| Potential Strength |
|
Description |
| Client Base |
|
This is your organisation's most valuable asset. Without them you would not be in business. Hence why it is imperative that you know who they are and how you are best able to serve them to ensure they are there to sustain you in the long term. |
| People (Staff) |
|
This factor has a number of aspects to it. It can relate to whether you have enough people to perform the required functions. However more importantly it relates to their experience and expertise. Just having them is not enough though. What steps are in place to ensure that their knowledge and expertise remains cutting edge? Staff empowerment to make appropriate decisions is also a contributor to this aspect being a strength for an organisation. |
| Resources |
|
This aspect may not be as obvious as it might first seem. This covers the affiliations and linkages you have that enables your business to be able to operate and achieve its defined goals and objectives. This can include alliances, business linkages and suppliers to name but a few. |
| Equipment |
|
This may appear to be somewhat surprising. However having suitable fully functioning equipment is an organisational strength. Equipment can be highly specialised depending on the products you actually produce and this provides your organisation with operational leverage to differentiate it in the marketplace. |
| Location |
|
Location can be a critical influencer of how you are able to serve your customers. It does not always mean you are within the same town but it does mean you are able to service their needs effectively irrespective of where you are located. |
| Technological Capabilities |
|
Organisations today will not survive if they are unable to take optimum advantage of technology. What are the latest advances in the use of technology in your industry and are you making the most of it? If so then this will be an organisational strength. However if the technology you are using is out of date then your ability to compete will be significantly impacted. |
| Brand |
|
This will be a strength if your brand is well known and perceived positively in the marketplace. It is not something any organisation can take for granted or assume that once you have obtained a positive presence you don't need to worry about it any more. There needs to be a very deliberate and conscious effort applied to ensuring your brand is perceived positively and well recognised by your clients. |
| Organisational Reputation |
|
This is closely related to your organisation's brand. However this is more focussed on how your company is described and viewed by the general public who may or may not be your customers. How do you differentiate your organisation from your competitors? |
| Financial Resources |
|
This relates to the financial viability of your organisation and takes into account such things as cash flow, profit margins, sales turnover, equity, shareholder value and a variety of other financial indicators. Is your organisation able to maintain its financial viability or is it looking shaky? This is not always easy to do however to maintain it as a strength it is essential. |
| Organisational Structure |
|
This is a strength if the organisational structure is able to support the business operations in an optimal fashion. It is also important that there is some stability and lines of authority and action is very clear. The most crucial aspect here is that it is very clear who is able to respond to customers requirements in the most effective and efficient manner. It is also critical that decision making is timely and effective and is not hampered by unnecessary bureaucracy. |
| Strategic Direction |
|
This is by no means the last consideration. In fact it may even be the first. Having a clearly defined and communicated strategic direction where all parties are committed to and aware of their roles and responsibilities is what makes this an organisational strength. |
| Corporate Governance |
|
This relates to the direction setting that occurs within the organisation. Oftentimes the responsibility for this lies with a Board of Directors or the Senior Management Team. This is the group charged with determining the strategic direction of the organisation. |
