Swot Analysis of "Antitrust and Competitive Strategy in the 1990s" written by Anita M. McGahan includes – strengths weakness that are internal strategic factors of the organization, and opportunities and threats that Antitrust Judicial facing as an external strategic factors. Some of the topics covered in Antitrust and Competitive Strategy in the 1990s case study are - Strategic Management Strategies, Competition, Competitive strategy, Corporate governance, Policy and Strategy & Execution.
Some of the macro environment factors that can be used to understand the Antitrust and Competitive Strategy in the 1990s casestudy better are - – supply chains are disrupted by pandemic , customer relationship management is fast transforming because of increasing concerns over data privacy, digital marketing is dominated by two big players Facebook and Google, increasing inequality as vast percentage of new income is going to the top 1%, there is increasing trade war between United States & China, competitive advantages are harder to sustain because of technology dispersion, technology disruption,
increasing energy prices, increasing transportation and logistics costs, etc
Introduction to SWOT Analysis of Antitrust and Competitive Strategy in the 1990s
SWOT stands for an organization’s Strengths, Weaknesses, Opportunities and Threats . At Oak Spring University , we believe that protagonist in Antitrust and Competitive Strategy in the 1990s case study can use SWOT analysis as a strategic management tool to assess the current internal strengths and weaknesses of the Antitrust Judicial, and to figure out the opportunities and threats in the macro environment – technological, environmental, political, economic, social, demographic, etc in which Antitrust Judicial operates in.
According to Harvard Business Review, 75% of the managers use SWOT analysis for various purposes such as – evaluating current scenario, strategic planning, new venture feasibility, personal growth goals, new market entry, Go To market strategies, portfolio management and strategic trade-off assessment, organizational restructuring, etc.
SWOT Objectives / Importance of SWOT Analysis and SWOT Matrix
SWOT analysis of Antitrust and Competitive Strategy in the 1990s can be done for the following purposes –
1. Strategic planning using facts provided in Antitrust and Competitive Strategy in the 1990s case study
2. Improving business portfolio management of Antitrust Judicial
3. Assessing feasibility of the new initiative in Strategy & Execution field.
4. Making a Strategy & Execution topic specific business decision
5. Set goals for the organization
6. Organizational restructuring of Antitrust Judicial
Strengths Antitrust and Competitive Strategy in the 1990s | Internal Strategic Factors
What are Strengths in SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The strengths of Antitrust Judicial in Antitrust and Competitive Strategy in the 1990s Harvard Business Review case study are -
Highly skilled collaborators
– Antitrust Judicial has highly efficient outsourcing and offshoring strategy. It has resulted in greater operational flexibility and bringing down the costs in highly price sensitive segment. Secondly the value chain collaborators of the firm in Antitrust and Competitive Strategy in the 1990s HBR case study have helped the firm to develop new products and bring them quickly to the marketplace.
Successful track record of launching new products
– Antitrust Judicial has launched numerous new products in last few years, keeping in mind evolving customer preferences and competitive pressures. Antitrust Judicial has effective processes in place that helps in exploring new product needs, doing quick pilot testing, and then launching the products quickly using its extensive distribution network.
Organizational Resilience of Antitrust Judicial
– The covid-19 pandemic has put organizational resilience at the centre of everthing that Antitrust Judicial does. Organizational resilience comprises - Financial Resilience, Operational Resilience, Technological Resilience, Organizational Resilience, Business Model Resilience, and Reputation Resilience.
Diverse revenue streams
– Antitrust Judicial is present in almost all the verticals within the industry. This has provided firm in Antitrust and Competitive Strategy in the 1990s case study a diverse revenue stream that has helped it to survive disruptions such as global pandemic in Covid-19, financial disruption of 2008, and supply chain disruption of 2021.
High brand equity
– Antitrust Judicial has strong brand awareness and brand recognition among both - the exiting customers and potential new customers. Strong brand equity has enabled Antitrust Judicial to keep acquiring new customers and building profitable relationship with both the new and loyal customers.
