1. List the strengths and weaknesses, possible opportunities and threats of the enterprise.

2. Advantages, disadvantages, opportunities and threats combine to form SO, ST, WO and WT strategies.

So the strategy: relying on internal advantages and taking advantage of external opportunities.

WO strategy: make use of external opportunities to make up for internal disadvantages.

ST strategy: using internal advantages to avoid external threats.

WT strategy: reduce internal disadvantages and avoid external threats.

3. Identify and select the strategies of SO, ST, WO and WT, and determine the specific strategies and tactics that enterprises should adopt at present.

(analysis usually uses tables, which is more intuitive. You must analyze it and come to a conclusion.

Competitive advantage refers to the ability of an enterprise to surpass its competitors, or the uniqueness of a company to improve its competitiveness. For example, when two enterprises are in the same market or they both have the ability to provide * * * products and services to the same customer group, if one of them has a higher profit rate or profit potential, then we think that this enterprise has a competitive advantage over the other enterprise.

Competitive advantage can be the following aspects:

● Advantages of technical skills: unique production technology, low-cost production mode, leading innovation ability, strong technical strength, perfect quality control system, rich marketing experience, excellent customer service and excellent large-scale purchasing skills.

Advantages of tangible assets: advanced production lines, modern factories and equipment, abundant natural resources reserves, attractive real estate location, sufficient funds and complete information.

● Advantages of intangible assets: excellent brand image, good commercial credit and aggressive corporate culture.

● Advantages of human resources: employees with professional knowledge in key fields have high work enthusiasm, strong organizational learning ability and rich experience.

Advantages of organizational system: high-quality management and control system, perfect information management system, loyal customer base and strong financing ability.

● Competitive advantage: short product development cycle, strong dealer network, good cooperative relationship with suppliers, sensitive response to changes in market environment and leading market share.

Competitive disadvantage (W) refers to what a company lacks or does badly, or what will put the company at a disadvantage.

Factors that may lead to internal defects are:

Lack of competitive skills and technology

Lack of competitive tangible assets, intangible assets, human resources and organizational assets.

● Competitiveness in key areas is being lost.

Potential opportunities for the company:

Market opportunity is the main factor affecting the company's strategy. Company managers should identify every opportunity, evaluate the growth and profit prospects of every opportunity, and choose the best opportunity that can match the company's financial and organizational resources and make the company have the greatest competitive advantage potential.

The potential development opportunities may be:

● The expanding trend of customer base or product market segment.

● Transfer skills and technologies to new products and businesses to serve a larger customer base.

● Forward or backward integration

The market entry threshold is low.

● Ability to acquire competitors.

● Strong market demand growth and rapid expansion.

● Have the opportunity to expand to other geographical regions and expand market share.

External threats endangering the company (t):

In the external environment of the company, there are always some factors that threaten the profitability and market position of the company. Company managers should identify threats that endanger the future interests of the company in time, make assessments and take corresponding strategic actions to offset or mitigate its impact.

The external threats of the company may be:

Strong new competitors will enter the market.

● Substitutes seize the company's sales.

● The market growth rate of major products declined.

● Adverse changes in exchange rate and foreign trade policies.

● Adverse changes in demographic characteristics and social consumption patterns.

● The negotiation ability of customers or suppliers is improved.

● Reduced market demand

● Vulnerable to economic depression and business cycle.

Because of the integrity of enterprises and the extensive sources of competitive advantages, when analyzing advantages and disadvantages, we must make a detailed comparison between enterprises and competitors from every link of the whole value chain. For example, whether the products are novel, whether the manufacturing process is complex, whether the sales channels are smooth and whether the prices are competitive.

If an enterprise's advantages in one aspect or several aspects are the key success factors that enterprises in this industry should have, then its comprehensive competitive advantage may be stronger. It should be pointed out that whether an enterprise and its products have competitive advantages can only be measured from the perspective of existing potential users, not from the perspective of enterprises.

In the process of maintaining competitive advantage, enterprises must deeply understand their own resources and capabilities and take corresponding measures. Because once an enterprise has a competitive advantage in a certain aspect, it will inevitably attract the attention of competitors. Generally speaking, after a period of efforts, enterprises have established a certain competitive advantage; Then, while maintaining this competitive advantage, competitors began to react gradually; Then, if competitors directly attack the advantages of enterprises or adopt other more powerful strategies, this advantage will be weakened. Therefore, enterprises should ensure the lasting competitive advantage of their resources.

