SHORT PRESENTATION ABOUT THE STEP FORM THE SWOT ANALISIS TO THE MCKINSEY MATRIX

1. www.eoi.es
MARKETING TOOLS
DESDE LA MATRIZ DAFO A LAS MATRICES MCKINSEY
BLENDED EDUCATION
PROFESSOR
Antonio Fontanini

2. Internal
Environment
External
Environment
The Strategic
Management
Process
Strategic Intent
Strategic Mission
Strategic
Competitiveness
Above Average
Returns
Feedback
Strategy Formulation
Business-Level
Strategy
Competitive
Dynamics
Corporate-Level
Strategy
Global
Strategy
Cooperative
Strategies
Acquisitions &
Restructuring
Strategy Implementation
Corporate
Governance
Structure
& Control
Strategic
Leadership
Entrepreneurship
& Innovation
Strategic
Inputs
Strategic
Actions
Strategic
Outcomes

3. 04/08/14
Customers
Needs and other
Segmenting
Dimensions
Company
Mission, Objectives,
& Resources
Competitors
Current &
Prospective
S.
W.
O.
T.
External Market Environment
Technology, Political & Legal, Social & Cultural, Economic
Marketing Strategy Planning Process
Targeting &
Segmentation
Positioning &
Differentiation
Narrowing down to focused strategy with quantitative and qualitative screening criteria

4. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS
Business Strategy Tools
5 FORCES ANALYSIS (PORTER)
BCG, GE
SWOT MATRIX
IA (Industry Attractiveness) MATRIX (EFE)
CS (Competitive Strenghts) MATRIX (EFI)
9-CELLS MATRIX (MAC KINSEY- GE MODEL)
TOWS MATRIX (STRATEGIC MAIN LINES)
ANSOFF MATRIX (GROWING STRATEGIES)
SPACE MATRIX
VALUE CHAIN ANALYSIS
STRATEGIC GROUP MAP
STRATEGIC FIT (SINERGIES)
SIGMOID CURVE
MATRIZ DE COMPLEJIDAD
MAGIC MATRIX
ONE PAGE PLAN

5. MATRIZ SWOT
(DAFO)

7. trengths
ASK yourself:
o What advantages do you have?
o What do you do better than anyone?
o What unique or lowest-cost resources do
you have access to?
o What do people in your market see as your
strengths?
o What factors mean that you "get the
sale"?

8. eaknesses
ASK yourself:
o What could you improve?
o What should you avoid?
o What are people in your market likely
to see as weaknesses?
o What factors lose you sales?

9. pportunities
ASK yourself:
o Where are the good opportunities facing you?
o What are the interesting trends you are aware of?
Useful opportunities:
o Changes in technology and markets on both a broad
and narrow scale.
o Changes in government policy related to your field.
o Changes in social patterns, population profiles,
lifestyle changes.
o Local events.

10. hreats
ASK yourself:
o What obstacles do you face?
o What is your competition doing that you should be
worried about?
o Are the required specifications for your job, products
or services changing?
o Is changing technology threatening your position?
o Do you have bad debt or cash-flow problems?
o Could any of your weaknesses seriously threaten your
business?

12. Example: Wal-Mart
Strengths
Wal-Mart is a powerful
retail brand. It has a
reputation for value for
money, convenience and a
wide range of products all
in one store.
Weaknesses
Wal-Mart is the World's
largest grocery retailer and
control of its empire,
despite its IT advantages,
could leave it weak in
some areas due to the
huge span of control.
Opportunities
To take over, merge with, or
form strategic alliances with
other global retailers,
focusing on specific markets
such as Europe or the
Greater China Region.
Threats
Being number one means
that you are the target of
competition, locally and
globally.

13. Strengths
Starbucks Corporation
is a very profitable
organization, earning
in excess of $600
million in 2004.
Weaknesses
Starbucks has a
reputation for new
product development
and creativity.
Opportunities
New products and
services that can be
retailed in their cafes,
such as Fair Trade
products.
Threats
Starbucks are exposed
to rises in the cost of
coffee and dairy
products.