Learning organization
- Antitrust Judicial is a learning organization. It has inculcated three key characters of learning organization in its processes and operations – exploration, creativity, and expansiveness. The work place at Antitrust Judicial is open place that encourages instructiveness, ideation, open minded discussions, and creativity. Employees and leaders in Antitrust and Competitive Strategy in the 1990s Harvard Business Review case study emphasize – knowledge, initiative, and innovation.
Strong track record of project management
– Antitrust Judicial is known for sticking to its project targets. This enables the firm to manage – time, project costs, and have sustainable margins on the projects.
Ability to lead change in Strategy & Execution field
– Antitrust Judicial is one of the leading players in its industry. Over the years it has not only transformed the business landscape in its segment but also across the whole industry. The ability to lead change has enabled Antitrust Judicial in – penetrating new markets, reaching out to new customers, and providing different value propositions to different customers in the international markets.
Training and development
– Antitrust Judicial has one of the best training and development program in the industry. The effectiveness of the training programs can be measured in Antitrust and Competitive Strategy in the 1990s Harvard Business Review case study by analyzing – employees retention, in-house promotion, loyalty, new venture initiation, lack of conflict, and high level of both employees and customer engagement.
Analytics focus
– Antitrust Judicial is putting a lot of focus on utilizing the power of analytics in business decision making. This has put it among the leading players in the industry. The technology infrastructure suggested by Anita M. McGahan can also help it to harness the power of analytics for – marketing optimization, demand forecasting, customer relationship management, inventory management, information sharing across the value chain etc.
Sustainable margins compare to other players in Strategy & Execution industry
– Antitrust and Competitive Strategy in the 1990s firm has clearly differentiated products in the market place. This has enabled Antitrust Judicial to fetch slight price premium compare to the competitors in the Strategy & Execution industry. The sustainable margins have also helped Antitrust Judicial to invest into research and development (R&D) and innovation.
Low bargaining power of suppliers
– Suppliers of Antitrust Judicial in the sector have low bargaining power. Antitrust and Competitive Strategy in the 1990s has further diversified its suppliers portfolio by building a robust supply chain across various countries. This helps Antitrust Judicial to manage not only supply disruptions but also source products at highly competitive prices.
Weaknesses Antitrust and Competitive Strategy in the 1990s | Internal Strategic Factors
What are Weaknesses in SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The weaknesses of Antitrust and Competitive Strategy in the 1990s are -
High dependence on star products
– The top 2 products and services of the firm as mentioned in the Antitrust and Competitive Strategy in the 1990s HBR case study still accounts for major business revenue. This dependence on star products in has resulted into insufficient focus on developing new products, even though Antitrust Judicial has relatively successful track record of launching new products.
Increasing silos among functional specialists
– The organizational structure of Antitrust Judicial is dominated by functional specialists. It is not different from other players in the Strategy & Execution segment. Antitrust Judicial needs to de-silo the office environment to harness the true potential of its workforce. Secondly the de-silo will also help Antitrust Judicial to focus more on services rather than just following the product oriented approach.
Interest costs
– Compare to the competition, Antitrust Judicial has borrowed money from the capital market at higher rates. It needs to restructure the interest payment and costs so that it can compete better and improve profitability.
Skills based hiring
– The stress on hiring functional specialists at Antitrust Judicial has created an environment where the organization is dominated by functional specialists rather than management generalist. This has resulted into product oriented approach rather than marketing oriented approach or consumers oriented approach.
High dependence on existing supply chain
– The disruption in the global supply chains because of the Covid-19 pandemic and blockage of the Suez Canal illustrated the fragile nature of Antitrust Judicial supply chain. Even after few cautionary changes mentioned in the HBR case study - Antitrust and Competitive Strategy in the 1990s, it is still heavily dependent upon the existing supply chain. The existing supply chain though brings in cost efficiencies but it has left Antitrust Judicial vulnerable to further global disruptions in South East Asia.