The lasting competitive advantage of resources is influenced by two factors: the competitive value of enterprise resources and the duration of competitive advantage.

To evaluate the competitive value of enterprise resources, four tests must be conducted:

1. Is this resource easy to copy? The greater the cost and difficulty of imitating a resource, the greater its potential competitive value.

2. How long can this resource last? The longer a resource lasts, the greater its value.

3. Can this kind of resource really maintain its superior value in the competition? In the competition, a resource should be able to create a competitive advantage for the company.

4. Will this resource be offset by other resources or capabilities of competitors?

There are three main factors that affect the duration of an enterprise's competitive advantage:

(1) How long will it take to build this advantage?

(2) What advantages can be gained?

(3) How long does it take for competitors to react strongly?

If the enterprise analyzes these three factors clearly, it can make clear its position in establishing and maintaining competitive advantage.

Of course, SWOT analysis is more than just four lists. The most important thing is to evaluate the company's strengths, weaknesses, opportunities and threats, and finally draw the following conclusions: (1) How to maximize the use of its own resources under the company's existing internal and external environment; (2) How to establish the company's future resources.

SWOT is the four elements of strength, weakness, opportunity and threat. Advantages, that is, competitive advantages, such as strength scale, talent introduction, assets (intangible and tangible), etc. Disadvantages, that is, factors that you lack or are not conducive to development, such as vacancies in certain functional positions, chaotic share division, poor management and other potential factors that affect development; Opportunities, that is, the impact of social environment, such as * * * support policies, changes in market segments, the loss of competitors, and the reduction of competitive barriers. Including many external factors such as politics, economy, culture, science and technology; Threats are the potential macro-environment that affects the development of enterprises, such as competition barriers, industry thresholds, cultural integration and many other factors. It should be determined according to the industry in which the enterprise is located. I suggest you use Porter's five-force gap model and five service gap models for analysis. If necessary, it is recommended to conduct a market survey and conduct a detailed consumer survey of the target group you are targeting to facilitate your decision-making! Strategic marketing suggests that you should also study deeply. To write a good SWOT, we must plan or perceive the future development direction or potential advantages and disadvantages of the company as a whole, especially the functional department strategy, such as the common 4P +STP strategy. At the same time, Porter's five-force gap model is best combined with SWOT, so it is easy to grasp all aspects of the company.

SWOT analysis of marketing management environment of state-owned commercial banks

Abstract: Marketing environment analysis is the key to the success of commercial banks' marketing. It is very important to analyze the marketing environment faced by commercial banks in China and make clear the opportunities, challenges, advantages and disadvantages faced by commercial banks in order to improve the effectiveness of marketing management of commercial banks in China.

Keywords: marketing management of commercial banks

1 opportunity analysis of marketing management environment of state-owned commercial banks

Market opportunity is the focus of commercial banks' marketing management, and it is also the fundamental survival power of commercial banks' marketing management. Only by recognizing opportunities and seizing them can commercial banks remain invincible in the fierce market competition.

Macroeconomic implementation is good and political stability is maintained. In the past 20 years of reform and opening-up, China's economic development has made great achievements that have attracted worldwide attention. In terms of economic aggregate, China's GDP in 200 1 year was 109655 billion yuan, and reached 18232 1 billion yuan in 2005. High-speed economic growth has greatly improved China's productivity and national strength. In 2005, China's economy surpassed Canadian and Italian to become the sixth largest economy in the world, and it is predicted that it will be the fourth largest economy in the world in 20 10, next only to the United States and Japan, and equivalent to Germany. After more than 20 years of reform, opening up and rapid development, the market supply and demand pattern, economic system environment and foreign economic relations have undergone major changes. These changes have created good opportunities for the development and marketing activities of China commercial banks.

For the marketing of commercial banks, the next 20 years will be a rare period of strategic opportunities for the benign implementation of China's political economy. Taking the 16th National Congress of the Communist Party of China as a new starting point, China has entered a period of building a well-off society in a more pragmatic and all-round way and an adaptation period of joining the World Organization. Basic industries and infrastructure will maintain the growth momentum, the pace of urbanization will be accelerated, the regional economy in developed areas will be further consolidated, and the large-scale development of the western region will continue to make greater progress. All these have created huge business opportunities for China commercial banks to explore the market.

