SWOT ANALYSIS

SWOT ANALYSISIntroduction:

- SWOT analysis ( TOWS analysis, particularly in USA): Strengths, Weakessness, Opportunities and Threats: SWOT hay cn gi l TOWS l t vit tt ca cc k t mang ngha:Sc mnh,im yu,C hi,Mi e da.- The chapter first covers the general principles of SWOT analysis.Chng u tin bao gm nhng phn tch quan trng ca SWOT trc khi i n xem xt lm th no qu trnh phn tch c tin hnhLearning objective: After studying this chapter, students should be able to:

1) explain what is meant by SWOT analysis; Gii thch c ngha ca SWOT.

2) understand the relationship between the SWOT presentation and detailed internal and external analyses; Hiu c mi quan h gia nhng yu t trong m hnh SWOT. (yu t bn trong v yu t bn ngoi)

3) describe how a SWOT should be constructed; Hiu c lm th no xy dng c SWOT.4) considered the way in which points can be presented in a SWOT; C th nh gi c cch thc trnh by nhng im trnh by trong SWOT.

5) apply the SWOT analysis principles to travel and tourism organizations; p dng nhng nguyn tc phn tch ca SWOT trong cc t chc du lch.6) understand the relationship between the SWOT analysis and strategic formulation; Hiu c mi quan h gia s phn tch ca SWOT v cc chin lc xy dng.General priciples:1) Some basics: (Nguyn tc c bn):

SWOT is the key technique for presenting the results of strategic analysis, which provides a platform for going on to formulate the strategy for the future. (SWOT l cha kha cho vic trnh by cc kt qu phn tch chin lc m n cung cp mt nn tng i vo xy dng cc chin lc cho tng lai.)

SWOT implementation: Phng php phn tch SWOT:

Factors which help the organization achieve its objectives (Nhn t gip t chc t dc mc tiu)Factors which prevent the organization achieving its objectives (Nhn t ngn s vn ti mc tiu ca t chc)

Internal factors under the control of managers(Yu t mi trng bn trong).StrengthWeakness

External factors outside the control of managers (Yu t MT bn ngoi)OpportunityThreat

1) The SWOT should have a strategic focus in that it concentrates on those factors which have: (SWOT cn phi c mt trng tm chin lc trong n tp trung vo nhng yu t): A major impact on past performance. (C tc ng ln n qu kh). A major impact on future performance. (C tc ng ln n tng lai). Distinguish the organization from its competitors. (Gip phn bit DN vi cc i th trong ngnh).2) A number of rules should be followed: (Mt s nguyn tc khi phn tch SWOT)

Too much detail should be avoided so that the key points can be clearly seen. Ch tp trung vo cc lun im chnh, ko nn qu chi tit. Mi lun im nn c vit ngn gn v xc tch. Nhng bin chng cho cc lun im c a ra nn c gii thiu ring Many of points presented in the SWOT may be relative rather than absolute and consequently a matter of some judgement.Nhiu lun im c th trnh by mt cch tng i hn l tuyt i. The SWOT should not concentrate solely on hard facts (such as financial measures or market growth statistics) that can be measured or proved.Khng nn ch tp trung vo cc vn c th o lng c. Cc vn khc nh mi trng lm vic, k nng lnh o tuy khng th o c nhng gp phn khng nh cho s pht trin doanh nghip. The analysis should prioritize and combine points. Cc nh phn tch nn bit u tin v kt hp cc lun im. nhng ci quan trng nht nn c a ln trc. Trong mt vi trng hp, cn linh hot kt hp cc ci nh to nn mt ci ln. The presentation should be specific, avoiding blandness and be realistic in its assessment.Trnh by c th, trnh nhng l hng v cn thc t trong s nh gi ca bn thn DN.Typical contents: (Ni dung ch yu trong ma trn SWOT):Mi trng bn trong:

+ im mnh:

- Market dominance: kh ng khng ch th trng:

Nu KS, NH c mt v tr nht nh trn th trng, c mt ngun khch nht nh th y l im mnh ca KS, NH i vi cc i th cnh tranh khc.

