SWOT分析法案例分析-(1)說(shuō)課材料

1、 編輯案例一：中國(guó)電信的 swot 分析中國(guó)電信的優(yōu)勢(shì)(strength)和劣勢(shì)(weakness)分析 我國(guó)國(guó)民經(jīng)濟(jì)的快速發(fā)展以及加入 wto，將為我國(guó)的信息化建設(shè)和通信發(fā) 編輯案例二：某煉油廠 swot 分析 編輯案例三：沃爾瑪(wal-mart)swot 分析沃爾瑪是著名的零售業(yè)品牌，它以物美價(jià)廉、貨物繁多和一站式購(gòu)物而聞名。沃爾瑪?shù)囊粋€(gè)核心競(jìng)爭(zhēng)力是由先進(jìn)的信息技術(shù)所支持的國(guó)際化物流系統(tǒng).例如, 在該系統(tǒng)支持下,每一件商品在全國(guó)范圍內(nèi)的每一間賣(mài)場(chǎng)的運(yùn)輸、銷(xiāo)售、儲(chǔ)存等物流信息都可以清晰地看到。信息技術(shù)同時(shí)也加強(qiáng)了沃爾瑪高效的采購(gòu)過(guò)程。該公司是全球化的，但是目前只開(kāi)拓了少數(shù)幾個(gè)國(guó)家的市場(chǎng)。沃

2、爾瑪?shù)馁u(mài)場(chǎng)當(dāng)前只開(kāi)設(shè)在在少數(shù)幾個(gè)國(guó)家內(nèi)。因此，拓展市場(chǎng)（如中國(guó)，印度）可以帶來(lái)大量的機(jī)會(huì)。沃爾瑪?shù)臋C(jī)會(huì)存在于對(duì)現(xiàn)有大型超市戰(zhàn)略的堅(jiān)持。 沃爾瑪在零售業(yè)的領(lǐng)頭羊地位使其成為所有競(jìng)爭(zhēng)對(duì)手的趕超目標(biāo)。沃爾瑪?shù)娜蚧瘧?zhàn)略使其可能在其業(yè)務(wù)國(guó)家遇到政治上的問(wèn)題。多種消費(fèi)品的成本趨向下降，原因是制造成本的降低。造成制造成本降低的主要原因是生產(chǎn)外包向了世界上的低成本地區(qū)。這導(dǎo)致了價(jià)格競(jìng)爭(zhēng)，并在一些領(lǐng)域內(nèi)造成了通貨緊縮。惡性?xún)r(jià)格競(jìng)爭(zhēng)是一個(gè)威脅。wal-mart swot分析原文1strengths.wal-mart has grown substantially over recent years, and h

3、as experienced globalexpansion (for example its purchase of the united kingdom based retailerasda).the company has a core competence involving its use of information technology tosupport its international logistics system. for example, it can see how individual productsare performing country-wide, s

4、tore-by-store at a glance. it also supports wal-martsefficient procurement.a focused strategy is in place for human resource management and development. peopleare key to wal-marts business and it invests time and money in training people, andretaining a developing them.weaknesses.wal-mart is the wor

5、lds largest grocery retailer and control of its empire, despite its itopportunities.to take over, merge with, or formstrategic alliances with other global retailers, focusingon specific markets such as europe or the greater china region.the stores are currently only trade in a relatively small numbe

6、r of countries. thereforethere are tremendous opportunities for future business in expanding consumer markets,such as china and india.new locations and store types offer wal-mart opportunities to exploit marketdevelopment. they diversified from large super centres, to local and mall-based sites.oppo

7、rtunities exist for wal-mart to continue with its current strategy of large, supercentres. 編輯優(yōu)勢(shì)星巴克集團(tuán)的盈利能力很強(qiáng)，2004 年的收入超過(guò)6 億美元。劣勢(shì)星巴克以產(chǎn)品的不斷改良與創(chuàng)新而聞名。（譯者注：可以理解為產(chǎn)品線(xiàn)的不穩(wěn)定）starbucks swot分析原文2starbucks corporation is a very profitable organization, earning in excess of $600 millionin 2004.the company generate