1.2 SMEs are facing a good development momentum. Enterprises are the most important customers of commercial banks, and establishing a stable relationship between banks and enterprises is the key to commercial banks' marketing activities. By analyzing the development situation and trend of enterprises in China, it is found that state-owned enterprises are still the focus of marketing of state-owned commercial banks, but in addition, in order to open up the enterprise market, both state-owned commercial banks and small and medium-sized joint-stock commercial banks should turn their marketing eyes to small and medium-sized enterprises and private economy. For commercial banks, this is a market with great potential. At the same time, the growth of non-public economy also needs a lot of financial support and financial institutions to actively provide financial services, which provides an excellent opportunity for Chinese commercial banks to expand their business market space in marketing.

1.3 emerging industries and advantageous industries have developed rapidly. In the next 20 years, the state will gradually accelerate the adjustment of economic structure and increase the inclination of policies to promote the rapid development of emerging industries and advantageous industries in the era of knowledge economy. Generally speaking, emerging industries, including information industry, biomedicine, new materials, new energy and environmental protection industries, have attracted much attention because of their vast market space and immeasurable potential. At the same time, the country's structural adjustment and macro-control have also accelerated the development of some industries. For example, the cancellation of housing distribution with benefits in kind and personal housing credit have promoted the development of real estate and building materials industries. The country's emphasis on agricultural industrialization and rural urbanization has also greatly promoted the development of related industries. At present, the scale of foreign investment in China is expanding, and the demand for bank credit in education, scientific research, culture, health, press and publication is increasing. The inter-bank market, securities market, fund market, insurance market, futures market and gold market have entered a period of rapid development, and the cooperation space between banks and related market entities has expanded. All these provide good development opportunities for the marketing of commercial banks in China.

1.4 The market potential of residents' consumption is huge. Judging from the changes of residents' consumption structure, the Engel coefficient of residents is decreasing year by year. 1998 The Engel coefficient of rural residents is as high as 53.4%, and they are still in the poverty stage. In 2005, it fell to 45.5% and began to move towards a well-off society. 1998 The Engel coefficient of urban residents was 44.5%, which decreased to 36.7% in 2005, and the well-off society became rich.

On the other hand, the savings deposits of urban and rural residents have increased rapidly. As the picture shows, China's personal consumption market is still in its infancy. With the maturity of consumption concepts such as credit consumption, installment consumption, credit card overdraft and advanced consumption, the marketing potential of personal consumption market will be huge, which should become a main direction of China commercial banks in the future.

Source: Statistical Bulletin on National Economic and Social Development of People's Republic of China (PRC) in 2005, February 28, 2006.

Balance and growth rate of RMB savings deposits of urban and rural residents during the tenth five-year plan period

1.5 The international business market has been further expanded. 20011/On February 65438, 2000, China formally joined the World Trade Organization, and the economic and financial globalization also put China into an open global system through the basic framework of WTO. China's capital, commodities, materials and trade will enter the world market more freely, and China's economy will be full of vitality due to the expansion of the market. At the same time, foreign capital and commodities will enter the China market more quickly, which will give China economic vitality and bring fierce competition pressure to China domestic market economy participants.

Through various exchanges and cooperation with foreign enterprises, financial institutions and departments, the number of foreign-funded enterprises and Sino-foreign joint ventures has increased rapidly, which will make domestic commercial banks face new corporate customers. On the other hand, opening to the outside world has also accelerated the development of international business of domestic commercial banks. So far, the four major state-owned commercial banks in China have developed international business to varying degrees.

2 State-owned commercial banks marketing management environment threat analysis

With the economic and financial globalization and China's entry into WTO, the marketing environment of China Commercial Bank has undergone profound changes. While facing more development opportunities, China's commercial banks are also facing great threats.

