic choiceProcess of strategic choice
Process of strategic choice
 
Feasibility study
Feasibility studyFeasibility study
Feasibility study
 
Environmental Scanning
Environmental ScanningEnvironmental Scanning
Environmental Scanning
 
Chapter i introduction to strategic management
Chapter i  introduction  to strategic managementChapter i  introduction  to strategic management
Chapter i introduction to strategic management
 
Strategic Management
Strategic ManagementStrategic Management
Strategic Management
 
Strategic Planning Process
Strategic Planning ProcessStrategic Planning Process
Strategic Planning Process
 
Strategic planning
Strategic planningStrategic planning
Strategic planning
 
Organizational Change
Organizational ChangeOrganizational Change
Organizational Change
 
Mintzberg's Power School
Mintzberg's Power School Mintzberg's Power School
Mintzberg's Power School
 
Nature of planning
Nature of planningNature of planning
Nature of planning
 

Viewers also liked

opportunities and threats for co-ops and social enterprises delivering public...
opportunities and threats for co-ops and social enterprises delivering public...opportunities and threats for co-ops and social enterprises delivering public...
opportunities and threats for co-ops and social enterprises delivering public...
Adrian Ashton
 
Swot analysis
Swot analysisSwot analysis
Swot analysis
Gunjan Srivastava
 
EXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETY
EXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETYEXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETY
EXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETY
Co-operatives
 
Strategy Implementation for Institutional Services Department of PANELCO III
Strategy Implementation for Institutional Services Department of PANELCO IIIStrategy Implementation for Institutional Services Department of PANELCO III
Strategy Implementation for Institutional Services Department of PANELCO III
Jo Balucanag - Bitonio
 
HR SWOT Analysis: Introduce effective HR Management
HR SWOT Analysis: Introduce effective HR ManagementHR SWOT Analysis: Introduce effective HR Management
HR SWOT Analysis: Introduce effective HR Management
CreativeHRM
 
Integrated sensing systems, inc. strategic swot analysis review
Integrated sensing systems, inc.   strategic swot analysis reviewIntegrated sensing systems, inc.   strategic swot analysis review
Integrated sensing systems, inc. strategic swot analysis review
CompanyProfile123
 
Opportunites and Threat Analysis
Opportunites and Threat AnalysisOpportunites and Threat Analysis
Opportunites and Threat Analysis
Jo Balucanag - Bitonio
 
Module 4 Analysis of the Srengths and Weaknesses of PANELCO III
Module 4 Analysis of the Srengths and Weaknesses of PANELCO IIIModule 4 Analysis of the Srengths and Weaknesses of PANELCO III
Module 4 Analysis of the Srengths and Weaknesses of PANELCO III
Jo Balucanag - Bitonio
 
Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...
Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...
Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...
Sivaditya Gali
 
Swot analysis ibm
Swot analysis ibmSwot analysis ibm
Swot analysis ibm
Track Works
 
About itc
About itcAbout itc
About itc
Vishnu Sharma
 
EXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETY
EXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETYEXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETY
EXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETY
Co-operatives
 
mba 599- pfizer
mba 599- pfizermba 599- pfizer
mba 599- pfizer
michelle neeck
 
Strategic Plan Formulation for Cooperatives
Strategic Plan Formulation for CooperativesStrategic Plan Formulation for Cooperatives
Strategic Plan Formulation for Cooperatives
Jo Balucanag - Bitonio
 
Pfizer office of the future case study
Pfizer office of the future case study Pfizer office of the future case study
Pfizer office of the future case study
Mohamed Zaid
 
Swot analysis-Human Resourse
Swot analysis-Human ResourseSwot analysis-Human Resourse
Swot analysis-Human Resourse
radhey7272
 
Value added product
Value added productValue added product
Value added product
Jitu Rajpurohit
 
Cooperative Management
Cooperative ManagementCooperative Management
Cooperative Management
jo bitonio
 
Pfizer-Strategic Management Case
Pfizer-Strategic Management CasePfizer-Strategic Management Case
Pfizer-Strategic Management Case
Sanjaya Sanjaya
 
Google Strategy & Business Model
Google Strategy & Business ModelGoogle Strategy & Business Model
Google Strategy & Business Model
Evgenii Gvozdev
 

Viewers also liked (20)

opportunities and threats for co-ops and social enterprises delivering public...
opportunities and threats for co-ops and social enterprises delivering public...opportunities and threats for co-ops and social enterprises delivering public...
opportunities and threats for co-ops and social enterprises delivering public...
 
