Our Models

In order to evaluate your idea, you can use numerous models, such as:

•   Business Model Canvas - BMC is a single-page template used to outline the goals and objectives of a business. As a strategic management tool, a BMC can help business owners and other stakeholders develop new business models or evaluate existing models. The Business Model Canvas consists of nine building blocks, each represented by a rectangle.

  •   Key partners: A business’s key partnerships include stakeholders, joint ventures, and strategic alliances that will help the business carry out its objectives. This is also the place to consider suppliers.
  •   Key activities: The key activities of a business are all of the tasks and responsibilities that need to be done in order to make the business model work, including its revenue streams. This might include production tasks, marketing or networking activities, and problem-solving.
  •   Key resources: Your key resources are the primary assets you will need to complete your key activities. This could include employees, finances, equipment, or intellectual property.
  •   Value proposition: The value proposition of a business is the unique offering or solution that a business offers its customers. A value proposition might be a new product or service customers can’t get anywhere else, or an improved version of an existing product or service.
  •   Customer relationships: This building block involves defining the customer’s relationship to the business and examining the customer experience. Some businesses require personal assistance, while others are self-service.
  •   Customer segments: This involves defining the customer base, or the types of people (or businesses) the company will target. The more specific the target customer demographics, the easier it is to understand the customer journey and meet customer needs. It is possible to have multiple customer types, and it’s important to list them and rank them by importance.
  •   Channels: Channels are how businesses communicate with and market to their customers. This includes distribution channels for getting goods or services to a customer. Channels can be owned by the business, such as a company website or storefront, or may be owned by partners or third parties, such as retailers or partners who stock the business’s product and even word-of-mouth marketing.
  •   Cost structure: The cost structure defines all the costs the business will incur during operation, including variable costs and fixed costs. Consider the costs of starting a new business along with the daily costs of maintaining an existing business.
  •   Revenue streams: A company’s revenue streams are the ways that the business makes money. This could be through single transactions, like selling assets, or through recurring sales, such as monthly subscription fees.

•   SWOT analysis – all the Strengths Weaknesses Opportunities and Threats concerning a business are listed in a non-numeric table; it is business tool aimed at long-term planning; A company can use a SWOT for overall business strategy sessions or for a specific segment such as marketing, production, or sales.

How to Do a SWOT Analysis

A SWOT analysis can be broken into several steps with actionable items before and after analyzing the four components. In general, a SWOT analysis will involve the following steps.

Step 1: Determine Your Objective
A SWOT analysis can be broad, though more value will likely be generated if the analysis is pointed directly at an objective. For example, the objective of a SWOT analysis may focused only on whether or not to perform a new product rollout. With an objective in mind, a company will have guidance on what they hope to achieve at the end of the process. In this example, the SWOT analysis should help determine whether or not the product should be introduced.

Step 2: Gather Resources
Every SWOT analysis will vary, and a company may need different data sets to support pulling together different SWOT analysis tables. A company should begin by understanding what information it has access to, what data limitations it faces, and how reliable its external data sources are.
In addition to data, a company should understand the right combination of personnel to have involved in the analysis. Some staff may be more connected with external forces, while various staff within the manufacturing or sales departments may have a better grasp of what is going on internally. Having a broad set of perspectives is also more likely to yield diverse, value-adding contributions.

Step 3: Compile Ideas into a table
For each of the four components of the SWOT analysis, the group of people assigned to performing the analysis should begin listing ideas within each category. Examples of questions to ask or consider for each group are in the table below.
SWOT analysis is a square segmented into four quadrants, each dedicated to an element of SWOT. This visual arrangement provides a quick overview of the company’s position. Although all the points under a particular heading may not be of equal importance, they all should represent key insights into the balance of opportunities and threats, advantages and disadvantages, and so forth.

The SWOT table is often laid out with the internal factors on the top row and the external factors on the bottom row. In addition, the items on the left side of the table are more positive/favorable aspects, while the items on the right are more concerning/negative elements.

Strengths	Weaknesses
1. What is our competitive advantage? 2. What resources do we have? 3. What products are performing well?	1. Where can we improve? 2. What products are underperforming? 3. Where are we lacking resources?
Opportunities	Threats
1. What new technology can we use? 2. Can we expand our operations? 3. What new segments can we test?	1. What regulations are changing? 2. What are competitors doing? 3. How are consumer trends changing?

Step 4: Develop the Strategy
Armed with the ranked list of strengths, weaknesses, opportunities, and threats, it is time to convert the SWOT analysis into a strategic plan. Members of the analysis team take the bulleted list of items within each category and create a synthesized plan that provides guidance on the original objective.

For example, the company debating whether to release a new product may have identified that it is the market leader for its existing product and there is the opportunity to expand to new markets. However, increased material costs, strained distribution lines, the need for additional staff, and unpredictable product demand may outweigh the strengths and opportunities. The analysis team develops the strategy to revisit the decision in six months in hopes of costs declining and market demand becoming more transparent.

Benefits of SWOT Analysis
A SWOT analysis won't solve every major question a company has. However, there's a number of benefits to a SWOT analysis that make strategic decision-making easier.

  A SWOT analysis makes complex problems more manageable. There may be an overwhelming amount of data to analyze and relevant points to consider when making a complex decision. In general, a SWOT analysis that has been prepared by paring down all ideas and ranking bullets by importance will aggregate a large, potentially overwhelming problem into a more digestible report.
  A SWOT analysis requires external consider. Too often, a company may be tempted to only consider internal factors when making decisions. However, there are often items out of the company's control that may influence the outcome of a business decision. A SWOT analysis covers both the internal factors a company can manage and the external factors that may be more difficult to control.
  A SWOT analysis can be applied to almost every business question. The analysis can relate to an organization, team, or individual. It can also analyze a full product line, changes to brand, geographical expansion, or an acquisition. The SWOT analysis is a versatile tool that has many applications.
  A SWOT analysis leverages different data sources. A company will likely use internal information for strengths and weaknesses. The company will also need to gather external information relating to broad markets, competitors, or macroeconomic forces for opportunities and threats. Instead of relying on a single, potentially biased source, a good SWOT analysis compiles various angles.
  A SWOT analysis may not be overly costly to prepare. Some SWOT reports do not need to overly technical; therefore, many different staff members can contribute to its preparation without training or external consulting.

Examining how the external environment affects its business, it identified opportunities in emerging technology, untapped demographics, and a culture shift towards healthy living. It also found threats, such as a winter freeze damaging crops, a global pandemic, and kinks in the supply chain. In conjunction with other planning techniques, the company used the SWOT analysis to leverage its strengths and external opportunities to eliminate threats and strengthen areas where it is weak.

How Do You Write a Good SWOT Analysis?

Creating a SWOT analysis involves identifying and analyzing the strengths, weaknesses, opportunities, and threats of a company. It is recommended to first create a list of questions to answer for each element. The questions serve as a guide for completing the SWOT analysis and creating a balanced list. The SWOT framework can be constructed in list format, as free text, or, most commonly, as a 4-cell table, with quadrants dedicated to each element. Strengths and weaknesses are listed first, followed by opportunities and threats.

Why Is SWOT Analysis Used?

A SWOT analysis is used to strategically identify areas of improvement or competitive advantages for a company. In addition to analyzing thing that a company does well, SWOT analysis takes a look at more detrimental, negative elements of a business. Using this information, a company can make smarter decisions to preserve what it does well, capitalize on its strengths, mitigate risk regarding weaknesses, and plan for events that may adversely affect the company in the future.