- Core strengths: Gi tr ct li- Econnomies of scale: Li ch kinh t nh quy m (sn xut cng nhiu th s gim chi ph)

- Low- cost position: Chi ph thp

VD: khi nh hng tha thun gi vi nh cung cp rau, c, quNu tha thun c vi gi thp th li nhun m NH thu v s cao.

-Leadership and management skills: Kh nng qun l v lnh o

VD: Mt khch sn c nhng qun l gii, bit a ra nhng chin lc, nhng quyt nh ng lc s lm tng kh nng cnh tranh ca ks trn th trng

- Financial and cash resources:Ngun tin v ti chnh

VD: ngun vn mnh ( marketing, qun b mnh, nhp v nhng trang thit b hin i ( tng kh nng cnh tranh

- Operational ability and age of equipment:Kh nng hot ng v bn ca trang thit b

- Innovation processes and results: Qu trnh v kt qu ca vic i mi ( nhy bn trc s thay i ca mi trng)

-Organizational structure: C cu t chc

C cu t chc hp l ( lm vic c t chc-hp l(cng vic tri chy v hiu qu hn

- Reputation: Danh ting

VD: Vi mt b dy lch s lu i tn ti t u th k 20, tri qua hn 80 nm tn ti khch sn Rex gn nh chng kin tt c nhng s kin quan trng xy ra ti Si Gn. Bn cnh ,vi nhiu bng khen v thnh tch kh n tng nh nm trong Top 10 Khch Sn ni ting Vit Nam do Tng cc du lch bnh chn,thng hiu du lch v cc nh hng c yu thch nht do c gi bo Si Gn gii phng bnh chn (2005-2007). Khch Sn Rex xy dng c mt thng hiu ni ting v lu i. N s l mt thun li ln cnh tranh vi cc khch sn khc. Hin nay, c kh ng cc khch hng ngy cng dnh nhiu s u i c bit cho Rex v yn tm hn khi la chn nhng dch v ti Khch Sn Rex cng nh t tic v hi ngh.Bn cnh Rex cn l mt khch sn thuc nh nc nn n rt c u tin t chc cc s kin,hi ngh mang tnh quc gia- Differentiated products: Sn phm khc bit

S to n tng vi KH hn, gip phn bit sn phm dch v ca mnh vi cc sn phm dch v ca i th cnh tranh VD: Phng hp, hi ngh ca khch sn Park Hyatt khng c ct, v xe c th vo tn snh.

- Good balance of products: S cn bng ca sn phm

- Product or service quality: Cht lng sn phm dch v

Ch trng n cht lng ca sn phm, dch v( tng kh nng cnh tranh trn th trng.

+ im yu:

Ting AnhTing Vit

Share weaknessim yu tng ng

l im yu chung m cc b phn trong cty ang c

VD:im yu chung ca cty A l nhn vin cc b phn i lm cha ng gi.

Few core strengths and low on key skillsim mnh ct li hn ch ko theo cc yu t ch cht thp.

VD: khch sn Rex c th mnh v m thc VN nhng trong 3 nm qua menu vn nh nhau khng c s i mi, khch hng cm thy nhm chn v chuyn qua ni khc

Phn tch r: im mnh l m thc VN, hn ch: ko to s mi l trong menu, yu t ch cht thp: l s lng khch hng n Rex t i.

Old equipment with higher costs than competition.Chi ph cho trang thit b c ca cng ty cao hn i th.

VD: chi ph mua cng 1 loi my pha c ph ks Rex cao hn ks 5 sao khc.

* ny t s i hi li thy c v c 1 cht kh hiu ch thit b c.tm thi dung bn dch ny nha.

Weak finances and poor cash flowVn t ko theo dng tin (vng quay tin mt) chm

Management skills and leadership lackingK nng qun l v lnh o km

Poor organizational structureC cu t chc km

Low quality and reputationCht lng v danh ting thp

Products not differentiatedCc sn phm ko c s khc bit

Dependent on few productPh thuc vo 1 vi sn phm

Products concentrated in mature or declining PLC stagesCc sn phm tp trung vo giai on trng thnh v suy thoi ca m hnh PLC