Swot analysis
Swot analysisSwot analysis
Swot analysis
 
EXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETY
EXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETYEXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETY
EXAMPLE OF A SWOT ANALYSIS OF A SACCO SOCIETY
 
Strategy Implementation for Institutional Services Department of PANELCO III
Strategy Implementation for Institutional Services Department of PANELCO IIIStrategy Implementation for Institutional Services Department of PANELCO III
Strategy Implementation for Institutional Services Department of PANELCO III
 
HR SWOT Analysis: Introduce effective HR Management
HR SWOT Analysis: Introduce effective HR ManagementHR SWOT Analysis: Introduce effective HR Management
HR SWOT Analysis: Introduce effective HR Management
 
Integrated sensing systems, inc. strategic swot analysis review
Integrated sensing systems, inc.   strategic swot analysis reviewIntegrated sensing systems, inc.   strategic swot analysis review
Integrated sensing systems, inc. strategic swot analysis review
 
Opportunites and Threat Analysis
Opportunites and Threat AnalysisOpportunites and Threat Analysis
Opportunites and Threat Analysis
 
Module 4 Analysis of the Srengths and Weaknesses of PANELCO III
Module 4 Analysis of the Srengths and Weaknesses of PANELCO IIIModule 4 Analysis of the Srengths and Weaknesses of PANELCO III
Module 4 Analysis of the Srengths and Weaknesses of PANELCO III
 
Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...
Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...
Analysis of ITC s Vision, Mission Statements and Analysis of ITC Portfolio ba...
 
Swot analysis ibm
Swot analysis ibmSwot analysis ibm
Swot analysis ibm
 
About itc
About itcAbout itc
About itc
 
EXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETY
EXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETYEXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETY
EXAMPLE OF LENDING REQUIREMENTS IN A SACCO SOCIETY
 
mba 599- pfizer
mba 599- pfizermba 599- pfizer
mba 599- pfizer
 
Strategic Plan Formulation for Cooperatives
Strategic Plan Formulation for CooperativesStrategic Plan Formulation for Cooperatives
Strategic Plan Formulation for Cooperatives
 
Pfizer office of the future case study
Pfizer office of the future case study Pfizer office of the future case study
Pfizer office of the future case study
 
Swot analysis-Human Resourse
Swot analysis-Human ResourseSwot analysis-Human Resourse
Swot analysis-Human Resourse
 
Value added product
Value added productValue added product
Value added product
 
Cooperative Management
Cooperative ManagementCooperative Management
Cooperative Management
 
Pfizer-Strategic Management Case
Pfizer-Strategic Management CasePfizer-Strategic Management Case
Pfizer-Strategic Management Case
 
Google Strategy & Business Model
Google Strategy & Business ModelGoogle Strategy & Business Model
Google Strategy & Business Model
 

Similar to SWOT Matrix of PANELCO III

Mtm10 white paper (enhanced) swot analysis
Mtm10 white paper   (enhanced) swot analysisMtm10 white paper   (enhanced) swot analysis
Mtm10 white paper (enhanced) swot analysis
IntelCollab.com
 
Swot analysis
Swot analysis Swot analysis
Swot analysis
deepti kothari
 
Swot
SwotSwot
Strategic management
Strategic managementStrategic management
Strategic management
Maanik Julka
 
Swot analysis-for-individuals
Swot analysis-for-individualsSwot analysis-for-individuals
Swot analysis-for-individuals
Begench Soyunov
 
Swot Analysis
Swot AnalysisSwot Analysis
Swot Analysis
Tseringodrub Gurung
 
Hema krishnan-grgs-2018-strategic planning
Hema krishnan-grgs-2018-strategic planningHema krishnan-grgs-2018-strategic planning
Hema krishnan-grgs-2018-strategic planning
Hema Krishnan, Ph.D.
 
SWOT AnalysisWhat is a SWOT AnalysisA .docx
SWOT AnalysisWhat is a SWOT AnalysisA .docxSWOT AnalysisWhat is a SWOT AnalysisA .docx
SWOT AnalysisWhat is a SWOT AnalysisA .docx
ssuserf9c51d
 
Tool of environment analysis (swot)
Tool of environment analysis (swot)Tool of environment analysis (swot)
Tool of environment analysis (swot)
DevyaniSrivastava5
 
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docx
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docxWeek 1 Mandatory ResourcesEnvironmental factors to achieve stra.docx
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docx
celenarouzie
 
Strategic Management
Strategic ManagementStrategic Management
Strategic Management
Rakesh Kumar Nayak
 
