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Collaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS
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SWOT TOWS - Concurrent · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Page 1: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

Collaborative Tools for Strategic Line Planning

Presented by Lynette Seebohm, Principal

ProductCamp Provo / Revised December 2014

SWOT TOWS

Page 2: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

3

SWoT Leads to community clarity and dispels:

UNCERTAINTY  

FUZZINESS   AMBIGUITY  

NONSPECIFICITY  

DISCORD  

Source: Klir and Yuan (1995)

12/14 © 2014 Concurrent Strategies LLC

Page 3: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

4

Originally designed by

G. Weirich, TOWS matrix

provides a min/max

strategy framework to your

SWOT analysis.

Four classes of strategies

are developed post SWOT

development in reverse

order to maximize

strengths and limit

weaknesses.

What is TOWS? Driving value from the SWOT analysis

12/14 © 2014 Concurrent Strategies LLC

Page 4: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Collaborative process

12/14 © 2014 Concurrent Strategies LLC

Page 5: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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•  Management

•  Operations

•  Marketing

•  Sales

•  Research &

Development

•  Others?

Collaborative inclusion Who’s at the table?

12/14 © 2014 Concurrent Strategies LLC

Page 6: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

Involving a wide variety of

perspectives and backgrounds by

staff and stakeholders will make

blind spots and distortions in

SWOT evaluations less likely.

Why include as many

participants as possible?

8 12/14 © 2014 Concurrent Strategies LLC

Page 7: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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•  Market and competition

•  Products and technologies

•  Financial performance

•  Demographic trends

•  Political and economic trends

•  New technologies

•  New materials, fabrics,

processes

Needed information for

a SWOT analysis

12/14 © 2014 Concurrent Strategies LLC

Page 8: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Early considerations

•  How to make a product customers want

•  How to price a product customers are

willing to buy

•  Being the product leader in innovation

(expensive and risky) versus following in

the footsteps of proven innovation

12/14 © 2014 Concurrent Strategies LLC

Page 9: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Considerations of

information relevancy

Source: H. Weihrich

The  adequacy  of  the  compeAAve  

benchmarking/benchtrending  

Reliability  of  the  interpretaAon  of  the  

evidence  

QuanAty  of  the  relevant  supporAng  

evidence  

Recency  of  the  relevant  supporAng  

evidence  

Dependability  of  the  relevant  supporAng  

evidence  

Variety  of    perspecAves  involved  

Quality  of  the  SWOT  Analysis  

12/14 © 2014 Concurrent Strategies LLC

Page 10: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

SWOT Analysis

Strengths

Internal activities and active

Weaknesses

internal activities and active

Opportunities

New techniques, new research and actionable

Threats

External changes in market and political environment

12 12/14 © 2014 Concurrent Strategies LLC

Page 11: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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SWOT Analysis

S   W  O   T  

12/14 © 2014 Concurrent Strategies LLC

Page 12: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Strengths: existing

•  Price, quality, cost, services, production

and distribution systems, facilities, and

locations

•  Managerial environment and labor force

•  Product distribution channels

•  Brand name identification, company

image, customer awareness

S   W  

O   T  

12/14 © 2014 Concurrent Strategies LLC

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Weaknesses: existing

•  Limits to technology, materials,

and fabrics

•  Financially underperforming

product line

•  Innovation risk / long term development

•  Access to channels

•  Competitive pricing

•  Diversified consumer focus

•  Viability, feasibility, desirability

S   W  

O   T  

12/14 © 2014 Concurrent Strategies LLC

Page 14: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Strengths/Weaknesses

Practical application

 (1,000)  

 1,000    

 3,000    

 5,000    

 7,000    

 9,000    

 11,000     2010/2011  

2011/2012  

2012/2013  

0   2000  4000  6000  8000  10000  

TradiAonal  Brand  Owner  

Early  Adopter  W/  New  AdaptaAon  

New  Market  Entrant1  

Market  Exiter  

New  Market  Entrant2  

Company  X  Recall  -­‐  Under  Small  Market  CompeAtor  New  Market  Entrant  

Market  Dabbler  

2010  

2011  

2012  

2013  

What do you see?

12/14 © 2014 Concurrent Strategies LLC

Page 15: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Opportunities:

near future

•  New technology not fully realized

•  Innovative ideas

•  In development fabrics or materials

•  Stage of product or market evolution

•  Address resources, scope, and schedule

•  People, process, tools, and IP

•  Internal and external

S   W  

O   T  

12/14 © 2014 Concurrent Strategies LLC

Page 16: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Threats: long term

•  Limited access to capital

•  PEST: Political, Economic, Social and

Technological concerns

•  Demographic factors

•  Phase of the business cycle, access to

new employee skills/expertise

•  Public demand for clean air, water, and

clean environment

•  Market retrenchment

S   W  

O   T  

12/14 © 2014 Concurrent Strategies LLC

Page 17: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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SWOT to TOWS

S   W  O   T  

12/14 © 2014 Concurrent Strategies LLC

Page 18: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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SWOT to TOWS

Creates a strategic matrix of connective

elements between the external,

competitive and political environment

and the organization’s internal assets.