8、d revenue of more than $5000 million in the same year.星巴克公司是一個(gè)盈利能力很強(qiáng)的組織，它在2004 年盈利超過(guò)六億美元.同年該公司所產(chǎn)生的收入超過(guò)五十億美元。it is a global coffee brand built upon a reputation for fine products and services.通過(guò)提供聲譽(yù)良好的產(chǎn)品和服務(wù)，它已經(jīng)成長(zhǎng)為一個(gè)全球性的咖啡品牌。 it has almost 9000cafe shop in almost 40 countries.他在全世界的40 個(gè)主要國(guó)家已經(jīng)有了大約9000

9、個(gè)咖啡店。 starbucks has a reputation for new product development and creativity.星巴克在新產(chǎn)品the organization has a strong presence in the united states of america with more thanthree quarters of their cafe shop located in the home market.它對(duì)于美國(guó)市場(chǎng)的依存度過(guò)高，超過(guò)四分三的咖啡店都開(kāi)在自己的老家。 it is often argued that they need to l

10、ookfor a portfolio of countries, in order to spread business risk.有人認(rèn)為他們需要尋求一個(gè)投資組合的國(guó)家，用來(lái)分散經(jīng)營(yíng)風(fēng)險(xiǎn)。opportunities(機(jī)會(huì))starbucks are very good at taking advantage of opportunties.星巴克非常善于利用機(jī)遇。who knows if the market for coffee will grow and stay in favour with customers, orstarbucks are exposed to rises in

11、the cost of coffee and dairy products.星巴克面對(duì)著咖啡原料和乳制品成本上升的局面。 編輯威脅受困于國(guó)際貿(mào)易。nike swot分析原文3strengths.as saying that business is war without bullets. nike has a healthy dislike of iscompetitors. at the atlanta olympics,reebok went to the expense of sponsoring thegames. nike did not. however nike sponsore

12、d the top athletes and gained valuablecoverage.耐克是一個(gè)充滿(mǎn)競(jìng)爭(zhēng)力的組織。phil knight（耐克的創(chuàng)辦者和總裁）曾說(shuō)道：商場(chǎng)就是沒(méi)有硝煙的戰(zhàn)場(chǎng)。耐克認(rèn)為對(duì)健康的最好理解就是競(jìng)爭(zhēng)。在亞特蘭大奧運(yùn)會(huì)上，銳步強(qiáng)調(diào)對(duì)比賽的宣傳。而耐克則開(kāi)創(chuàng)性地將宣傳的焦點(diǎn)鎖定在那些頂級(jí)的運(yùn)動(dòng)員身上，此舉大獲成功。nike has no factories. it does not tie up cash in buildings and manufacturing workers.this makes a very lean organization. nike

13、is strong at research and development, as isevidenced by its evolving and innovative product range. they then manufacture wherever they can produce high quality product at the lowest possible price. if prices rise, andproducts can be made more cheaply elsewhere (to the same or better specification),

14、 nikewill move production.耐克沒(méi)有工廠。它不愿將資金套在廠房和生產(chǎn)工人身上。這使得它能夠?qū)Ｗ⒂谠O(shè)計(jì)。強(qiáng)大的研發(fā)部門(mén)為耐克開(kāi)發(fā)了大量革命性的創(chuàng)新產(chǎn)品。而他們則拿著設(shè)計(jì)圖找那些質(zhì)優(yōu)價(jià)廉的生產(chǎn)商家代工。如果價(jià)格上漲，它能夠很輕松地將生產(chǎn)基地移至那些價(jià)格更具競(jìng)爭(zhēng)力的區(qū)域。weaknesses.the retail sector is very price sensitive. nike does have its own retailer in nike town.however, most of its income is derived from selling into retailers. retailers tend to offer avery similar experience to the consumer. can you tell one sports retailer from another? somargins tend to get squeezed as retailers try to pass some of the low price competitionpressure onto nike.opportunities. 編輯認(rèn)同并遵守公司制度熱愛(ài)學(xué)習(xí)，力求上進(jìn)員工心地?zé)o私薪酬待遇在行業(yè)中偏低加班較多，