Swot analysis formulation
Swot analysis formulationSwot analysis formulation
Swot analysis formulation
Dr. Pinki Insan
 
22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysis22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysis
Santosh Pathak
 
Actions Behind The SWOT Analysis
Actions Behind The SWOT AnalysisActions Behind The SWOT Analysis
Actions Behind The SWOT Analysis
Jose Katab
 
Swot Analysis
Swot AnalysisSwot Analysis
Swot Analysis
Dr Arun Kumar Pandey
 
54 193-1-pb
54 193-1-pb54 193-1-pb
54 193-1-pb
Dwi Wulandari
 
54 193-1-pb
54 193-1-pb54 193-1-pb
54 193-1-pb
Dwi Wulandari
 
SWOT analysis.doc
SWOT analysis.docSWOT analysis.doc
SWOT analysis.doc
Annamalai University
 
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docx
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docxClass #2 Strategic Design of HRD ProgramsBACKGROUND.docx
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docx
mccormicknadine86
 
Practical strategic planning
Practical strategic planningPractical strategic planning
Practical strategic planning
SCHELPS Concepts
 

Similar to SWOT Matrix of PANELCO III (20)

Mtm10 white paper (enhanced) swot analysis
Mtm10 white paper   (enhanced) swot analysisMtm10 white paper   (enhanced) swot analysis
Mtm10 white paper (enhanced) swot analysis
 
Swot analysis
Swot analysis Swot analysis
Swot analysis
 
Swot
SwotSwot
Swot
 
Strategic management
Strategic managementStrategic management
Strategic management
 
Swot analysis-for-individuals
Swot analysis-for-individualsSwot analysis-for-individuals
Swot analysis-for-individuals
 
Swot Analysis
Swot AnalysisSwot Analysis
Swot Analysis
 
Hema krishnan-grgs-2018-strategic planning
Hema krishnan-grgs-2018-strategic planningHema krishnan-grgs-2018-strategic planning
Hema krishnan-grgs-2018-strategic planning
 
SWOT AnalysisWhat is a SWOT AnalysisA .docx
SWOT AnalysisWhat is a SWOT AnalysisA .docxSWOT AnalysisWhat is a SWOT AnalysisA .docx
SWOT AnalysisWhat is a SWOT AnalysisA .docx
 
Tool of environment analysis (swot)
Tool of environment analysis (swot)Tool of environment analysis (swot)
Tool of environment analysis (swot)
 
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docx
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docxWeek 1 Mandatory ResourcesEnvironmental factors to achieve stra.docx
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docx
 
Strategic Management
Strategic ManagementStrategic Management
Strategic Management
 
Swot analysis formulation
Swot analysis formulationSwot analysis formulation
Swot analysis formulation
 
22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysis22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysis
 
Actions Behind The SWOT Analysis
Actions Behind The SWOT AnalysisActions Behind The SWOT Analysis
Actions Behind The SWOT Analysis
 
Swot Analysis
Swot AnalysisSwot Analysis
Swot Analysis
 
54 193-1-pb
54 193-1-pb54 193-1-pb
54 193-1-pb
 
54 193-1-pb
54 193-1-pb54 193-1-pb
54 193-1-pb
 
SWOT analysis.doc
SWOT analysis.docSWOT analysis.doc
SWOT analysis.doc
 
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docx
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docxClass #2 Strategic Design of HRD ProgramsBACKGROUND.docx
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docx
 
Practical strategic planning
Practical strategic planningPractical strategic planning
Practical strategic planning
 

More from jo bitonio

Part III Policy Formulation for CDA R11
Part III  Policy Formulation for CDA R11Part III  Policy Formulation for CDA R11
Part III Policy Formulation for CDA R11
jo bitonio
 
Part - II Policy Formulation for CDA R11
Part - II Policy Formulation for CDA R11Part - II Policy Formulation for CDA R11
Part - II Policy Formulation for CDA R11
jo bitonio
 
Part 1 Policy Formulation for CDA R11ptx
Part 1 Policy Formulation for CDA R11ptxPart 1 Policy Formulation for CDA R11ptx
Part 1 Policy Formulation for CDA R11ptx
jo bitonio
 
Policy Development 4 La Union Coops.pptx
Policy Development 4 La Union Coops.pptxPolicy Development 4 La Union Coops.pptx
Policy Development 4 La Union Coops.pptx
jo bitonio
 
Basic Education and Literacy on Livelihood for the youth, women and Farmers
Basic Education and Literacy on Livelihood for the youth, women and Farmers Basic Education and Literacy on Livelihood for the youth, women and Farmers
Basic Education and Literacy on Livelihood for the youth, women and Farmers
jo bitonio
 
