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Team FME Strategy Skills SWOT Analysis ISBN 978-1-62620-951-0 Copyright Notice © 2013. All Rights Reserved ISBN 978-1-62620-951-0 The material contained within this electronic publication is protected under International and Federal Copyright Laws and treaties, and as such any unauthorized reprint or use of this material is strictly prohibited. You may not copy, forward, or transfer this publication or any part of it, whether in elec- tronic or printed form, to another person, or entity. Reproduction or translation of any part of this work without the permission of the copy- right holder is against the law. Your downloading and use of this eBook requires, and is an indication of, your complete acceptance of these ‘Terms of Use.’ You do not have any right to resell or give away part, or the whole, of this eBook. ISBN 978-1-62620-951-0 © 1 SWOT AnAlySiS Table of Contents Preface 2 Visit Our Website 3 Introduction 4 SWOT Analysis 6 Importance of Clear Definitions 8 Internal Analysis 12 Strengths 13 Weaknesses 14 External Analysis 16 Opportunities 17 Threats 19 Matching and Converting 21 Advantages and Disadvantages 23 SWOT Analysis Example 24 Summary 29 Other Free Resources 30 References 31 ISBN 978-1-62620-951-0 © 2 SWOT AnAlySiS Preface This eBook describes the SWOT analysis, a technique that you can perform for products, services, and markets when deciding on the best strategy for achieving future growth. You will learn: ● How SWOT can be used to guide strategy at the highest level or be tied to a spe- cific business objective ● How to identify internal factors including: organizational culture, expertise, re- sources, and unique qualities ● How to identify internal factors including the market and ‘ecosystem’ ● How to use ‘matching’ and ‘converting’ when analyzing SWOT results ● The advantages and limitations of this popular and versatile analysis method ISBN 978-1-62620-951-0 © 3 SWOT AnAlySiS Visit Our Website More free management eBooks along with a series of essential templates and check- lists for managers are all available to download free of charge to your computer, iPad, or Amazon Kindle. We are adding new titles every month, so don’t forget to check our website regularly for the latest releases. Visit ISBN 978-1-62620-951-0 © 4 SWOT AnAlySiS introduction Today’s organizations find themselves operating in an environment that is changing faster than ever before. The process of analyzing the implications of these changes and modifying the way that the organization reacts to them is known as business strategy. ‘Strategy is the direction and scope of an organization over the long term, which achieves advantage in a changing environment through its configura- tion of resources and competences’ Johnson et al. (2009). While your role as a manager is unlikely to require you to make decisions at the strategic level, you may be asked to contribute your expertise to meetings where strategic con- cerns are being discussed. You may also be asked to comment on pilot schemes, presen- tations, reports, or statistics that will affect future strategy. Meetings Pilot Schemes Presentations How you participate in strategy Statistics Reports Whether you work in a large multinational corporation or a small organization, a good understanding of the appropriate business analysis techniques and terminology will help you to contribute to the strategic decision-making processes. ISBN 978-1-62620-951-0 © 5 SWOT AnAlySiS • Defi ning the strategy • Internal capability to respond • Implementation of the strategy • External environment Analyze Assess Aid Assist Typical scenarios where you could be asked to provide information and data for your organization’s strategic decision making include: ● Analyzing the organization’s external environment. ● Assessing the organization’s internal capabilities and how well it can respond to external forces. ● Assisting with the definition of the organization’s strategy. ● Aiding in the implementation of the organization’s strategy. Strategic Defi nition Strategic Analysis Strategic Planning Internal Capability External Environment SWOT, Ansoff PESTLE, Porters 5 Forces Boston Box The diagram above shows where five widely used business analysis tools fit into the stra- tegic planning process. This series of eBooks will give you a solid understanding of how these tools can be used, as well as an appreciation of their limitations. ISBN 978-1-62620-951-0 © 6 SWOT AnAlySiS This knowledge will enable you to take an active and productive role when asked to par- ticipate in the strategic decision-making process. KEy POINTS 4 You may be asked to contribute your expertise to meetings where strategic concerns are being discussed. 4 Typical scenarios where you could be asked to provide information for stra- tegic decision making include: analyzing the organization’s external environ- ment, assessing internal capabilities, assisting strategy definitions, and aiding in the implementation. SWOT Analysis The SWOT analysis is a business analysis technique that your organization can perform for each of its products, services, and markets when deciding on the best way to achieve future growth. The process involves identifying the strengths and weaknesses of the or- ganization, and opportunities and threats present in the market that it operates in. The first letter of each of these four factors creates the acronym SWOT. Helpful Harmful Strengths Weaknesses Opportunities Threats Internal Origin External Origin ISBN 978-1-62620-951-0 © 7 SWOT AnAlySiS As a manager, your role in any strategic planning is likely to involve providing operational data to help assess the internal capabilities, and (depending on your job function) you may also be asked to provide market intelligence. The completion of a SWOT analysis should help you to decide which market segments offer you the best opportunities for success and profitable growth over the life cycle of your product or service. SWOT Analysis Your position against your competitors Identifi es