swot分析模型swotanalysis及經典案例-資料下載頁

　　

【正文】 個全球性的品牌。它著名的“一道鉤”很迅速被人們識別出來，并且菲爾耐特還把這個圖形紋到了他的腳踝上。 Weaknesses. The organization does have a diversified range of sports products. However, the ine of the business is still heavily dependent upon its share of the footwear market. This may leave it vulnerable if for any reason its market share erodes. 這個組織有著很廣的運動產品系列，然而，主要的收入來源還是依賴于鞋業市場。這使得耐克公司如果在該市場上的份兒收到侵蝕將受重創。 The retail sector is very price sensitive. Nike does have its own retailer in Nike Town. However, most of its ine is derived from selling into retailers. Retailers tend to offer a very similar experience to the consumer. Can you tell one sports retailer from another? So margins tend to get squeezed as retailers try to pass some of the low price petition pressure onto Nike. 零售行業對價格非常敏感。誠然，耐克有著自己的零售商，但它的大部分收入卻都仰仗各個零售商的銷售。而零售商的收入則來源于消費者。但作為普通消費者，你能區別出零售廠商的不同么？因此，耐克的利潤往往會因零售商通過轉嫁價格戰的壓力而受到擠壓縮水。 Opportunities. Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could bee unfashionable before it wears out . consumers need to replace shoes. There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable ine to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics. Threats. Nike is exposed to the international nature of trade. It buys and sells in different currencies and so costs and margins are not stable over long periods of time. Such an exposure could mean that Nike may be manufacturing and/or selling at a loss. This is an issue that faces all global brands. The market for sports shoes and garments is very petitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now monly used and to an extent is no longer a basis for sustainable petitive advantage. Competitors are developing alternative brands to take away Nike39。s market share. As discussed above in weaknesses, the retail sector is being price petitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to pare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike. If you have a body, you are an athlete Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and petition. A lot has happened at Nike in the 30 years More . . . 　　Disclaimer: This case study has been piled from information freely available from public sources. It is merely intended to be used for educational purposes only. 案例六：員工滿意度SWOT分析[1]　　某公司員工滿意度SWOT分析 優勢S認同并遵守公司制度熱愛學習，力求上進員工心地無私劣勢W薪酬待遇在行業中偏低加班較多，導致員工疲憊企業文化建設薄弱 機會O組織結構正在調整股份制改造和上市機會SO戰略成立人力資源部，強化人力資源管理后備干部的選拔、培養WO戰略聘請管理顧問，大力推進企業文化建設建立科學合理的績效考核與薪酬制度 威脅T技術人才和熟練工流失人員素質低ST戰略成立培訓部，通過持續的培訓提升員工素質；引入高素質人才WT戰略高薪挽留部分人才 　　該公司決定確立三個改進弱項,由新成立的人力資源部和培訓部開展弱項改進: 　　第一,改變公司目前使用的工資制度,建立科學合理的績效考核與薪酬制度。 　　第二,建立內部培訓制度,進行全員素質教育。 　　第三,大力推進企業文化建設. 相關條目高級SWOT分析法 初級SWOT分析 PEST分析模型 波特五力分析模型 SWOTCLPV理論這一模型是在SWOT模型的基礎上稍作修改而成的一個模型。 TOWS分析法 OTSW分析法也被稱為倒SWOT分析法，其分析順序與SWOT分析法恰好相反，首先分析市場的機會和危險，再分析企業的優勢和劣勢。SWOT分析法首先分析自己，關注企業的優勢和劣勢，再分析市場是否有機會或者危險。而事實上，人們在制定競爭策略的時候首先看到的往往不是自己，而是市場，所以先確認市場機會，然后根據企業的優勢判斷企業是否能夠把握機會，以及是否能夠避免市場上存在的威脅，往往更具有實用