the use of swot as a tool to stimulate strategic conversation in smes
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The use of SWOT as a tool to stimulate strategic conversation in SMEs
Raf Sluismans, Tinne Lommelen and Friso den Hertog Maastricht University & Hasselt University
SWOT analysis – outdated tool?
• Tool in strategy• Widespread & intuitively attractive• Qualities & critiques voiced
• Recipe (How to)• Active ingredients (Why it works)
SWOT as tool in large scalepolicy programmes
STEP 1: Intake interview
STEP 2: Innovation scan
Discuss scan results
Build SWOT matrix
Score SWOT matrix
STEP 3: Strategic session 1
Set priorities
Formulate actions
STEP 4: Strategicsession 2
• Target group: SMEs• Aim: strengthen innovation capacity• Means: strategic conversation – Four steps– Professional consultants
Discuss scan results
STEP 3: Strategic session 1
SWOT as tool in large scalepolicy programmes
STEP 1: Intake interview
STEP 2: Innovation scan
Build SWOT matrix
Score SWOT matrix
Set priorities
Formulate actions
STEP 4: Strategicsession 2
• Standardized process & customized content• Attention for critiques voiced– Thoroughness and focus– Methodology– Outcome
Recipe for valuable SWOTs
• Protocols (purpose, procedure, outcome)– Selection of participants– Specific topic of strategic exercise – Selection of questions– Organization of brainstorm sessions– Controlling group dynamics – …
• Toolbox• Training• Monitoring • Continuous conversation consultants & participants
in SMEs
Active ingredients:Focus & priority
• Preparing analysis• Building matrix
trend
kitc
hens
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l role
ne
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ater
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kitch
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kitchens as productexclusive kitchenwarekitchen designers location of kitchen-shopsstrong relationships with architectsSubtotaal Ano use of computer programs to design kitchensinsufficient communications between sales and installationfollow up of marketing actionsconditions and terms of paymentslost margins due to numerous changes in projectsSubtotal BTotal
Threats
Wea
knesses
Opportunities
Streng
ths
Active ingredients:Focus & priority
• Preparing analysis• Building matrix• Scoring matrix
trend
kitc
hens
ce
ntra
l role
ne
w m
ater
ials
for
kitch
en to
psen
ergy
savin
g kit
chen
kitch
en p
lans
as a
se
para
te se
rvice
sale
s of
kitch
enwa
re b
y
high
costs
to (r
e-)b
uild
hous
esnu
mer
ous k
itche
n ch
ains
ent
er th
e co
mpe
titio
n fro
m
carp
ente
rsde
aler
of
kitch
enwa
re w
ant
diffic
ultie
s in
filling
va
canc
ies
kitchens as product 6 6 4 2 0 18 1 6 6 5 5 23 41exclusive kitchenware 2 1 4 0 6 13 3 5 0 0 0 8 21kitchen designers 5 6 6 6 0 23 6 6 6 4 0 22 45location of kitchen-shops 6 0 0 6 0 12 0 6 2 6 3 17 29strong relationships with architects 4 6 6 2 1 19 5 6 3 1 1 16 35Subtotaal A 23 19 20 16 7 15 29 17 16 9no use of computer programs to design kitchens
4 0 1 6 0 11 2 1 1 1 5 10 21
insufficient communications between sales and installation
1 4 6 0 0 11 1 5 6 0 0 12 23
follow up of marketing actions 4 5 4 5 0 18 1 6 6 5 0 18 36conditions and terms of payments 1 1 1 0 0 3 2 1 3 0 0 6 9lost margins due to numerous changes in projects
1 2 2 0 0 5 0 6 4 0 0 10 15
Subtotal B 11 12 14 11 0 6 19 20 6 5Eindtotaal 12 7 6 5 7 9 10 -3 10 4
Threats
Wea
knesses
Opportunities
Streng
ths
Conclusion
• Appeal of SWOT– In general– In particular settings
• Contributions– Articulate design – standardized SWOT– Objective: stimulate strategic conversation in SME– Means to an end: aiming for focus and priority in
strategic management developments
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