6 Adult learning & teaching.pptx
6  Adult learning & teaching.pptx6  Adult learning & teaching.pptx
6 Adult learning & teaching.pptx
jo bitonio
 
5 Coop as a tool for development.pptx
5 Coop as a tool for development.pptx5 Coop as a tool for development.pptx
5 Coop as a tool for development.pptx
jo bitonio
 
4 Best Practices.pptx
4 Best Practices.pptx4 Best Practices.pptx
4 Best Practices.pptx
jo bitonio
 
3 Philosophy, concepts, principles and values.pptx
3 Philosophy, concepts, principles and values.pptx3 Philosophy, concepts, principles and values.pptx
3 Philosophy, concepts, principles and values.pptx
jo bitonio
 
2 Overview History, laws and trends.pptx
2 Overview History, laws and trends.pptx2 Overview History, laws and trends.pptx
2 Overview History, laws and trends.pptx
jo bitonio
 
1 Expectation Setting & Objectives.pptx
1 Expectation Setting & Objectives.pptx1 Expectation Setting & Objectives.pptx
1 Expectation Setting & Objectives.pptx
jo bitonio
 
VUCA Prepraring to face the competition.pptx
VUCA Prepraring to face the competition.pptxVUCA Prepraring to face the competition.pptx
VUCA Prepraring to face the competition.pptx
jo bitonio
 
4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx
jo bitonio
 
3-HRM-and-Development.pptx
3-HRM-and-Development.pptx3-HRM-and-Development.pptx
3-HRM-and-Development.pptx
jo bitonio
 
2-HRM-and-Development.pptx
2-HRM-and-Development.pptx2-HRM-and-Development.pptx
2-HRM-and-Development.pptx
jo bitonio
 
1-HRM-and-Development.pptx
1-HRM-and-Development.pptx1-HRM-and-Development.pptx
1-HRM-and-Development.pptx
jo bitonio
 
4-How-to-conduct-Meeting pptx
4-How-to-conduct-Meeting  pptx4-How-to-conduct-Meeting  pptx
4-How-to-conduct-Meeting pptx
jo bitonio
 
2-Leadership-vs-Management Feb 23.pptx
2-Leadership-vs-Management Feb 23.pptx2-Leadership-vs-Management Feb 23.pptx
2-Leadership-vs-Management Feb 23.pptx
jo bitonio
 
1 Governance & Management pptx
1  Governance & Management pptx1  Governance & Management pptx
1 Governance & Management pptx
jo bitonio
 
6 Performance Indicators in Ope Mgmt.pptx
6 Performance Indicators in Ope Mgmt.pptx6 Performance Indicators in Ope Mgmt.pptx
6 Performance Indicators in Ope Mgmt.pptx
jo bitonio
 

More from jo bitonio (20)

Part III Policy Formulation for CDA R11
Part III  Policy Formulation for CDA R11Part III  Policy Formulation for CDA R11
Part III Policy Formulation for CDA R11
 
Part - II Policy Formulation for CDA R11
Part - II Policy Formulation for CDA R11Part - II Policy Formulation for CDA R11
Part - II Policy Formulation for CDA R11
 
Part 1 Policy Formulation for CDA R11ptx
Part 1 Policy Formulation for CDA R11ptxPart 1 Policy Formulation for CDA R11ptx
Part 1 Policy Formulation for CDA R11ptx
 
Policy Development 4 La Union Coops.pptx
Policy Development 4 La Union Coops.pptxPolicy Development 4 La Union Coops.pptx
Policy Development 4 La Union Coops.pptx
 
Basic Education and Literacy on Livelihood for the youth, women and Farmers
Basic Education and Literacy on Livelihood for the youth, women and Farmers Basic Education and Literacy on Livelihood for the youth, women and Farmers
Basic Education and Literacy on Livelihood for the youth, women and Farmers
 
6 Adult learning & teaching.pptx
6  Adult learning & teaching.pptx6  Adult learning & teaching.pptx
6 Adult learning & teaching.pptx
 
5 Coop as a tool for development.pptx
5 Coop as a tool for development.pptx5 Coop as a tool for development.pptx
5 Coop as a tool for development.pptx
 
4 Best Practices.pptx
4 Best Practices.pptx4 Best Practices.pptx
4 Best Practices.pptx
 
3 Philosophy, concepts, principles and values.pptx
3 Philosophy, concepts, principles and values.pptx3 Philosophy, concepts, principles and values.pptx
3 Philosophy, concepts, principles and values.pptx
 