2. 1 Challenges of foreign commercial banks Under the framework of WTO, the geographical restrictions for foreign banks to set up branches in China are gradually lifted, and the speed of foreign banks entering the China market will be further accelerated, which poses a great threat to the business development of China commercial banks. First, foreign banks will compete with domestic commercial banks for sources of funds. Secondly, foreign banks have obvious advantages in foreign exchange business and international business. Because foreign banks have the advantages of strong financial strength, flexible service mode, extensive global distribution network, high level of bank marketing management and perfect system, many international settlement businesses and foreign currency businesses with profit growth points will be lost to foreign banks in the future. In a short time, foreign banks will compete for a considerable part of the foreign exchange market. Finally, foreign banks will compete with China Commercial Bank for human resources. At present, the salary of commercial banks in China is much lower than that of foreign banks, and foreign banks also provide employees with opportunities to go abroad for training. Flexible employment system, fair competition, clear rewards and punishments, and many opportunities for talents to display their talents will inevitably make many businesses of China Commercial Bank flow to foreign banks.

2.2 The limit table of business philosophy and mechanism 1 shows the comparison of business philosophy and mechanism between China commercial banks and foreign banks. Under the planned system, the separate operation system of China's commercial banks has played a good role in rectifying the financial order, protecting the interests of investors, improving the overall efficiency of the financial system and preventing financial risks. However, in practice, the separate operation of banks will lead to the lack of operational means, limited business development space and concentrated operational risks. Under the framework of WTO, the coexistence of mixed operation system and foreign banks is not conducive to the flexible and effective asset portfolio and risk diversification of Chinese commercial banks and the establishment of internal stability mechanism; It is not conducive for banks to enter the international market competition and form a bank-enterprise group with certain advantages in the international market. If the separate operation system in China is not reformed, the mixed operation of foreign banks will pose a huge institutional challenge to the development of commercial banks in China.

Table 1 Comparison of Management Concepts and Mechanisms between China Commercial Bank and Foreign Banks

China Commercial Bank, Foreign Bank

Supervision mode: separate operation, separate management and mixed operation.

The general branch system of management system focuses on network management.

The standard total assets to determine the size of a bank, that is, the tier-one capital of the bank.

The business philosophy is bank-oriented, sales-oriented and customer-oriented.

Focus on business, absorb deposits and issue loans: key customers

The third party guarantees the borrower's credit and economic strength.

Source: Hu Haiou, et al., Comparison of Chinese and Foreign Banks' Management Concepts and Mechanisms, City Finance News, 2002, 65438+10.20.

2.3 Contraction of business space and spread space From the perspective of business space, the development of non-bank financial institutions and securities markets will bring about great changes in social financing channels, which will inevitably lead to further contraction of business space of commercial banks. On the one hand, China's non-bank financial institutions have developed rapidly. The development of these non-bank institutions diverted a large part of social funds, further shrinking the sources of funds for commercial banks. With the further development of non-bank financial institutions, this shrinkage will gradually deepen. On the other hand, China's securities market is in the process of deepening development. In the past 20 years, China's securities market has developed rapidly. Therefore, the bank loan business will decrease with the increase of financing channels. This is a great challenge for China Commercial Bank, which is mainly engaged in traditional business. According to the questionnaire survey of urban depositors in the fourth quarter of 2006 by the People's Bank of China, residents' willingness to save has weakened, and bank deposits tend to be short-term. In addition to stocks, the number of residents who buy financial assets such as treasury bonds, insurance and funds has increased significantly. The residents of 1.5 intend to change the existing financial asset structure and further increase the investment ratio.

To sum up, only by analyzing the changes of macro-economic and financial concepts and micro-environment, can commercial banks firmly grasp the strategic opportunities and their own advantages in bank marketing management, seek advantages and avoid disadvantages, and enhance the systematicness, foresight and success of marketing management.

References:

1 China national strength report [M]. China Times Economic Publishing House, 2005, 1:23-24 pages.

2 Hu seagull. Comparison of Chinese and foreign bank management concepts and mechanisms [J]. Urban Financial News, 2002, 1, 20

SWOT Analysis of Marketing From this assignment, we can see that your teacher is an irresponsible pig.

