Qué es y cómo se hace un análisis FODA en 9 pasos + ejemplo práctico - YouTube

Hello everyone, I am Diego de Ingenio company and this time I am going to tell you everything about the

SWOT analysis. Let's see what it is, what it is for and how we can do it in

nine steps. We start with its definition, what is the SWOT analysis? It is basically

an array or a matrix that consists of four elements: Two external and two internal.

The first are the strengths and they are

those internal aspects in which we find ourselves very well. We continue with the opportunities that

are the elements that can be taken advantage of. Then come the weaknesses

that are the aspects that play against us, and finally there are the

threats that are the external risks that we must face. All this leads us to

ask ourselves, well, what is SWOT analysis for? What is it for?

Basically it helps us to generate strategies, strategies that answer

the question of where we are, how we are, where we are going, what we have to

do to get here, and this is basically based on the determination

of strategies, very common in organizations to propose strategic plans

. The first step in doing a SWOT analysis is defining the objective. If you are

going to make a SWOT matrix for something: in the strategic planning of the year, it

is the segmented evaluation of the collaborators or perhaps a mega

-expansion project. It is important that attendees are clear about the reason

why they are meeting. We start with the strengths. The strengths are the internal positive

aspects of the business and that therefore are under control. Usually

when we think of strengths what we are good at comes to mind

, but we can go further by asking our clients and the market

what they think of us. If we've done things right, some responses will be

strengths. Examples of strength can be

certifications received, patents, knowledge of the organization and headquarters

in different places. Opportunities are external aspects of which we

do not have direct control but we can develop plans to

take advantage of them. We are talking about possible advantages for the company to

do better, which can mean the difference between it and the competition.

A change in consumer perception, the opening of a

trade agreement in a country, and public business tenders are examples of

opportunities. The next step is the identification of weaknesses.

Weaknesses are aspects that even when they are under our control can be

controlled. They mean disadvantages against the competition and towards the

achievement of our objectives. Lack of experience, poor location,

process waste , and poor product quality are examples of weaknesses.

Threats are the factors that pose risks to the company. They are

external, so it is difficult for us to control them, but we can develop

contingency plans to deal with them. There are all kinds depending on the

characteristics of the company, for example, the dollar increased for a

marketer that brings products from the US, environmental policies for an

oil company, the excessive increase in the prices of our suppliers or the

development of technology in our competition. Once we have detected the

strengths, opportunities, threats and weaknesses, it only remains to define the

strategies that we are going to follow. The definition of the strategies handles

four different approaches: the first is the success approach and it is basically detected by

answering the following question: in what way can we use our

strengths to take advantage of our opportunities? The reaction approach

continues with strengths but this time compares them to threats. It

answers the following question: How can our strengths be used to

mitigate threats? The next approach is adaptation: In it we

compare opportunities with weaknesses. Let's think about the following: how can we

take advantage of opportunities to correct our weaknesses? Finally, there

is the survival approach that takes the weaknesses and compares them with

the threats. How can we keep up even with the threats seen?

Established with the survival strategy,

I want to mention three recommendations that you should keep in mind during the entire

development of the SWOT analysis. The first is that the strategy should not

remain in words or even in writing. It is important that you establish

a step-by-step action plan with dates and responsible parties to ensure its

compliance. It is important to prioritize among the most significant elements.

We have countless weaknesses, opportunities, threats and strengths.

Which are the most important? Do the analysis with those and finally it is convenient to

be precise in our statements. It is better to say our product has an

average of two years longer life than the competition instead of better life

of our product compared to the competition. To learn more about this and

other topics, visit the Ingenio Empresa website, visit ingenioempresa.com

In the description of the video I leave the link.

Let's go now with a practical example on SWOT analysis.

First of all, he contextualized you, what our example is going to

be about , it's going to be about a company, a hypermarket, a consumer company.