Low market shareTh phn thp

Cn c thm phn di do c ni v m hnh PLC, gii thch thm cho cc bn hiu

Cc sn phm tp trung vo giai on trng thnh v suy thoi ca m hnh PLC

Gii thch cu ny: c 5 giai on ca 1 vng i sp ( di), bn c th thy 2 giai on trng thnh v suy thoi l khng quan trng bng 3 giai on cn li .Khi sp n giai on trng thnh c ngha l sp c nhiu trn th trng, nu DN c tip tc quan tm ti giai on ny chc chn s sp s n giai on suy thoi (do sp bo ha trn th trng khch hang ko cn nhu cu nhiu hay b sp mi ca i th thay th) => im yu trong chin lc pht trin sp ca DN.PLC: product life cycle= vng i sn phm

M hnh PLC gn vi chu k dng sn phm trn th trng. Mi sn phm u c mt vng i ging nh mt c quan sng, sn phm s pht trin v trng thnh ri suy thoi. Cc giai on pht trin ca sn phm c gi l vng i hay chu k sn phm c chia lm 5 thi k: Pht trin sn phm, gii thiu, tng trng, trng thnh v suy thoi.

1. Pht trin sn phm: cng ty chi tiu mt khon khng nh cho vic pht trin v nghin cu sn phm trong giai on ny.

2. Giai on gii thiu sn phm: v tn sn phm vn cn cha c nhiu ngi bit n, cho nn sn phm giai on ny hon ton mi v cn bt u c tung ra th trng.

3. Giai on tng trng: l khi cng ty bt u sn xut thm nhiu sn phm v t c bn hng tt.

4. Giai on trng thnh: sn phm ang trn ng ca giai on chn mui. l giai on khng cn nhiu cho vic khuych trng sn phm tng doanh thu. Nhng vic qung b sn phm s khng dng li khi c nhiu nh cnh tranh s ht tay trn mt v tr dn u.

5. Giai on suy thoi: do s lng i th cnh tranh trn th trng tng ln, vic cnh tranh cng khc lit hn trc. Th phn sn phm b thu hp.

Sn phm c vng i hn ch, n c th tri qua rt nhiu giai on vi nhiu thch thc v thi c kinh doanh. Chu k sn phm c th gip doanh nghip xc lp r nhng tim nng tng trng ca sn phm. C th hn, n c th tin xa trn th trng hoc cht. N c th t ti mc n nh hay tip tc pht trin hay khng l ph thuc vo nhu cu i vi sn phm .

PLC l m hnh kh hu dng i vi cc nh qun l vi mc ch lm cho h lun khng tho mn vi nhng chin lc qun l v qung b sn phm ca chnh mnh, gi cho sn phm khng ngng tin trin p ng kh nng thng thc cng khng ngng i thay ca khch hng.

Mi trng bn ngoi:

+ C hi:New markets and segments.Th trng mi v s phn khc.

VD : Nm trung tm thnh ph v gn cc doanh nghip ln nn Rex c c hi pht trin v lnh vc kinh doanh tic v hi ngh.

New productsNhng sn phm mi

Diversification opportunitiesNhiu c hi a dng ha sn phm

VD : a dng ha sn phm l cc hng in thoi di ng, cc hang xe hi hang nm u lin tc cho ra i cc sn phm mi vi nhiu ng dng v thi trang hn.

Market growthS tng trng ca th trng.

VD : Lng du khch quc t v khch ni a bt u tng ln, c bit cc du khch l doanh nhn cng tng ln ng k, ng thi nhng nhu cu v hi hp v t chc tic cng gia tng mt cch nhanh chng. l mt tin tt lnh cho cc cng ty du lch nc ta.V th vi tm c l mt khch sn nm sao ln ti thnh ph H Ch Minh, khch sn Rex s c nhiu c hi pht trin v kinh doanh tic v hi ngh.

Competitor weaknessesim yu ca i th cnh tranh

Strategic spaceKhong trng trong chin lc

Demographic and social changeNhn khu hc v x hi thay i

Change in political and economic environmentThay i trong mi trng chnh tr v kinh t

VD : Hin nay cng vi qu trnh hi nhp th nc ta v ang a ra cc chnh sch thng thong nhm thu ht cc nh u t t nc ngoi cng nh l cc nh u t trong nc.V th to iu kin thun li cho s xut hin cng s pht trin mnh ca cc cng ty v cc doanh nghip dn n nhu cu t chc hi hp ti cc khch sn cng gia tng ln ng k :hp bo, hi tho, tic

New take-over or partnership opportunities.C hi mi quan h vi i tc.