2 Overview History, laws and trends.pptx
2 Overview History, laws and trends.pptx2 Overview History, laws and trends.pptx
2 Overview History, laws and trends.pptx
 
1 Expectation Setting & Objectives.pptx
1 Expectation Setting & Objectives.pptx1 Expectation Setting & Objectives.pptx
1 Expectation Setting & Objectives.pptx
 
VUCA Prepraring to face the competition.pptx
VUCA Prepraring to face the competition.pptxVUCA Prepraring to face the competition.pptx
VUCA Prepraring to face the competition.pptx
 
4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx
 
3-HRM-and-Development.pptx
3-HRM-and-Development.pptx3-HRM-and-Development.pptx
3-HRM-and-Development.pptx
 
2-HRM-and-Development.pptx
2-HRM-and-Development.pptx2-HRM-and-Development.pptx
2-HRM-and-Development.pptx
 
1-HRM-and-Development.pptx
1-HRM-and-Development.pptx1-HRM-and-Development.pptx
1-HRM-and-Development.pptx
 
4-How-to-conduct-Meeting pptx
4-How-to-conduct-Meeting  pptx4-How-to-conduct-Meeting  pptx
4-How-to-conduct-Meeting pptx
 
2-Leadership-vs-Management Feb 23.pptx
2-Leadership-vs-Management Feb 23.pptx2-Leadership-vs-Management Feb 23.pptx
2-Leadership-vs-Management Feb 23.pptx
 
1 Governance & Management pptx
1  Governance & Management pptx1  Governance & Management pptx
1 Governance & Management pptx
 
6 Performance Indicators in Ope Mgmt.pptx
6 Performance Indicators in Ope Mgmt.pptx6 Performance Indicators in Ope Mgmt.pptx
6 Performance Indicators in Ope Mgmt.pptx
 

Recently uploaded

Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
IPLTech Electric
 
1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
irhcs
 
list of states and organizations .pdf
list of  states  and  organizations .pdflist of  states  and  organizations .pdf
list of states and organizations .pdf
Rbc Rbcua
 
Cover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SUCover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SU
msthrill
 
IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Virtual Leadership and the managing work
Virtual Leadership and the managing workVirtual Leadership and the managing work
Virtual Leadership and the managing work
IruniUshara1
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
taqyea
 
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
valvereliz227
 
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper PresentationKirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip
 
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
Cambridge Product Management Network
 
Digital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital ExcellenceDigital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital Excellence
Operational Excellence Consulting
 
Science Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around UsScience Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around Us
PennapaKeavsiri
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
GraceKohler1
 
Profiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdfProfiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdf
TTop Threads
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
dpbossdpboss69
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Lukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptxLukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptx
pavelborek
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
my Pandit
 

Recently uploaded (20)

Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
 
1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
 
list of states and organizations .pdf
list of  states  and  organizations .pdflist of  states  and  organizations .pdf
list of states and organizations .pdf
 
Cover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SUCover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SU
 
IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
IMG_20240615_091110.pdf dpboss guessing
 
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Virtual Leadership and the managing work
Virtual Leadership and the managing workVirtual Leadership and the managing work
Virtual Leadership and the managing work
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
 
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
 
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper PresentationKirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper Presentation
 
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
 
Digital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital ExcellenceDigital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital Excellence
 
Science Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around UsScience Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around Us
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
 
Profiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdfProfiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdf
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Lukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptxLukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptx
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
 

