Be clear

Then, according to the specific situation, combined with SW SO WT, the combination of factors is analyzed ~ and the strategy is grasped.

Look at the example.

I. Overview

A listed company is a large-scale manufacturing enterprise in domestic household appliances, electronics, communications, network services and other fields. Although it has been ranked among the top 100 domestic electronic industries for many years, it has been in the fifth and sixth position in the main household appliance business. The company hopes to grow into the strongest world-class enterprise in China as soon as possible, and invites McKinsey & Company to conduct in-depth research, consultation and suggestions on the enterprise. According to the consulting suggestion of McKinsey & Company, that is, to optimize the annual controllable purchase of 6 billion yuan through e-commerce, in order to achieve the purpose of controlling costs and improve the profitability and market competitiveness of enterprises, the company set up an e-commerce branch (EB for short) in July 2000. After more than three years of operation, EB has made some achievements in helping the head office control costs, but its role in improving the profitability and market competitiveness of the head office has not been fully reflected, and the further implementation of e-commerce model in a wider scope has encountered great resistance and obstacles. In this case, it is very necessary and important to make a SWOT analysis of e-commerce, clearly grasp the advantages and disadvantages of e-commerce, and see the opportunities and threats presented by the surrounding environment, so as to realize the initial goal of establishing e-commerce and explore how to make better use of e-commerce to serve the head office.

Second, the basic situation

EB recruits people who are familiar with IT technology or operation mode to be general managers, and forms various departments. EB serves the Treasury Department of the Head Office internally, and is responsible for purchasing, establishing platform buyer members, establishing online components and product catalogs, setting up and executing electronic purchasing, collecting purchasing data and customized reports, and placing orders with suppliers through the platform. EB provides external services for supplier enterprises, establishes platform seller members for supplier enterprises, conducts operation training and opens special mailboxes. EB not only accrues a certain percentage of expenses as income according to the reduction of the procurement cost of raw materials and equipment brought to the head office by the actual online procurement, but also collects the annual service fee of the platform of the supplier enterprise. In addition, EB also conducts various business explorations by providing online advertisements to enterprises, providing its own e-procurement for supplier enterprises through platforms, and consulting and implementing e-commerce platforms for other enterprises through technical experience.

EB introduced the electronic trading platform system of an internationally renowned company, which is also the company's first Chinese version of the electronic trading platform system. Localization should be undertaken by the system supplier. Although Chinese vocabulary is not completely in line with domestic habits, the system still has obvious technical advantages in the national enterprise-level electronic trading system, but the customization of mature platform products is limited by the confidentiality of the system source code, and the future upgrade depends on the company.

EB found that in terms of seller members, existing suppliers and potential suppliers are scattered all over the country, and most of the existing standard parts suppliers are in a state of mature product technology and low management level, and the necessary equipment and facilities for online transactions are incomplete; In addition, it is difficult to attract high-level suppliers who can adapt to the operation of e-commerce because of the second phalanx position of the head office in the home appliance industry market and the harsh procurement settlement system (six-month commercial acceptance bill payment).

At the same time, because the Treasury Department of the Head Office is used to face-to-face purchasing by buyers, if the whole information channel and management mode are complete,

According to the requirements of e-commerce, the existing operation flow and working mode of the financial department will be completely changed. Moreover, EB is mainly composed of people who are familiar with the technology and application of e-commerce, but do not understand the main household appliances and electronics industries of the head office. For the sake of stability, the Treasury Department of the Head Office adheres to the dual-track system of e-procurement and traditional procurement to avoid many unforeseen problems caused by immature e-procurement.

Practice has proved that the dual-track system did play a very good insurance role in the initial stage: it can effectively remind sellers who have no experience and habits in electronic trading to timely inspect the goods and take orders through traditional means, but it also greatly increases the additional operating costs, and the role of e-procurement has not been fully reflected, so some suppliers have a dependence mentality, and they do not cooperate with the notice and results of online trading, and their attitudes are not positive.