VD : Tnh t u nm 2011 n nay, c 42 quc gia v vng lnh th c d n u t ti Vit Nam. iu chng t nhu cu t chc hi hp ang l nhu cu cn thit, u t trang thit b c s h tng cho ngnh kinh doanh ny l khng ph.

Economic uptum.Xu hng kinh t tng

International growth.S tng trng ca Quc T

+ e da:

MI E DAV D

Mi gia nhp vo th trng:

New market entrantsBn thn Doanh nghip cn non tr, bc u xy dng trong th trng, cha c nhiu kinh nghim. y l mt e da ln, kh khn cho DN trong vic cnh tranh vi cc i th gi dn trc .Ngy 9/9/2009, InterContinental Hotels Group (IHG), tp on khch sn ln nht th gii tnh theo s lng phng khai trng khch sn InterContinental Asiana Saigon n s chu s cnh tranh gay gt ca cc khch sn cng hng khc nh : NewWorld, Park Hyatt, Caravelle, Riverside,

S cnh tranh tng

Increased competitionTh trng ngy cnh khc lit, c bit trong ngnh du lch ngy cng nhiu Khch sn, Trung tm mc ln. iu ny dn n mc cnh tranh ngy cng cao i vi cc DNNn kinh t Vit Nam ang trn pht trin, ngnh du lch t i ln, cng vi s m ca ca cc Chnh sch Nh nc (cc Lut nh, Thng t,...) dn n s ra i ca nhiu cng ty du lch ( khch sn ). T KS Rex s chu s cnh tranh ln t cc KS cng hng khc nh Park Hyatt, Caravelle, Riverside, Majestic,

p lc t khch hng v nh cung cp tng

Increased pressure from customers and suppliersCc DN chu s nh hng rt ln t Khch hng v Nh cung cp, nht l vi cc DN c quy m lnDo c nhiu khch sn ngy cng ra i nn cc nh cung cp cho cc khch sn ( v mt hng thc phm, cc trang thit b, my mc, ) cng c nhiu la chn. Do khi t chc tic, hi ngh , KS Rex s b chn p gi, t gi c kh cnh tranh bng cc i th.

S thay th

SubstitutesNi v cc sn phm thay th. Bt k DN no cng lo ngi v cc sn phm thay th v n s e da n chnh sn phm ca ta nu Sn phm lm ra khng tt, khng tha mn nhu cu ca khch hng nh: khng ph hp, gi t, sn phm thiu cht lng, chng trnh gi chn khch hng khng tt,Khng hong kinh t ton cu lm cho du khch tht cht trong chi tiu hn. , mt lng ln khch t tic, hi ngh s chuyn hng sang cc khch sn 3 sao hay 4 sao tit kim kinh t, lc ny c th ni Rex mt i khon thu ln, ng thi mt i lng khch hng tim nng nu khng c s iu chnh cho tha ng.

Th trng tng trng thp

Low market growthTh trng tng trng thp, t s cnh tranh lm sao thu ht khch v mnh l vic cc DN quan tm hng u m bo vic kinh doanh c hot ng tt. ng vng v gi thng hiu tt trong th trng th Rex cn n lc nhiu hn na, cn phi to ra nhng sn phm hp dn, p mt, hp nhu cu ca khch v ng thi c nhng chnh sch, cch PR thu ht nhiu khch hng tim nng trong tng lai. Nu khng s b cc Khch Sn khc ginh mt khch.

Chu k kinh t suy thoi

Economic cycle downturnS suy thoi ca th trng kinh t lm nh hng n tt c cc Doanh nghip, n nh hng xu n vic kinh doanh ca DN ng thi lm cho vic cnh tranh ln no ngy cng gia tng.Khng hong kinh t ton cu lm nh hng n Rex. N lin quan n vn ti chnh. Rex phi tht cht hn vic ch tiu, hn ch nhn cng, la chn nh cung cp ph hp, ng thi kh khn trong vic li ko khch. V Khch cng c xu hng hn ch vic chi tiu nhiu hn.