High cash cycle compare to competitors
Antitrust Judicial has a high cash cycle compare to other players in the industry. It needs to shorten the cash cycle by 12% to be more competitive in the marketplace, reduce inventory costs, and be more profitable.
Ability to respond to the competition
– As the decision making is very deliberative, highlighted in the case study Antitrust and Competitive Strategy in the 1990s, in the dynamic environment Antitrust Judicial has struggled to respond to the nimble upstart competition. Antitrust Judicial has reasonably good record with similar level competitors but it has struggled with new entrants taking away niches of its business.
Lack of clear differentiation of Antitrust Judicial products
– To increase the profitability and margins on the products, Antitrust Judicial needs to provide more differentiated products than what it is currently offering in the marketplace.
Slow decision making process
– As mentioned earlier in the report, Antitrust Judicial has a very deliberative decision making approach. This approach has resulted in prudent decisions, but it has also resulted in missing opportunities in the industry over the last five years. Antitrust Judicial even though has strong showing on digital transformation primary two stages, it has struggled to capitalize the power of digital transformation in marketing efforts and new venture efforts.
High bargaining power of channel partners
– Because of the regulatory requirements, Anita M. McGahan suggests that, Antitrust Judicial is facing high bargaining power of the channel partners. So far it has not able to streamline the operations to reduce the bargaining power of the value chain partners in the industry.
No frontier risks strategy
– After analyzing the HBR case study Antitrust and Competitive Strategy in the 1990s, it seems that company is thinking about the frontier risks that can impact Strategy & Execution strategy. But it has very little resources allocation to manage the risks emerging from events such as natural disasters, climate change, melting of permafrost, tacking the rise of artificial intelligence, opportunities and threats emerging from commercialization of space etc.
Opportunities Antitrust and Competitive Strategy in the 1990s | External Strategic Factors
What are Opportunities in the SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The opportunities highlighted in the Harvard Business Review case study Antitrust and Competitive Strategy in the 1990s are -
Remote work and new talent hiring opportunities
– The widespread usage of remote working technologies during Covid-19 has opened opportunities for Antitrust Judicial to expand its talent hiring zone. According to McKinsey Global Institute, 20% of the high end workforce in fields such as finance, information technology, can continously work from remote local post Covid-19. This presents a really great opportunity for Antitrust Judicial to hire the very best people irrespective of their geographical location.
Better consumer reach
– The expansion of the 5G network will help Antitrust Judicial to increase its market reach. Antitrust Judicial will be able to reach out to new customers. Secondly 5G will also provide technology framework to build new tools and products that can help more immersive consumer experience and faster consumer journey.
Buying journey improvements
– Antitrust Judicial can improve the customer journey of consumers in the industry by using analytics and artificial intelligence. Antitrust and Competitive Strategy in the 1990s suggest that firm can provide automated chats to help consumers solve their own problems, provide online suggestions to get maximum out of the products and services, and help consumers to build a community where they can interact with each other to develop new features and uses.
Harnessing reconfiguration of the global supply chains
– As the trade war between US and China heats up in the coming years, Antitrust Judicial can build a diversified supply chain model across various countries in - South East Asia, India, and other parts of the world. This reconfiguration of global supply chain can help, as suggested in case study, Antitrust and Competitive Strategy in the 1990s, to buy more products closer to the markets, and it can leverage its size and influence to get better deal from the local markets.
Low interest rates
– Even though inflation is raising its head in most developed economies, Antitrust Judicial can still utilize the low interest rates to borrow money for capital investment. Secondly it can also use the increase of government spending in infrastructure projects to get new business.
Finding new ways to collaborate
– Covid-19 has not only transformed business models of companies in Strategy & Execution industry, but it has also influenced the consumer preferences. Antitrust Judicial can tie-up with other value chain partners to explore new opportunities regarding meeting customer demands and building a rewarding and engaging relationship.