14. OPPORTUNITIES THREATS
Global Market penetration
(economies of scale)
Local Competitors (firstly Chinese)
Snack Culture and Urbanization Global Competitors
Distribution Center in the US and
other major hubs
Product cannibalism
Middle Class raising in emerging
Countries
Logistic costs increase
Real estate crisis Global crisis
STRENGHTS WEAKNESSES
Cost Leadership strategy
(Standardization)
Centralized Distribution system
Different strategies (Customization,
unique competencies)
Efficient Distribution
Information High Tech
Fast delivery of new products,
design and trends
SWOT ANALYSIS MATRIX: ZARA

15. MATRICES
EFE, EFI Y
MCKINSEY

16. Evaluating Opportunities: McKinsey Matrix
IndustryAttractiveness
Business Strength
HighMediumLow
High Medium Low

17. Evaluating OpportunitiesIndustryAttractiveness
Business Strength
HighMediumLow
High Medium Low
No Growth
Borderline
Growth

18. Matrices EFE y EFI (Matrix IA and CS)
M.E.F.I. (CS) VALUE M.E.F.E. (IA)
FORTALEZA MAYOR
MAJOR STRENGHT F4 4 O4
OPORTUNIDAD MAYOR
MAJOR OPPORTUNITY
FORTALEZA MENOR
MINOR STRENGHT F3 3 O3
OPORTUNIDAD MENOR
MINOR OPPORTUNITY
DEBILIDAD MAYOR
MAJOR WEAKNESS D1 1 A1
AMENAZA MAYOR
MAJOR THREAT
DEBILIDAD MENOR
MINOR WEAKNESS D2 2 A2
AMENAZA MENOR
MINOR THREAT

19. INDUSTRY COMPETITIVENESS (IC)
KEY SUCCESS FACTORS Weight 1 to 4
Blended
Weight
OPPORTUNITIES
Global Market penetration (economies of scale)
0,20 4 0,80
Snack Culture and Urbanization 0,10 3 0,30
Distribution Center in the US and other major
hubs 0,10 4 0,40
Middle Class raising in emerging Countries 0,15 4 0,60
Real estate crisis 0,10 3 0,30
THREATS
Local Competitors (firstly Chinese)
0,10 2 0,20
Global Competitors 0,10 2 0,20
Product cannibalism 0,05 2 0,10
Logistic costs increase 0,05 2 0,10
Global crisis 0,05 2 0,10
TOTAL 1,00 3,1
ZARA SWOT ANALYSIS

20. COMPETITIVE STRENGHTS (CS)
KEY SUCCESS FACTORS Weight 1 to 4
Blended
Weight
STRENGHTS
Cost Leadership strategy (Standardization)
0,20 4 0,80
Different strategies (Customization, unique
competencies)
0,20 3 0,60
Efficient Distribution 0,15 3 0,45
Information High Tech 0,15 4 0,60
Fast delivery of new products, design and
trends
0,15 3 0,45
WEAKNESSES
Centralized Distribution system 0,15 1 0,15
Total 1,00 3,05
ZARA SWOT ANALYSIS

21. McKinsey Matrix
VERY HIGH 4
INDUSTRYATTRACTIVENESS
HIGH 3
¢
MEDIUM 2
LOW 1
4 3 2 1
VERY HIGH HIGH MEDIUM LOW
COMPETITIVE STRENGTH
ZARA SWOT ANALYSIS

22. MATRIZ MCKINSEY
MULTIPLE

23. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

24. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

25. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

26. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

27. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

28. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

29. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

30. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

31. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

32. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

33. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

34. STRATEGIC MANAGEMENT IN GLOBAL CORPORATIONS

35. MUCHAS (MUCHÍSIMAS)
GRACIAS
fontanini@learning.eoi.es