SWOT Matrix of PANELCO III

  • 1. SWOT MATRIX By: Sharon Ayes Mendoza Master in Development Management DM 214 Strategic Planning 1st Semester 2013
  • 2. STRATEGIC PLANNING & SWOT MATRIX • STRATEGY: greek word ‘strategos’; = general • Authors Kenneth Andrews, Alfred D. Chandler, George A Sterner/John B. Miner and Richard Vancil focus on both the end points (purpose, mission, goals, objectives) and the means of achieving them (policies and plans). Writers Igor H. Ansoff and Charles W. Hofer/Dan Schendel emphasize the means to the ends in the strategic process rather than the ends per se.
  • 3. STRATEGIC PLANNING & SWOT MATRIX • Based on Heinz Weihrich, Professor of Management at the University of San Francisco in his paper “The TOWS Matrix-- - A Tool for Situational Analysis”, the word strategies is best described as: Strategies are general programs of action and deployment of emphasis and resources to attain comprehensive objectives; the program of objectives of an organization and their changes , resources used to attain these objectives, and policies governing the acquisition, use, and disposition of these resources; tile determination of the basic long-term objectives of an enterprise and the adoption of courses of action and allocation of resources necessary to achieve these goals.
  • 4. STRATEGIC PLANNING & SWOT MATRIX • STRATEGIC PLANNING : conceptually, strategic planning is deceptively simple; analyze the current and expected future situation, determine the direction of the firm and develop means for achieving the mission. In reality, this is an extremely complex process, which demands a systematic approach for identifying and analyzing factors external to the organization and matching them with the firm’s capabilities.
  • 5. STRATEGIC PLANNING & SWOT MATRIX • Many writers on strategic planning suggest that a firm uses its strengths to take advantage of opportunities, but they ignore other important relationships, such as the challenge of overcoming weaknesses in the enterprise to exploit opportunities. WEAKNESS- absence of strength and corporate development. To overcome an existing weakness may become a distinct strategy for the company.
  • 6. STRATEGIC PLANNING & SWOT MATRIX Figure 1 Strategic Planning Process Inputs People Capital Managerial Skills Technical Skills Goals of Claimants Enterprise Profile Present External Environment Forecast Of Future Environment Resource Audit External Threats and Opportunities Alternative Strategies Internal Weaknesses And Strengths Evaluation and Strategic Choice Medium Range Planning Short Range Planning Implementation Consistency Testing Contingency Planning
  • 7. SWOT MATRIX (a Conceptual Framework)  Matching the environmental threats and opportunities with the company’s weaknesses and especially its strengths. Systematically identifying relationships between these factors and basing strategies on them.  Combination of external and internal factors to the organization and strategies.  Forces practicing managers to analyze the situation and to develop strategies, tactics, actions for the effective and efficient attainment of mission and goals.
  • 8. ORIGIN • BUSINESS PORTFOLIO MATRIX Boston Consulting Group : link between the business growth rate and the relative competitive position of the enterprise (identified by the market share). Feedback: too simplistic and the growth rate criterion has been considered insufficient for the evaluation of the industry’s attractiveness. Also, the market share as a yardstick for estimating the competitive position may be inadequate.
  • 9. ORIGIN • BUSINESS SCREEN General Electric: two sets of variables: business strength and industry attractiveness. Low, Medium and High Ratings Business Strength: evaluates size, growth, share, position, profitability, margins and technology position Industry Attractiveness: judged in terms of size, market growth, market diversity, competitive structure, industry profitability.
  • 10. ORIGIN Feedback: (Charles W. Hofer & Dan Schendel) --- does not give adequate attention to new industries that are beginning to grow. Suggestion: a MATRIX in which the “competitive position” and their “stage of product/market evolution” are plotted. Similarity of 2 matrixes: insufficient attention to the threats and constraints in the external environment.
  • 11. A conceptual framework for a systematic analysis that facilitates matching the external threats and opportunities with the internal weaknesses and strengths of the Organization (Heinz Weihrich). What is SWOT MATRIX ?