In addition, the Treasury Department of the Head Office only uses a platform bidding procurement function through the e-procurement platform to determine the framework agreement object and order allocation ratio for the annual procurement of some parts. As for the specific procurement operation, the traditional mode is still used, and many procurement functions such as catalog procurement and online negotiation provided by the electronic procurement platform are not enabled. Only in this way, according to the requirements of the Ministry of Finance, EB has conducted online bidding for more than 20 components of all hundreds of purchasable components, which is 9%~65% lower than the original procurement cost. The promotion of other domestic and foreign service projects has made little progress.

At this time, the main competitors of the head office in China have also started to establish their own e-procurement platforms, and most of them have customized a series of systems in line with the actual situation of enterprises through independent development of software, with the intention of controlling their own procurement links and reducing costs through the platforms. Of course, due to the immature technology, various problems often appear in use. In addition, the third-party e-commerce service platform has begun to appear in the electronic component industry, and more component suppliers can have the opportunity to realize electronic transactions with purchasing enterprises through the third-party platform.

With the continuous progress and popularization of e-commerce technology, more and more excellent parts suppliers already have quite mature network communication facilities and electronic trading conditions. At the same time, the home appliance electronics industry has also stepped into the multi-level price competition stage of high-end products with new technologies and new functions from the simple price war of low-end products.

Third, the application basis of the analysis model

It is not difficult to see from the basic situation that EB is in a difficult situation. In this regard, we need to have a good understanding of the development space (opportunities) and constraints (threats) that the external environment can provide to EB, and grasp the existing factors (advantages) that enable enterprises to win the competition and the factors (disadvantages) that hinder enterprises from winning the competition in time. Through analysis, we can make use of environmental opportunities, weaken threats, and combine the strengths and weaknesses of EB company's internal capabilities to conduct SWOT analysis, so as to clearly grasp the development direction and specific measures that should be chosen in the future. Therefore, we

Fourthly, the establishment and analysis of SWOT model.

The internal elements of EB mainly include platform technology, functional value and value realization, as well as team ability and platform service price. According to the actual situation, from the internal elements of EB, compared with competitors' e-procurement platforms, it is not difficult to sum up the advantages and disadvantages of relevant internal elements:

Advantages over competitors:

1, the platform has advanced technology and complete functions.

2. Low cost

Disadvantages relative to competitors (w):

1, the existing personnel are not familiar with the main business of home appliances and electronics of the head office.

2. The platform utilization rate is low.

3. Less platform customization development.

On the other hand, the external elements of e-commerce are: internal customers (Treasury Department of the Head Office), external customers (existing and potential suppliers), platform system providers and the e-commerce climate of society. According to the actual situation, we summarized the opportunities and threats brought by external factors to e-commerce:

Opportunities in the external environment:

1. Many enterprises have optional suppliers.

2. The informatization level of suppliers has been continuously improved.

The threat of external environment (t):

1. The Treasury Department of the Head Office has insufficient knowledge of e-procurement.

2. The existing settlement conditions are harsh and the purchase volume is small.

3. The cost of system upgrading is high.

According to the preliminary summary of various elements, we can see that the existing EB personnel are not familiar with the main business of home appliances and electronics in the head office, which leads to the gap in knowledge and concept when communicating with suppliers and the head office's finance department on the issue of transplanting traditional procurement to e-commerce, which can neither help enterprises seize the opportunity of external suppliers nor effectively change the threat of insufficient understanding of e-procurement in the head office's finance department in time. Moreover, it is also the same restrictive factor that causes the disadvantage of platform utilization efficiency. Therefore, the most important factor limiting the survival and development of EB is that the existing personnel are not familiar with the main business of home appliances and electronics in the head office.