Identify volunteer opportunities
– Covid-19 has impacted working population in two ways – it has led to people soul searching about their professional choices, resulting in mass resignation. Secondly it has encouraged people to do things that they are passionate about. This has opened opportunities for businesses to build volunteer oriented socially driven projects. Antitrust Judicial can explore opportunities that can attract volunteers and are consistent with its mission and vision.
Lowering marketing communication costs
– 5G expansion will open new opportunities for Antitrust Judicial in the field of marketing communication. It will bring down the cost of doing business, provide technology platform to build new products in the Strategy & Execution segment, and it will provide faster access to the consumers.
Leveraging digital technologies
– Antitrust Judicial can leverage digital technologies such as artificial intelligence and machine learning to automate the production process, customer analytics to get better insights into consumer behavior, realtime digital dashboards to get better sales tracking, logistics and transportation, product tracking, etc.
Creating value in data economy
– The success of analytics program of Antitrust Judicial has opened avenues for new revenue streams for the organization in the industry. This can help Antitrust Judicial to build a more holistic ecosystem as suggested in the Antitrust and Competitive Strategy in the 1990s case study. Antitrust Judicial can build new products and services such as - data insight services, data privacy related products, data based consulting services, etc.
Loyalty marketing
– Antitrust Judicial has focused on building a highly responsive customer relationship management platform. This platform is built on in-house data and driven by analytics and artificial intelligence. The customer analytics can help the organization to fine tune its loyalty marketing efforts, increase the wallet share of the organization, reduce wastage on mainstream advertising spending, build better pricing strategies using personalization, etc.
Manufacturing automation
– Antitrust Judicial can use the latest technology developments to improve its manufacturing and designing process in Strategy & Execution segment. It can use CAD and 3D printing to build a quick prototype and pilot testing products. It can leverage automation using machine learning and artificial intelligence to do faster production at lowers costs, and it can leverage the growth in satellite and tracking technologies to improve inventory management, transportation, and shipping.
Use of Bitcoin and other crypto currencies for transactions
– The popularity of Bitcoin and other crypto currencies as asset class and medium of transaction has opened new opportunities for Antitrust Judicial in the consumer business. Now Antitrust Judicial can target international markets with far fewer capital restrictions requirements than the existing system.
Threats Antitrust and Competitive Strategy in the 1990s External Strategic Factors
What are Threats in the SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The threats mentioned in the HBR case study Antitrust and Competitive Strategy in the 1990s are -
High dependence on third party suppliers
– Antitrust Judicial high dependence on third party suppliers can disrupt its processes and delivery mechanism. For example -the current troubles of car makers because of chip shortage is because the chip companies started producing chips for electronic companies rather than car manufacturers.
Trade war between China and United States
– The trade war between two of the biggest economies can hugely impact the opportunities for Antitrust Judicial in the Strategy & Execution industry. The Strategy & Execution industry is already at various protected from local competition in China, with the rise of trade war the protection levels may go up. This presents a clear threat of current business model in Chinese market.
Learning curve for new practices
– As the technology based on artificial intelligence and machine learning platform is getting complex, as highlighted in case study Antitrust and Competitive Strategy in the 1990s, Antitrust Judicial may face longer learning curve for training and development of existing employees. This can open space for more nimble competitors in the field of Strategy & Execution .
High level of anxiety and lack of motivation
– the Great Resignation in United States is the sign of broader dissatisfaction among the workforce in United States. Antitrust Judicial needs to understand the core reasons impacting the Strategy & Execution industry. This will help it in building a better workplace.
Aging population
– As the populations of most advanced economies are aging, it will lead to high social security costs, higher savings among population, and lower demand for goods and services in the economy. The household savings in US, France, UK, Germany, and Japan are growing faster than predicted because of uncertainty caused by pandemic.