The application of swot analysis in marketing strategy SWOT analysis is an analysis rule often used in advertising planning, which is the English initials of strength, weakness, opportunity and threat respectively. The case is as follows:

Haier's SWOT analysis

Haier Group is the fourth largest white goods manufacturer in the world and the first among the top 100 electronic information enterprises in China. It has more than 240 legal entities and established localized design centers, manufacturing bases and trading companies in more than 30 countries around the world. The total number of employees in the world exceeds 50,000, focusing on the development of four pillar industries: science and technology, industry, trade and finance. In 2005, Haier's global turnover reached 654.38+0039 billion yuan (US$ 654.38+028 billion). The following is Haier's SWOT analysis:

Advantages: Haier has nine products that rank first in the industry in China market, and three products that rank in the top three in the world market share, and are at the world leading level in the technical fields such as smart home integration, network appliances, digitalization, large-scale integrated circuits and new materials. Demonstrate development strength in the international market. "Innovation-driven" Haier Group is committed to providing global consumers with solutions to meet their needs and achieving a win-win situation for enterprises and users. At present, Haier has applied for 6 189 patents (including 8 19 invention patents) and owns 589 software copyrights. On the basis of independent intellectual property rights, Haier also presided over or participated in the revision of nearly 100 national standards. Among them, Haier water heater anti-electric wall technology and Haier washing machine dual power technology have also been included in the IEC international standard proposal, which proves that Haier's innovation ability has reached the world-class level. In the practice of innovation, Haier's "OEC" management model, "market chain" management and "integration of people and single" development model have attracted great attention from the international management community. At present, Harvard University, University of Southern California, IMD International School of Management in Switzerland, European School of Management in France, Kobe University in Japan and other business schools have conducted special case studies on this, and Haier's "market chain" management has also been included in the EU case base. Haier's "one person, one order" development model provides innovative thinking for solving the global business inventory and overdue accounts receivable, and is praised by the international management community as a management model of "keeping the pulse of global business". Haier sometimes includes: long-term cultivation of corporate culture; The quality of employees is relatively high; A good foundation for years of standardized management; Really regard informatization as the number one project, few bosses analyze informatization so thoroughly and explain it so clearly; The concept change comes first, and the process reengineering comes later. The two complement each other and move forward interactively. Since Zhang Ruimin smashed the refrigerator, Haier's concept change is the first, and Haier has been out of control since then. Wait a minute. Compared with foreign companies, Haier's informatization has a strong advantage of being a latecomer, and Dell's environment in 200 1 and 1995 has been very different. With the wide spread of inter in the world and the full-scale informatization of international large enterprises, it is certainly easier for Haier to make achievements based on the successful experience of foreign enterprises.

Disadvantages: Haier lacks communication and public relations skills, which will make it very difficult for China to acquire enterprises in the future. The lack of Haier's public relations is largely due to some problems in Haier's appointment mechanism, which only pays attention to the investigation of technology and knowledge and ignores the investigation of personal ability. Haier has developed so fast these years that we have no doubt about its internationalization. Informatization is in full swing, but internal informatization means external informatization, especially the electronic data exchange with domestic suppliers and distributors has been in a dilemma, and it is still difficult to completely reduce the procurement and distribution costs. Haier's wish is good. It hopes that the informatization level of its suppliers and distributors can keep up with itself, but the actual situation is quite different from the forecast. No one can keep up with Haier's pace, and Haier can't speak in the end. Which economists can really make online orders with Haier? Is ordering by individual users a news gimmick? Limited by the national conditions, the method must be flexible, and the result is to return to the original telephone and fax ordering process, and "informatization" is futile. The uncoordinated and unsynchronized external environment is an important reason for Haier's unsuccessful external informatization, which may be unexpected by Haier, but it may also be that even if it knows the result, it is necessary to bite the bullet and do it. Who let it go, Haier! Haier strives for the first place everywhere!

Opportunity: A great part of Haier's great success lies in its corporate culture, which is made out of nothing-Haier's cultural view is that everyone is a talent, and horse racing is not like a horse-Haier's talent view is to seek potential first, then profit-Haier's war enterprises are everywhere like a ball market on a slope, and everyone has a city brand as a sail, and users are teachers-Haier's brand marketing enterprises live in the soil of users-Haier's service comes out. If Haier wants to make great progress in the future, it must continue to take Haier's corporate culture as a benchmark. At the same time, we should pay attention to scientific and technological innovation and realize enterprise informatization. At the same time, with the increasing trend of internationalization, Haier is facing great opportunities and challenges. Haier's development opportunity lies in grasping the pulse of the times, advancing with the times and constantly innovating. Haier's future development direction mainly depends on three shifts. First, the transfer of internal organizational structure; Second, the domestic market has turned to the international market, not referring to the export of products, but to set up factories and companies overseas; The third is to shift from manufacturing to service, so as to achieve front-end design and back-end service. In this case, we should seize the opportunity, meet the challenge and create a world famous brand.