  • 12. SWOT MATRIX • According to Weihrich, there are different ways of analyzing the situation. One is to begin with the identification of important problems. Second is to start with determining the purpose and objectives of the firm. A third way is to focus on opportunities. The question may be raised whether one should start with the analysis of the external environment or with the firm’s internal resources. There is no single answer. Indeed, one may deal concurrently with the two sets of factors: the external and internal environment. • Remember: this process is just one of several actions. • PANELCO analysis: the ends will not be emphasized so that sufficient attention can be given to the analysis of the current situation.
  • 13. SWOT MATRIX Step 5. Develop Alternatives Step 6. Make strategic choices Consider strategies, tactics, actions Step 1-6. Test for Consistency. Also Prepare Contingency plan (Step 7) List Internal Strengths (S) List Internal Weaknesses (W) Step 2. Identify & Evaluate the ff factors: a. Economical b. Social c. Political d. Demographic e. Products & Technology f. Market & Competition List External Opportunities (O): (Consider Risks Also) SO: MAXI-MAXI WO: MINI-MAXI Step 3. Prepare a Forecast. Make Predictions & Assessment of the Future List External Threats (T) ST: MAXI-MINI WT: MINI-MINI External Factors Internal Factors Figure 2 Process of Corporate Strategy and the SWOT Analysis STEP 1: Prepare an Enterprise Profile: (A) Kind of Business; (B) Geographic Domain; (C) Competitive Situation; (D) Top Management Orientation Step 2: Prepare a SW Audit
  • 14. SWOT MATRIX • External Environment: Threats (T) and Opportunities (O) may be found in different areas but commonly we may look at some categories such as economic, social, political and demographic factors, products and services, technology, markets and competition. The analysis of these factors pertain not only to the present but even more important, the future environment.
  • 15. SWOT MATRIX • Internal Environment: The Strengths (S) and Weaknesses (W) of an Organization may be found in management and organization, operations, finance, marketing and in other areas.
  • 16. SWOT MATRIX • Strategies, Tactics and Actions: Strategies may overlap or may be pursued concurrently. • Focus: interactions of four sets of variables. The primary concern here is strategies, but this analysis could also be applied to the development of tactics necessary to implement the strategies and to more specific actions supportive of tactics.
  • 17. WT Strategy WO Strategy ST Strategy So Strategy •Mini-mini •Mini-maxi •Maxi-mini •Maxi-maxi SWOTMATRIX
  • 18. SWOT MATRIX • The WT Strategy (mini-mini). Minimize both weaknesses and threats. This is a position that any organization will try to avoid. • The WO Strategy (mini-maxi). Minimize the weaknesses and maximize the opportunities. • The ST Strategy (maxi-mini). Strengths that can deal with Threats. Maximize the Strengths and minimize the Threats. CAUTION: Strength must be used with great restraint and discretion. • The SO Strategy (maxi-maxi). Maximize both, utilizing resources to take advantage of the market.
  • 19. SWOT MATRIX • even if successful organizations temporarily use one of the three previously mentioned strategies, they will attempt to get into a situation where they can work from strengths to take advantage of opportunities. If they have weaknesses, they will strive to overcome them, making them strengths. If they face threats, they will cope with them so that they can focus on opportunities (Long Range Planning, Heinz Weihrich).
  • 20. SWOT Analysis Framework Environmental Scan Internal analysis External Analysis Strengths & Weaknesses Opportunities & Threats SWOT Matrix
  • 21. Strength Weaknesses Opportunities Threats In achieving objectives In achieving objectives InternalOrigin (AttributesoftheOrganization ExternalOrigin (AttributesoftheOrganization
  • 22. STRENGTHS -things you do well -experiences in the business or industry sectors -key success (Brainstorms) WEAKNESSES -unhappy consumers-why? -bad brand perception -slow or bureaucratic -uncompetitive prices -disgruntled workforce (LONG HONEST LOOK @ WHAT YOU ARE DOING OPPORTUNITIES -competitors -technology (gadgets/software) (THE IDEA BEHIND BRAINSTORMING IS TO TAKE YOUR BUSINESS, PROJECT OF LIFE FORWARD THREATS -increasing costs -new players in the market -workforce weakness -cash flow (PREPARE IN ADVANCE TO MINIMIZE THE IMPACT)
  • 23. THE PANELCO III SWOT MATRIX • To produce an objective analysis, a survey was conducted among PANELCO III employees (managers/supervisors/staffs). • Though the issue is highly sensitive, a result that is critical and objective was tried to achieve.
  • 24. THE PANELCO III SWOT MATRIX Strengths 1. On-time payment to Power Supplier (3% discount) 2. Minimal Power Interruption 3. Power Delivery Efficiency 4. 35years on EC operations 5. 2.5B assets 6. Good Load Growth 7. Customer Service 8. 278 regular employees 9. 426 barangays 100% energized
  • 25. THE PANELCO III SWOT MATRIX Weaknesses 1. High system loss (18% above ERC's standard of 13%) 2. Huge uncollected power bills 3. Too prominent/political member consumers(POLITICS) 4. Lack of manpower 5. Huge expenditures 6. Low employee morale/weak planning of employees' trainings and workshops to produce a well equipped, skilled and competent employees (Selected FEW) 7. Leadership skills