The company is called HomeComb. It has warehouses and supermarkets in different parts

of the country. It is a company already consolidated in the national market. It has

very important negotiations with multiple suppliers and an advanced

technological infrastructure. The order in which we are going to develop our

SWOT or SWOT matrix will be first with the strengths and then the opportunities,

then we will go to the opportunities (it is weaknesses) and finally to the

threats. However, it is necessary to clarify that in practice this order

is not a straitjacket, in fact and it was indicated in the post. I make a mention of the

Harvard Business Review magazine that shows that following a methodology

that addresses first the weaknesses and then the threats, later the strengths

and then the opportunities, that is, a SWOT methodology gives better results

than starting with the strengths and opportunities first. . This is up to you

and practice will prove us right. Well, let's start with the

strengths first. HomeComb has better prices than our technology and appliance suppliers

offer us , which allows us to

offer products with a lower price than the competition, and it is that HomeComb has already

over the years made important negotiations with multiple suppliers

that allows you to access products that these providers offer at a

much lower cost than the competition could be, and that cost

is passed on from the customer to the common customer unlike what

the competition can do . They also have a points program that

has allowed customer loyalty, and an increase of 15,000

people in this program in the previous year. It turns out that when you go to

buy a product, for each product you buy, at HomeComb you will accumulate

some points. Once these points have reached a certain limit, you will be able to receive them for other

products in the store. So this is a loyalty program that gives very

good results and is evidenced in an increase of 15 thousand people in this

program in the previous year. Final and last strength to our

clients recognize that the service provided to the facilities is

excellent. Let's go with the weaknesses: there are

defaults in the delivery time of 60% of the sales made by the

online store. Each sale that is made within the in-store

contains a logistics. The gear behind since the person selects

the product, places it in the cart, places their card details and pays for it.

That order, that order form enters the HomeComb software

and there it reaches the dispatch, between the dispatch the order is made for the

logistics shipment with courier, but at this moment there are

deficiencies within that process that makes the delivery time be much

be much greater than promised. Next weakness: There are hanging notices of

discounts at the hypermarket facilities that are not removed in time

after the discount is finished. It turns out that you agree, you walk down a corridor,

you see that there is a discount on a certain type of product, you

take that product, and when you get to the checkout, you either

pay for the product and then you realize that the discount was not applied, or before

pay you realize that the product is worth much more than it appeared. It turns out

that discounts are placed ... the time for the validity of that discount passes

and that poster is not removed, that notice and that since obviously it makes

the customer annoy and it would certainly annoy anyone. Finally, an

increase in staff turnover during the last year, added to the time

invested in training, the greater the turnover of staff, because the more

time has to be invested in training the new staff who have to enter.

Among the opportunities we have the purchase of products through the mobile

in warehouses and products in stock, which means savings in inventory and

reduction of costs for hiring existing personnel. A great opportunity

here in the use of smartphones is that you can buy

a product using the QR code reader on your cell phone, so let's say you

are walking down a corridor and a showcase with certain products with

certain product stickers. That sticker has a QR code, you take out your

cell phone, scan it, enter your card details, make the purchase and the promise

is that when you get home that product will already be there. This is already

a technology implemented in many warehouses in the world. One of the

pioneers is for example

the South Korean. It's called Tesco, you can look it up. We continue the growing increase in

companies that manufacture products for other brands to market them

under their name. So I am the warehouse and I contract you to

make certain types of products. When you send me those products, you

send them to me with the label of my own brand,

which is, in other words, called a maquila. You are producing for me and I

am selling under my own brand. This time I am a warehouse that brings

many products from other brands but in this case I am not marketing a

product of my own brand even though it is not manufactured by me but rather manufactured by

someone else, and our competitors do not have

our technological infrastructure to adopt the same new technologies, this is

clear. Threats: low cost stores, what is called the low cost store that

offer alternative brands in exchange for low prices and it turns out that

what these stores do is offer products that do not have so much marketing

behind, that are not as well known and this allows you to offer products that are

much cheaper. When you as a user, as a customer you access one of

these stores you know that you will not find products from recognized brands

but you also know that in exchange for this you will be able to buy those

products at a much lower cost than what you would buy in a product

known brand . The arrival of WalMart, a giant of the retail trade in other

countries of the world and therefore comes to our country and is a major threat. And the

upward trend to the dollar that increases the costs of the products that are

imported. Well, with this we already have the panorama of strengths, weaknesses, opportunities and

threats. We are going to see what the strategies give us

the strategy that compares the strengths and the opportunities is the strategy of success.