Regulatory challenges
– Antitrust Judicial needs to prepare for regulatory challenges as consumer protection groups and other pressure groups are vigorously advocating for more regulations on big business - to reduce inequality, to create a level playing field, to product data privacy and consumer privacy, to reduce the influence of big money on democratic institutions, etc. This can lead to significant changes in the Strategy & Execution industry regulations.
Technology acceleration in Forth Industrial Revolution
– Antitrust Judicial has witnessed rapid integration of technology during Covid-19 in the Strategy & Execution industry. As one of the leading players in the industry, Antitrust Judicial needs to keep up with the evolution of technology in the Strategy & Execution sector. According to Mckinsey study top managers believe that the adoption of technology in operations, communications is 20-25 times faster than what they planned in the beginning of 2019.
Environmental challenges
– Antitrust Judicial needs to have a robust strategy against the disruptions arising from climate change and energy requirements. EU has identified it as key priority area and spending 30% of its 880 billion Euros European post Covid-19 recovery funds on green technology. Antitrust Judicial can take advantage of this fund but it will also bring new competitors in the Strategy & Execution industry.
Stagnating economy with rate increase
– Antitrust Judicial can face lack of demand in the market place because of Fed actions to reduce inflation. This can lead to sluggish growth in the economy, lower demands, lower investments, higher borrowing costs, and consolidation in the field.
Barriers of entry lowering
– As technology is more democratized, the barriers to entry in the industry are lowering. It can presents Antitrust Judicial with greater competitive threats in the near to medium future. Secondly it will also put downward pressure on pricing throughout the sector.
Consumer confidence and its impact on Antitrust Judicial demand
– There is a high probability of declining consumer confidence, given – high inflammation rate, rise of gig economy, lower job stability, increasing cost of living, higher interest rates, and aging demography. All the factors contribute to people saving higher rate of their income, resulting in lower consumer demand in the industry and other sectors.
Backlash against dominant players
– US Congress and other legislative arms of the government are getting tough on big business especially technology companies. The digital arm of Antitrust Judicial business can come under increasing regulations regarding data privacy, data security, etc.
Capital market disruption
– During the Covid-19, Dow Jones has touched record high. The valuations of a number of companies are way beyond their existing business model potential. This can lead to capital market correction which can put a number of suppliers, collaborators, value chain partners in great financial difficulty. It will directly impact the business of Antitrust Judicial.
Weighted SWOT Analysis of Antitrust and Competitive Strategy in the 1990s Template, Example
Not all factors mentioned under the Strengths, Weakness, Opportunities, and Threats quadrants in the SWOT Analysis are equal. Managers in the HBR case study Antitrust and Competitive Strategy in the 1990s needs to zero down on the relative importance of each factor mentioned in the Strengths, Weakness, Opportunities, and Threats quadrants.
We can provide the relative importance to each factor by assigning relative weights. Weighted SWOT analysis process is a three stage process –
First stage for doing weighted SWOT analysis of the case study Antitrust and Competitive Strategy in the 1990s is to rank the strengths and weaknesses of the organization. This will help you to assess the most important strengths and weaknesses of the firm and which one of the strengths and weaknesses mentioned in the initial lists are marginal and can be left out.
Second stage for conducting weighted SWOT analysis of the Harvard case study Antitrust and Competitive Strategy in the 1990s is to give probabilities to the external strategic factors thus better understanding the opportunities and threats arising out of macro environment changes and developments.
Third stage of constructing weighted SWOT analysis of Antitrust and Competitive Strategy in the 1990s is to provide strategic recommendations includes – joining likelihood of external strategic factors such as opportunities and threats to the internal strategic factors – strengths and weaknesses. You should start with external factors as they will provide the direction of the overall industry. Secondly by joining probabilities with internal strategic factors can help the company not only strategic fit but also the most probably strategic trade-off that Antitrust Judicial needs to make to build a sustainable competitive advantage.