best future opportunities Highlights current & future threats The SWOT analysis is a popular and versatile tool, but it involves a lot of subjective deci- sion making at each stage. It should always be used as a guide rather than as a prescrip- tion and it is an iterative process. There is no such thing as a definitive SWOT for any particular organization because the strengths, weaknesses, opportunities, and threats depend to a large extent on the business objective under consideration. This concept is described in detail later in this eBook. After completing a SWOT analysis, your organization will then use an analysis tool such as the Ansoff Matrix to define the best growth strategy to achieve the chosen objective. If you are unfamiliar with the Ansoff Matrix or want to understand it in greater detail then visit our website and download our free ‘Ansoff Matrix’ business strategy eBook. ISBN 978-1-62620-951-0 © 8 SWOT AnAlySiS KEy POINTS 4 SWOT Analysis provides information that helps in synchronizing an organiza- tion’s resources and capabilities with the external environment in which the organization operates. 4 The acronym SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. 4 Strengths and weaknesses are considered to be internal factors over which you have some measure of control. 4 Opportunities and threats are considered to be external factors over which you have no control. 4 SWOTs depend on the business objective under consideration. 4 There is NO definitive SWOT analysis for any organization. 4 SWOT is often the first step in a more complex and in-depth analysis. Importance of Clear Definitions Before looking at how the SWOT analysis can be applied to your organization, it is im- portant to be clear about what exactly we mean by the terms Strengths, Weaknesses, Opportunities, and Threats. Strengths—Internal factors that are favorable for achieving your organiza- tion’s objective. Weaknesses—Internal factors that are unfavorable for achieving your orga- nization’s objective. Opportunities—External factors that are favorable for achieving your orga- nization’s objective. Threats—External factors that are unfavorable for achieving your organiza- tion’s objective. These definitions are open to interpretation and a weakness of the SWOT technique is that it can be highly subjective. For example, if your organization was dependent on one single large distributor then this could be seen as a strength, as you would be able to get your products into the market quickly and efficiently. However, it could also be seen as a weakness because you are totally dependent on them to do so. ISBN 978-1-62620-951-0 © 9 SWOT AnAlySiS Some factors will always be easy to categorize. For example, it is difficult to imagine huge financial resources, a broad product line, no debt, and committed employees being any- thing other than strengths, whatever the objective of the organization may be. However, some factors can be either strengths or weaknesses depending upon the busi- ness objective. For example, a large number of distributors could be a strength if your objective is to place your products in as many outlets as possible. But if could be a weak- ness if your objective was to control your retail prices and prevent discounting. The strength of the SWOT analysis comes from the fact that it can be applied to many different organizational scenarios, but its weakness is that it requires clear thinking and good judgment to obtain any real value from using it. You will often see SWOT analysis for an organization in which no specific business objective has been stated (see the example for Audi later in this eBook). These top-level SWOTs can have value in guiding strategy at the very highest level, but when a potential strategy has been identified and is being con- sidered as a business objective then additional SWOTs will be required at this lower level. Remember, when you are using the SWOT analysis technique, the processes of clearly identifying the business objective and categorizing the SWOT factors are equally impor- tant because they are interdependent. This interdependence means that the SWOT analysis is often an iterative process in which the findings cause the objective to be reset and another analysis made. The output of any particular analysis is not necessarily definitive. requires a new SWOT SWOT, a dynamic iterative process uses defi ned objective produces an analysis initial objective may alter defi nes factors involved ISBN 978-1-62620-951-0 © 10 SWOT AnAlySiS The analysis is normally performed at a meeting involving representatives from the nec- essary stakeholders groups that have specialist knowledge and supporting data. Each of these individuals brings their own particular perspectives and expertise to the discussion. The end result
Answered Same DaySep 27, 2019

Answer To: Team FME Strategy Skills SWOT Analysis ISBN XXXXXXXXXX Copyright...

David answered on Nov 25 2019
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It is a process which describes weaker and stoner areas of a business that fac
ilitates an organization to make policies to grab the opportunity and face the market threats. SWOT analysis also facilitates the management for mitigating weaknesses that help to improve organization’s strengths that facilitates in grabbing opportunities in market (Hasan, 2013). For this paper, current data management system of my organization is selected because it not very effective in managing the customer relationship due to the combination of mechanical and manual process. On the basis of this information, following is the SWOT analysis of IT service to my organization:
        SWOT Analysis
Name of Organization: XYZ Date: 29/09/2017
    Description of current ICT Service
Current ICT service does not allow the employees to ensure the protection of data, timely data gathering and decision making, effective data analysis process and outcome of data analysis. Each department of my organization has their data management...

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