We have first bypassed opportunity number 2: we are going to sell

low-priced products under the HomeComb brand compared to

small supermarkets . Derived from opportunity number 3 and

strength number 2: we are going to offer a consultation and transaction portal for

users on the website and app, and look for new allies such as airlines,

restaurants and gyms to use the points. It turns out that currently at HomeComb they

have that the user who is in the loyalty program can

receive their points only for products from the warehouse itself, since

we have an important infrastructure, an important

technological infrastructure and we have many suppliers; we are going to make that user can

receive their points not only inside HomeComb but also inside a

plane ticket or inside the plate of a restaurant.

Within the strategy that compares the weaknesses and opportunities, we have

derived opportunity number 1 and skill number 1: that we are going to set up

showcases of products without stock in urban places. This will reduce part of

the shipping logistics because it will not be in the warehouse but from the

distribution centers. So suppose you are walking to

catch the subway, you are going to take the bus and right next to you there is a shelf that

places promotions for laptops, then you approach and see the

QR code attached, you take your cell phone from the QR code reader you scan and put

your card details. You just made a purchase just when you are going to take the

subway to go home. This is a strategy that Tesco obviously already has in place in

a South Korean warehouse, and at this moment HomeComb sees the

opportunity to implement it in strategic locations in the city as well.

Weakness number 2: we are going to code the discount notices posted in

the mall's facilities to know in time when they should be

removed. Basically what HomeComb is going to be through this strategy is to

assign a code to each of the discounts that are placed in the

aisles and in the showcases and code that within a software and parameterize

from which date to which date it will be carry out so that when it is close to

ending its validity, as the software tells us that it is necessary to remove the

product in aisle 3 so that the customer does not see that discount afterwards they make

a mistake again. Finally, design and implement an incentive

plan for staff. It is to avoid the, to reduce the

high turnover of personnel. We go with the strategy that compares

strengths and threats: we have within threat number 3: We are going to

determine alternate suppliers in the region that supply products with

different currencies . So suppose that we are always

buying Lenovo computers at a certain currency and that currency started

to increase ... then we have to pay more for each computer that we buy.

It turns out that Acer has a factory in our country and can sell these

products to us in our own currency, as it is better for us to buy products,

computers from Acer than to continue buying from Lenovo.

Derived from the threat number one and strength number three, we are going to

open mini stores in the residential sectors with private label products

to compete with low-cost supermarkets. So what we are

going to do is hire maquias, make us our own

products under the HomeComb brand and we are going to open a store, so the low-cost store

has a product on one side of the sidewalk, on one side of the street. ..

we are going to open another one right in front, then we are going to compete face to face

in the residential sectors, we are going to go to the neighborhoods where the

people are, where leaving their house they can walk a few meters and they can come and

buy the products of our own brand.

And derived from threat number 2 and strength number one: We are going to seek

commercial alliances with other suppliers that sell products in

which Walmart is strong and has low prices.

The survival strategy, the one that compares weaknesses and threats:

we have derived threat number 2: we are going to strengthen the CRM program to

retain more customers with the arrival of Walmart. Although Walmart will

arrive with innovative products and low prices in many of the sectors where

they are strong, we are going to build even more loyalty to our

users so that even when they have lower prices there or

different products there, they prefer to buy from us. us simply for

a matter of fidelity. Well, this is our example, I hope it was

understood, I hope you have not been so confused. Remember that in Ingenio company you will

find the SWOT analysis post and other post about tools that may

be very interesting for you. I'll leave it in the description of the video and see you

another time. Bye bye.