  • 26. THE PANELCO III SWOT MATRIX WEAKNESSES 8. Poor technology advancement 9. Poor Audit/Accounting Procedures 10. Communication Gap (More boss' than leaders) 11. Incorrect manpower placement 12. Negative reaction to change/Resistance to change 13. Financial and technical management capabilities
  • 27. THE PANELCO III SWOT MATRIX Opportunities 1. Open Access 2. Rapid urbanization 3. Growing economy 4. Power demand is high 5. Other big companies' investment 6. EPIRA/PD 10531
  • 28. THE PANELCO III SWOT MATRIX Threats 1. Competitors 2. Political Intervention 3. Increasing Fuel Cost 4. Climate Change 5. Transmission and distribution failures 6. No subsidy from the government
  • 29. PIII SWOT MATRIX INTERNAL AND EXTERNAL ANALYSIS INTERNAL ANALYSIS EXTERNAL ANALYSIS STRENGTHS (S) WEAKNESSES (W) OPPORTUNITIES (O) S-O Strategies Use your strengths to take advantage of the opportunities W-O Strategies Overcome your weaknesses by taking advantage of the opportunities THREATS (T) S-T Strategies Use your strengths to minimize or avoid the threats W-T Strategies Minimizing your weaknesses and avoiding the threats
  • 30. INTERNAL AND EXTERNAL ANALYSIS INTERNAL ANALYSIS EXTERNAL ANALYSIS STRENGTHS (S) WEAKNESSES (W) OPPORTUNITIES (O) S-O Strategies -On-time payment: extra fund to other programs (educ & sports & seminars) -more big companies will open its door for P3’s programs W-O Strategies -train the employee, produce more goal and process oriented staffs -Re-align/Re-structure/Re-check/Re- access --- inventory auditing technology policies & procedures icms link.doc payment.jpg THREATS (T) S-T Strategies **the threat of merger or buy- out from other companies** -continuous improvement internally -NEA & PD 10531 W-T Strategies -POLITICAL INTERVENTION: re assess the organization’s policies and procedures (Politics is always been a sensitive issue and it is present everywhere, it is on how well we manage it) -Big Companies-NEA and PD 10531)
  • 31. THE PANELCO III SWOT MATRIX Recommendations 1. Deconstruct and Reconstruct 2. Social Obligations 3. Team Building im a leader not a boss.jpg 4. Strict Implementation of RA 7832 & other system loss reduction program especially in technical and non- technical aspects icms link.doc payment.jpg 5. United we Stand, Divided we Fall 6. Loyalty Pledge Loyalty pledge.docx 7. TRUST
  • 32. STRATEGIC MANAGEMENT OPTIONS ACTIVITY CRITERIA S-O S-T W-O W-T 1 2 3 1 2 3 1 2 3 1 2 3 MAGNITUDE ACCEPTABILITY RELEVANCE DOABILTY /VIABILTY COST-EFFECTIVE IMPACT SUSTAINABILITY OTHERS TOTAL
  • 33. PANELCO III HRMD SWOT MATRIX Strengths 1. Human Resource Competencies 2. Skilled employees 3. Strict Implementation of Policies 4. Training and Development Opportunities 5. Business Partner and People’s Champ 6. Maturity of Human Resource Management
  • 34. PANELCO III HRD SWOT MATRIX Weaknesses 1. Politically inclined 2. Lack of manpower/overload (compensation & benefits, recruitment, attendance, legal matters, medical, manual update of leave credits, attendance, schedules, memo circular, counselling, area ocular and uploads) 3. Degree of Commitment 4. Priority Issues 5. Management Influence and Employee Participation 6. Negative reaction to change/resistance 7. Continuity and Monitoring of Programs
  • 35. PANELCO III HRD SWOT MATRIX Opportunities 1. Trainings and Seminars (ACCREDITED) 2. More defined rules and regulations (PD 10531) 3. Learning updates (NCMB, LMC, NLRC)
  • 36. PANELCO III HRD SWOT MATRIX Threats 1. Political Intervention
  • 37. PANELCO III HRD SWOT MATRIX Recommendations 1. Re-assess the organization's policies. (It may be deemed highly sensitive for PANELCO III, but the management might want to re-assess the procedures & policies and be firmed about it. 2. Performance Evaluation vis-a-vis merit Increase 3. Reward System (stop/minimize too much politics in everything) 4. Monitors and close coordination with every departments of all HR concerns, organizational policies, business procedures and its implementation and empower the HRMD. 5. Re orientation of all employees/ RE-TOOLING .
  • 38. Some Thoughts to Ponder: “There can be no harmony when ideas are framed as RIGHT vs. WRONG. Have the flexibility to listen to all options.” (Robert Kiyosaki)
  • 39. Some Thoughts to Ponder: 1o% of Conflict is due to wrong opinion, 90% is due to wrong tone of voice.
  • 40. Some Thoughts to Ponder:
  • 42. References: • PANELCO III Employees (survey form) • Dr. Josefina B. Bitonio (2013) Readings from Strategic Planning Course • The TOWS Matrix---A Tool for Situational Analysis, Heinz Weihrich, Professor of Management, University of San Francisco • http://www.swotmatrix.com/ • http://world.time.com/2013/08/06/no-end- in-sight-to-the-energy-crisis-that-plagues-the- philippines/#ixzz2hAh34a4F