-
Business
, ÉÉ¥¥¥÷aˢ
"
thepur weakness threats
to
try and
get a
quick insight of the business to make sure
you
know
about the business
enough Once you know
. your strengths and
weaknesses start about improving Your business
you
thinking
can
,
.
There are two main to undertake SWOT
ways a .
A top-down be used controlled boss and
process
by
can
, the
carried out
by management consultants answerable
the fogs However there is a risk that
,
only to
top-down
.
a
lack the insight required for a
helpful SWAT
process will
The ideal SWAT would be conducted
analysis .
in a consul five
manner where the boss
,
would visit each department
to the and talk
employees .
sÉpptuiti-
infweneedfy%fernhaldfa.tt??&Im-=examp1e
mr=_
A
key starting point in
analysing strengths
and weaknesses is to mostly
distinguish between
those that and those
demography ( rise ,
are
that matter and fall the
it's
important
in population )
to break down .
new
laws ,
the regulations technological
and
company 's key Performance
factors
,
These are the indicators economic
change ( sharp fall in the
,
,
measures of
weakness . strength and oil prices ) .
the most
common at • done
, are : can
* i.am . .
•mama,
☐
sʰ this year compared with
and threats ?
≥
the last .
2) market share →
competitors
Do the SWAT analysis
CapaTition
.
3) .
to prevent threats and
welcome the opportunities .
?⃝ ?⃝
, accounts Refer to the future
Management →
Published accounts → Refer to the past
Financial objectives :
#É
maximising profits
2) Shareholders
.
'
( stakeholder mapping )
return
3) ROCE
.
targets ( return in capital involved )
4) Financial
.
5) efficiency targets
Liquidity %gearing targets .
lnftuenes ↓
PFE -
external +
competition
Internal : corporate objectives attitude to risk time , scale,
( financial
,
size
number ofposition , staff location )
&Mµ◦fem%
, .
Profit
margins :
Profit show the percentage of that becomes
margins revenue
profit .
2Sortsofasset@
Balance sheets
"
→ Liabilities non current current assets
( what +
-#
we
owe
)
↓ ↓
Capital Assets things that one use
can be used
(share ( what only
capital ) many
we own
,
times ( vans ( cash
)
loans , reserves ) ,
receivables ,
2 sorts of
liabilities inventory)
cash receivables ←
,
non -
current current
bad ( payable
loan paid
pent ,
wages (
more
,
than '2
months 12
within
months )
e.
g. rent ,
wages
, ciaffii§☒Éii
IF
Internal to a business show how well the
cash
-
is
within the
business managed
payable days
payable ( balance
-
sheet) / cost of sales ( income statement ) ✗ 365
Receivable
a business )
days(howlongdoesittateforawstomertopayhᵈ
Receivables =
RICH /reuenuex36t5_
a
turnover (
Inventory
does business
how
it 's
many times per year
☒ᵈ
a sell total
inventory ) .
Costs of
goods sold
/ inventory f- times
1. service businesses do not need this
per year ) .
inventory
Liquidity
.
=
w!Y¥i?Éties
current ratio of 1.5 that the
mean
company 's debts due in a
year
are less
than it 's assets 1.5 2 is
good ratio for
-
. a
company
a
.
Highly geared business that the debt
trigger
means
is in
relation to It increases
business and if
equity .
financial risk of the
interest rates rise the
would
struggle to
,
company
pay off the debts
operating
.
profit 3.3m =
32.3-a7 ✗ coo = 16,5%
People who for example
are interested in the business ,
shareholders need to look at the financial statement to
,
make sure the company is not losing money .
Business
, ÉÉ¥¥¥÷aˢ
"
thepur weakness threats
to
try and
get a
quick insight of the business to make sure
you
know
about the business
enough Once you know
. your strengths and
weaknesses start about improving Your business
you
thinking
can
,
.
There are two main to undertake SWOT
ways a .
A top-down be used controlled boss and
process
by
can
, the
carried out
by management consultants answerable
the fogs However there is a risk that
,
only to
top-down
.
a
lack the insight required for a
helpful SWAT
process will
The ideal SWAT would be conducted
analysis .
in a consul five
manner where the boss
,
would visit each department
to the and talk
employees .
sÉpptuiti-
infweneedfy%fernhaldfa.tt??&Im-=examp1e
mr=_
A
key starting point in
analysing strengths
and weaknesses is to mostly
distinguish between
those that and those
demography ( rise ,
are
that matter and fall the
it's
important
in population )
to break down .
new
laws ,
the regulations technological
and
company 's key Performance
factors
,
These are the indicators economic
change ( sharp fall in the
,
,
measures of
weakness . strength and oil prices ) .
the most
common at • done
, are : can
* i.am . .
•mama,
☐
sʰ this year compared with
and threats ?
≥
the last .
2) market share →
competitors
Do the SWAT analysis
CapaTition
.
3) .
to prevent threats and
welcome the opportunities .
?⃝ ?⃝
, accounts Refer to the future
Management →
Published accounts → Refer to the past
Financial objectives :
#É
maximising profits
2) Shareholders
.
'
( stakeholder mapping )
return
3) ROCE
.
targets ( return in capital involved )
4) Financial
.
5) efficiency targets
Liquidity %gearing targets .
lnftuenes ↓
PFE -
external +
competition
Internal : corporate objectives attitude to risk time , scale,
( financial
,
size
number ofposition , staff location )
&Mµ◦fem%
, .
Profit
margins :
Profit show the percentage of that becomes
margins revenue
profit .
2Sortsofasset@
Balance sheets
"
→ Liabilities non current current assets
( what +
-#
we
owe
)
↓ ↓
Capital Assets things that one use
can be used
(share ( what only
capital ) many
we own
,
times ( vans ( cash
)
loans , reserves ) ,
receivables ,
2 sorts of
liabilities inventory)
cash receivables ←
,
non -
current current
bad ( payable
loan paid
pent ,
wages (
more
,
than '2
months 12
within
months )
e.
g. rent ,
wages
, ciaffii§☒Éii
IF
Internal to a business show how well the
cash
-
is
within the
business managed
payable days
payable ( balance
-
sheet) / cost of sales ( income statement ) ✗ 365
Receivable
a business )
days(howlongdoesittateforawstomertopayhᵈ
Receivables =
RICH /reuenuex36t5_
a
turnover (
Inventory
does business
how
it 's
many times per year
☒ᵈ
a sell total
inventory ) .
Costs of
goods sold
/ inventory f- times
1. service businesses do not need this
per year ) .
inventory
Liquidity
.
=
w!Y¥i?Éties
current ratio of 1.5 that the
mean
company 's debts due in a
year
are less
than it 's assets 1.5 2 is
good ratio for
-
. a
company
a
.
Highly geared business that the debt
trigger
means
is in
relation to It increases
business and if
equity .
financial risk of the
interest rates rise the
would
struggle to
,
company
pay off the debts
operating
.
profit 3.3m =
32.3-a7 ✗ coo = 16,5%
People who for example
are interested in the business ,
shareholders need to look at the financial statement to
,
make sure the company is not losing money .
