Public SWOT Details
Analiza Coca-Cola
Przykład poglądowy analizy publicznej w SWOT Maker. Analizie poddajemy markę popularną na całym świecie.
Brainstorm
The result of a brainstorm is a specific number of issues analyzed:
- Strengths = 3 items
- Weaknesses = 2 items
- Opportunities = 2 items
- Threats = 2 items
- Total amount = 9 items
Strengths | Weaknesses |
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Opportunities | Threats |
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Crucial Issues
The recommendation points to - "aggressive strategy". Look at the frequency of pointing to certain factors.- 4 - interactions
- Konkurencja (pepsi) - Threats
- Strategia marketingowa - Strengths
- Rosnący popyt na napoje butelkowane - Opportunities
- Przystępna cena produktu - Strengths
- Wzrost konsumpcji napojów gazowanych - Opportunities
- 3 - interactions
- Zbyt duża ilość napoju szkodzi zdrowiu - Weaknesses
- Rozpoznawalność na całym świecie - Strengths
- Duża ilość przeciwników - Weaknesses
- 2 - interactions
- lokalne marki podrabiające produkt - Threats
Relevance
A quantitative statement of categorized and properly weighted values on a 1-5 scale. 5 - very important, 1 - not so much important.
For the SWOT and TOWS analysis, only factors with a priority equal to or greater than 0.
Detailed list of priorities in categories.
Priority / Relevance | 5* | 4* | 3* | 2* | 1* |
Strengths | 1 | 1 | 1 | ||
Weaknesses | 1 | 1 | |||
Opportunities | 1 | 1 | |||
Threats | 1 | 1 |
For the SWOT and TOWS analysis, only factors with a priority equal to or greater than 0.
Detailed list of priorities in categories.
- Strengths
- Relevance 5
- Rozpoznawalność na całym świecie
- Relevance 4
- Przystępna cena produktu
- Relevance 3
- Strategia marketingowa
- Relevance 5
- Weaknesses
- Relevance 5
- Zbyt duża ilość napoju szkodzi zdrowiu
- Relevance 3
- Duża ilość przeciwników
- Relevance 5
- Opportunities
- Relevance 4
- Wzrost konsumpcji napojów gazowanych
- Relevance 2
- Rosnący popyt na napoje butelkowane
- Relevance 4
- Threats
- Relevance 5
- Konkurencja (pepsi)
- Relevance 3
- lokalne marki podrabiające produkt
- Relevance 5
# | Opportunities | Threats |
Strengths |
aggressive strategy Final Sum15.375
|
conservative strategy Final Sum12.6764
|
Weaknesses |
competitive strategy Final Sum10.625
|
defensive strategy Final Sum6
|
Based on the interactions summary, we can find out the percentage weight of a particular strategy.
- aggressive strategy : 34%
- conservative strategy : 28%
- competitive strategy : 24%
- defensive strategy : 13%
Take a look at the percentege level and find out which strategy has greatest potential
Combination | SWOT Score | TOWS Score | SWOT&TOWS Score | |||
---|---|---|---|---|---|---|
Sum of interactions | Sum of ratios | Sum of interactions | Sum of ratios | Sum of interactions | Sum of ratios | |
S & O | 6 | 2 | 5 | 2.375 | 11 | 4.375 |
S & T | 5 | 1.5 | 4 | 2.1764 | 9 | 3.6764 |
W & O | 4 | 2 | 3 | 1.625 | 7 | 3.625 |
S & T | 2 | 1 | 2 | 1 | 4 | 2 |
explore strategy recommendation
aggressive strategy
Acceptance of an aggressive strategy should be considered in a situation, when the performed analysis suggests that opportunities prevail in the business environment, and strong sides inside the company. Therefore, the enterprise is in the most advantageous positions. The aggressive strategy consists in maximal usage of opportunities and strong side to develop dynamically.
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