Mi e da t Cng ngh

Technological threatNgy nay cng ngh pht trin vi tc rt nhanh, do cc DN cn phi c nhng khon d tr ln nu khng s tt hu, thua cc i th cnh tranh khc.Rex ang u t sa sang, thay i mt s trang thit b ca b phn Banquet, iu ny l c hi xong cng l thch thc v n nh hng ti cht lng phc v, m quan hin ti ca KS v nh hng dy truyn ti cc b phn trong khch sn Rex: b phn F&B, tic ci, hi ngh,

Thay i trong mi trng chnh tr v kinh t

Change in political or economic environmentCc chnh sch ca Nh nc ta ngy cng m ca, iu ny khuyn khch cc doanh nghip nc ngoi u t vo kh nhiu nn ra i nhiu cng ty du lch ( khch sn ) to nn sc p cnh tranh cho khch sn Rex. Bn cnh , cc lut, ngh nh, thng t rt thng hay thay i iu ny i hi Rex phi theo di v ng dng kp thi c nhng chnh sa v p dng hp l, chnh xc.

S thay i ca Nhn khu hcDemographic change

Nhn khu hc l khoa hc x hi lin quan n cc biu ca kch thc v cu trc dn s, lin quan n dn tc, gio dc, quc tch, tn gio. Kch thc ca dn s r rng s l mt yu t quyt nh kch thc ca lc lng lao ng v tim nng ca th trng. S thay i ca Nhn khu hc c nh hng n DN, n s quyt nh kch thc lc lng lao ng trong x hi v tc ng vo cc ngnh cng nghip v th trng.Ga s lng ngi trong tui lao ng gim xung ng k, KS Rex s gp phi kh khn v vn nhn s (thiu nhn lc, nhn lc gi i, gi chn nhn vin nh th no,). V vy y l mi e da ln nu n xy ra.

Cc ro cn mi i vi thng mi quc t

New international barries to tradeDu lich la 1 ngnh quan trong khng chi do thu c li nhun v ngoi t c gi tr, ma cn th hin tnh a dang va thnh vng cua cac nn vn hoa va con ngi. Tuy nhin n chu s nh hng bi cc Lut l thng mi quc t nh cc chnh sch xut nhp cnh, tng thu,Ga s Khch sn A c nh phn phi cung cp tht b bn Italia nhng nm 2010 c Lut mi quy nh hn ch s lng hng ha vn chuyn qua li gia Vit Nam v Italia v tng gi thu ln 1%. V th l KS A ch nhp c 1 na s hng, v mc gi li phi tr thm 1% tng s hng mua c . T khng th cung cp thc phm cho Khch hng v cn b tng gi tr hng mua, gim khon tin li c c.

Tc ng ca mi trng vo cc hot ngEnvironmental impacts of activities Theo xu hng du lch ca khch quc t hin nay l hng ti cc sn phm du lch xanh, do KS Rex cn phi mua nhng thit b phc v m lm Xanh mi trng. Nhng trong thc t, phn ln Rex cha quan tm nhiu hoc ngi u t thc hin cc bin php bo v mi trng, tit kim nng lng. M bit rng tic, hi ngh thi ra mt lng ln rc thi ra mi trng.

Nhng im n mi

New destinationsNgy cng c nhiu im n mi c khm ph v thu ht khch. iu ny lm thc y cho DN lm sao nu chn khch hng v gi c lng khch hng thng xuyn n .Sapa gi l im n mi hp dn hng nht ca Vit Nam. Hng nm c hng ngn ngi v ni tham quan, t lm gim hn s ngi n Lt, Nha Trang ngh dng.

Strengths

Weakessne-ss

Based on the

internal analysis

of an organization

(Da trn phn tch MT ni b of t chc)

May be able to control. (Nh qun l c th kim sot dc)

Opportuniti-es

Threats

Based on an

analysis of the organizations external environment

(Da trn phn tch MT bn ngoi)

Not may be able to control. (Kh c th kim sot do da trn nhng yu t ca mtbn ngoi ( trnh by trong C7).

Formulate the strategy for the future (Nhn nh chin lc)

SWOT analysis