12/14 © 2014 Concurrent Strategies LLC

Page 19: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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SWOT to TOWS

S   W  

O   T  12/14 © 2014 Concurrent Strategies LLC

Page 20: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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TOWS Strategies

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 21: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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TOWS Strategies

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 22: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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SO   WO  

ST   WT  

S   W  

O  

T  

SO: Strategies

•  Maxi Maxi Strategies

•  Attacking strategy that leverages

strengths to maximize

opportunities

•  Can be realized in 3-4 months and

must be actionable

12/14 © 2014 Concurrent Strategies LLC

Page 23: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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SO: Strategic examples

•  Specialize or concentrate

•  Diversification into new markets

•  Reduce cost of well-selling

product

•  Improve quality

•  Focus on innovation (new

products or new services)

•  Capitalize on new techniques or

technology

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 24: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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WO: Strategies

•  Mini Maxi Strategies

•  Minimize weaknesses and

maximize opportunities

•  Counters weaknesses to support

attacking strategies

•  Leverage opportunities and

strengths to resolve the

weakness

•  Should be able to accomplish in

3-4 months

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 25: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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WO: Strategic examples

•  Develop visual brand language

•  Develop market personas

•  Forward integration strategy (add

new dealers or channels)

•  Backward integration strategy

(new vendors, steady flow of

supplies)

•  Improve operational process to

decrease cost (LEAN)

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 26: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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ST: Strategies

•  Maxi Mini Strategies

•  Defensive strategy—leverage

strengths to minimize threats

•  Consider stage of product

evolution (product life cycle)

•  Vet risk of progress on new

concepts

•  Must be able to solve within six

months

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 27: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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ST: Strategic examples

•  Innovation and new technology

•  Upcoming yet not available fabrics

•  Materials, and technology

developments

•  Risky new concepts in development

•  International strategy (reaching

beyond current environmental limits)

•  Retrenchment

•  Joint ventures

ST   WT  

SO   WO  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 28: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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WT: Strategies •  Mini Mini Strategies

•  Minimize both weaknesses and

threats

•  Include resolutions of new hires,

new approaches, collaboration

with other competitors

•  May involve liquidation of poor

performing products or concepts

•  Issues may take a year or more to

resolve

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 29: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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WT: Strategic examples

•  Problems of inflation, access to

capital, demographic factors,

political and environmental factors

•  Consider phase of the business

cycle

•  Access to new employee skills/

expertise

•  Public and social concerns for

clean air, water, and clean

environment

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 30: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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SWOT Analysis leads to

TOWS Strategies

Ref: Heinz Weihrich, Ph.D., UCSF

SO   WO  

ST   WT  

S   W  

O  

T  

12/14 © 2014 Concurrent Strategies LLC

Page 31: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Natural next steps

At this stage in the process groups tend to have

community supported strategies for the next

cycle of development.

Goals, Objectives, Strategies and Tactics (GOST)

should be summarized and role responsibilities

assigned.

12/14 © 2014 Concurrent Strategies LLC

Page 32: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Goals are defined as a broad aim toward which your

efforts are directed. It’s a what, not a how.

Objectives are closely tied to goals. An objective is

a specific and measureable milestone that must be

achieved in order to reach a goal and is generally

tracked via a metric.

GOST: Goals, Objectives,

Strategies and Tactics review

12/14 © 2014 Concurrent Strategies LLC

Page 33: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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GOST

Strategies describes a major approach or method for

obtaining to achieve an objective. Strategies tell you how

you’re going to get there, the overall direction you are

going to do.

–  Utilize new technological capabilities

–  New fabrics and materials

Tactics are specific things done to deliver on a strategy. –  Automate pattern cutting

–  Develop stitch less construction

–  Accelerate development using new NPD software

12/14 © 2014 Concurrent Strategies LLC

Page 34: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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Prioritization models

•  Affinity mapping of natural groupings or

relationships using contextual inquiry of

collaboration

•  Multi-vote—democratic decisionmaking

•  Leader-directed—autocratic or authoritarian

decision making

•  Time sequencing (now versus later)

•  Mix of all of the above

12/14 © 2014 Concurrent Strategies LLC

Page 35: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

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“Some organizations may need to develop their

human resources by a fair margin, improve their

planning procedures and their market intelligence to

make the desirable SWOT enhancement possible.”

—Adam J. Koch

Adam J. Koch [email protected] is on the faculty of the School of Business, Swinburne University of Technology, Hawthorn, Victoria. Australia.

12/14 © 2014 Concurrent Strategies LLC

Page 36: SWOT TOWS - Concurrent  · PDF fileCollaborative Tools for Strategic Line Planning Presented by Lynette Seebohm, Principal ProductCamp Provo / Revised December 2014 SWOT TOWS

Thank you

801.842.7630

www.ConcurrentStrategies.com

[email protected]

38 12/14 © 2014 Concurrent Strategies LLC