Post by account_disabled on Feb 28, 2024 10:01:03 GMT
The observation of the competitive environment and the competition must necessarily be completed with the analysis of the opportunities and threats of the system that can influence the strategic and operational management of the company. This type of activity, called Threat and Opportunity Analysis , has the aim of decreasing the impact of unfavorable circumstances (threats), and amplifying the effect of circumstances that in some way help - or could help - strategic management (Opportunities ). In particular, we define opportunities as circumstances that could have a positive impact on the structure and management; circumstances that we can learn from various sources, newspapers, reports, other consultants, trade associations etc. The analysis highlights whether and how the company's marketing management capacity is able to exploit and implement the positive effect.
The threat is instead a trend, an event or any circumstance, or change in Paraguay Phone Number the environment (whether competitive or otherwise) that can potentially cause damage to management or affect the result of management. It is important to point out that what may be a threat for one company may represent an opportunity for another; this necessary distinction starts from the previous analysis, already conducted, on the strengths and weaknesses. In fact, it is also through the exploitation of one's strengths that it is possible to take advantage of opportunities and mitigate the effects of threats, so the opposite applies to weaknesses. These are therefore two closely connected analyzes which will then come together, as already highlighted in the SWOT cross analysis . How do we approach the analysis of opportunities and threats? Through the observation of market and commercial phenomena, it is necessary to define 4 or at most 5 opportunities and as many threats that could have a positive or negative impact on company management; the analysis of a larger number could in fact complicate the analysis further; it is therefore necessary to choose those circumstances that we consider most significant for our purpose.
Once an initial list has been made, it will then be necessary to verify their impact, the probability that they will actually occur, and the result that that impact will have. If the impact and the resulting result are positive, obviously the event will be classified as an opportunity, which will then have to be strategically exploited. Avendo scremato quegli eventi che non riteniamo significativi per la gestione, andremo poi a valutare in base ad un sistema di punteggi la rilevanza dell’evento che potrà essere più o meno importante. Attribuiremo poi, una probabilità di accadimento e una valutazione sull’impatto, sempre tramite un sistema di punteggi (da 1 a 10) che combinati andranno a valutare l’impatto atteso. Attraverso “l’impatto atteso” avremo un quadro preciso ed una “classifica” di importanza degli accadimenti che avremo individuato; importanza che verrà dedotta dal fatto che un evento che ha molta probabilità di accadere, ma di impatto poco significativo non richiede una grande attenzione, come invece richiederebbe un avvenimento con poca probabilità di accadimento, ma molto importante qualora accadesse.
The threat is instead a trend, an event or any circumstance, or change in Paraguay Phone Number the environment (whether competitive or otherwise) that can potentially cause damage to management or affect the result of management. It is important to point out that what may be a threat for one company may represent an opportunity for another; this necessary distinction starts from the previous analysis, already conducted, on the strengths and weaknesses. In fact, it is also through the exploitation of one's strengths that it is possible to take advantage of opportunities and mitigate the effects of threats, so the opposite applies to weaknesses. These are therefore two closely connected analyzes which will then come together, as already highlighted in the SWOT cross analysis . How do we approach the analysis of opportunities and threats? Through the observation of market and commercial phenomena, it is necessary to define 4 or at most 5 opportunities and as many threats that could have a positive or negative impact on company management; the analysis of a larger number could in fact complicate the analysis further; it is therefore necessary to choose those circumstances that we consider most significant for our purpose.
Once an initial list has been made, it will then be necessary to verify their impact, the probability that they will actually occur, and the result that that impact will have. If the impact and the resulting result are positive, obviously the event will be classified as an opportunity, which will then have to be strategically exploited. Avendo scremato quegli eventi che non riteniamo significativi per la gestione, andremo poi a valutare in base ad un sistema di punteggi la rilevanza dell’evento che potrà essere più o meno importante. Attribuiremo poi, una probabilità di accadimento e una valutazione sull’impatto, sempre tramite un sistema di punteggi (da 1 a 10) che combinati andranno a valutare l’impatto atteso. Attraverso “l’impatto atteso” avremo un quadro preciso ed una “classifica” di importanza degli accadimenti che avremo individuato; importanza che verrà dedotta dal fatto che un evento che ha molta probabilità di accadere, ma di impatto poco significativo non richiede una grande attenzione, come invece richiederebbe un avvenimento con poca probabilità di accadimento, ma molto importante qualora accadesse.