Threats: At present, Haier still faces many threats. With the continuous rise of home appliance enterprises and the continuous progress of technology, Haier must constantly improve the level of scientific and technological innovation, and then improve its own advantages. In addition, we should develop in the direction of multi-industry and improve our competitiveness. Facing Haier's informatization, domestic colleagues are stepping up their own internal informatization and are about to watch the excitement of Haier's external informatization. This is the threat that Haier faces. Competitors are eyeing Haier. Those who dare to eat crabs may be heroes, but they may not succeed. The stagnation of Haier's external informatization has also given a blow to the domestic informatization industry; It can be predicted that once the time for external informatization is ripe, from a technical point of view, no one will be much slower than anyone else; If we put aside the publicity effect of Haier brand for many years, the external informatization growth of Haier competitors is only overnight.

Any enterprise will face one problem or another in the process of development. We should prevent delay. Facing the new conditions of global competition, Haier has established a global brand strategy, launched the enterprise spirit of "creating resources and enjoying a world-renowned reputation" and the work style of "one person, one person, making a quick decision, making a quick decision", challenging itself and tomorrow, and constantly innovating to build China people's own world famous brand!

Using swot to analyze the occupation after three years, the swot analysis of marketing is not used in this way. . .

Even if you analyze it, you will also analyze your strengths and weaknesses, opportunities and threats. . . Other analysis can't come out.

How to apply SWOT analysis when analyzing the marketing environment of enterprises? 1. When analyzing the marketing environment of an enterprise, we should study the opportunities faced by the enterprise under the background of the big environment. For example, national industrial policies, opportunities for regional development, or opportunities brought about by the breakthrough of enterprises' own development.

2. While analyzing the opportunities, we should also see what the challenges are.

3, the enterprise's own advantages

4. The shortcomings of the enterprise

Well, I studied marketing in a foreign university. I hope I can help you by talking about what I have learned and my views.

4P and SWOT are the two most important parts in marketing. Among them, SWOT mainly focuses on strategy, and 4P focuses on products.

Strength and wisdom. Strength and weakness in weakness

For the whole SWOT, it's not just about analyzing your own enterprises and products, but also analyzing competitors, because obviously, the weakness of competitors is that you can take advantage of me. Similarly, your weakness is obviously the strength of your competitors. Therefore, SWOT analysis is divided into two parts, namely, Pany's SWOT &; The SWOT of Petitors should be analyzed and compared at the same time.

Opportunities and challenges. Threatening opportunities and threats

Similarly, you should also consider yourself and your competitors. In the same market, competitors are people who share a piece of the action with you. Therefore, when the opportunity comes, you are also sharers, and each of you has the possibility to seize it. Therefore, how to seize the opportunity faster and more stably than your competitors is what needs to be done. There are naturally two aspects to threats. On the one hand, it is the threat brought by the macro-viewing environment itself in marketing, such as economic crisis, subprime mortgage crisis and falling crude oil prices. When some big factors threaten the sales of your products, you should take them into account and analyze them; On the other hand, the threat comes from competitors, which undoubtedly needs no explanation.

Then there is the relationship between SW and OT. In a word, software analysis is the basis of optimality analysis, and optimality analysis is the goal of software analysis. In fact, the two are carried out simultaneously, and there is no absolute order.

By the way, the related concept is petitor.

Competitors include direct, indirect and potential.

The concept of direct petitor is that your competitors have the same market and target market as you and sell the same products. For example, Coca-Cola and Pepsi are direct competitors of each other.

The concept of indirect petitor is that competitors have the same market as you, define the market, but sell different products. For example, Coca-Cola and iced tea are indirect petitor.

-Potential small companies have potential hidden competitors. Its concept is that although competitors did not sell their products and seize the market during this period, they have such potential and threats. For example, seven months before Google launched its mobile phone, Apple had received the news and designated it as its biggest potential small competitor, because Google did not launch its products, but it had the absolute strength and possibility to launch them.

That's basically it. On the whole, I hope I can give you some help _

What role does SWOT analysis play in marketing? It can accurately help enterprises locate their core competitiveness, core products and even core keywords.

The key of SWOT analysis is to find a competitor first. All strengths, weaknesses, business opportunities and crises are relative data obtained by comparing with competitors.