Although harsh settlement conditions and small procurement scale are problems between the head office and external suppliers, it objectively determines that it is difficult for supplier enterprises to obtain good value returns through EB, which will greatly weaken the advantage value of low platform service fees; Similarly, although there are many suppliers to choose from and the degree of supplier informatization is also improving, it is difficult for most excellent suppliers to cooperate with the head office. Therefore, harsh settlement conditions and small purchases are another factor that hinders the development of EB.

The technical framework of the whole e-procurement platform is a mature system imported from internationally renowned companies. Such a system does not open the source code to customers, and any modification and adjustment of the design system kernel must be completed by the system supplier. In the future, with the improvement of social e-commerce environment, the overall upgrade of the system can not be separated from the original suppliers. If EB wants to extend the new customization function by itself, it can only be realized by connecting plug-in system, which involves a smooth interface. Therefore, on the one hand, a mature system can help enterprises avoid unnecessary technical risks and the lack of conventional functions, on the other hand, it will also bring additional costs to enterprises in customized secondary development and technical upgrading.

From the above analysis, we can easily see that it is a serious disadvantage that the existing personnel are unfamiliar with the main business of home appliances and electronics in the head office, which makes it impossible for EB to take advantage of the opportunities of external suppliers to promote its own development through its own technological advantages and platform charging advantages, thus fueling and strengthening the threat of major external constraints. Therefore, for EB, firstly, it is necessary to weaken or eliminate the disadvantage that the existing personnel are not familiar with the main business of home appliances and electronics of the head office, so as to reduce the environmental threat and enable enterprises to give full play to their technological advantages, take advantage of the opportunity of suppliers, reach an understanding and cooperate effectively with the financial department of the head office. Therefore, weakening and eliminating the disadvantage that the existing personnel are unfamiliar with the main business of home appliances and electronics in the head office is the key to realize the EB value goal and the strategic goal of the head office itself.

In view of the constraints of harsh settlement conditions and small procurement scale, we should see that external factors are not at the EB level, but at the head office and the treasury department of the head office. The provisions on the settlement method of purchase payment shall be determined by the Head Office according to its actual financial operation and fund control policies, and implemented by the Finance Department. The purchase quantity is determined by the actual purchase demand determined according to the sales order of the enterprise. These factors constitute the internal factors at the head office level and are the objective reality environment that EB cannot change. Therefore, it is impossible for EB to formulate corresponding strategies for this external constraint, and it can only draw the attention of the Head Office to the consequences and impacts caused by this factor.

Due to the threat posed by system suppliers, although there is little customized development of the platform at present, the platform functions can still meet the use needs of the Treasury Department of the Head Office due to the excellent functional integrity of mature systems. As for the additional costs that may be caused in the future development and the coordination problems in the process of platform adjustment, it is necessary to judge by comparing the contribution value of the platform to conventional use. That is to say, if the value brought by the normal operation and use of the platform system to EB, the Treasury Department of the Head Office and suppliers greatly exceeds the additional cost and coordination work brought by the platform upgrade or adjustment, then this threat constraint can be regarded as an extremely weakened factor, and it is unnecessary to formulate corresponding strategies and put them into action.

I. Suggestions on strategic choice

According to the analysis in the last part, we can make it clear that the strategic choice of e-commerce should be the strategy of combining WO with WT * * * *;

1, wo, through learning and training, improve EB personnel's understanding of home appliance electronic business, thus strengthening EB's communication and coordination ability with supplier enterprises. Through effective communication, suppliers can understand the protection of their own interests, so that electronic trading platforms can rely on technological advantages, make full use of numerous suppliers and increasingly information opportunities, attract suppliers to join by providing various services that meet the needs, and better optimize the supplier team.

2, WT, through improving EB personnel's understanding of home appliance electronic business, strengthen EB's communication and coordination ability with the treasury department of the head office, and through effective communication, improve the understanding of the treasury department of the head office on electronic procurement and strengthen their cooperation. In this way, e-procurement can get the full support of the treasury department, the utilization rate of the platform will be improved, and the technical advantages of the platform will have a chance to play a role.