SWOT Factors
Strengths
- Strength 1: Well-developed distribution network.
- Strength 2: High level of automation of activities (Jacobs, 2021).
- Strenght 3: Good capital expenditure returns (Jacobs, 2021).
- Strenght 4: Highly competent and skilled workforce.
- Strenght 5: Strong brand portfolio.
- Strenght 6: High level of customer satisfaction.
The company has extensive experience and, through its efforts to innovate operations, provides customers with the best quality and diversified services. A good level of returns on capital expenditure shows that management is building an effective strategy for the company’s development. Additionally, a well-developed distribution network and a professional workforce allow us to conduct the most complex projects. A strong brand portfolio also forms the basis of the company’s reputation and allows it to work with large numbers of customers.
These strengths allow the company to cope effectively with the challenges of the market by offering services for the execution of the most complex construction projects.
Weaknesses
- Weakness 1: Dependence on US government contracts.
- Weakness 2: High level of dependence on suppliers and contractors.
- Weakness 3: Cash flow problems (Jacobs reports fiscal fourth quarter, 2021).
- Weakness 4: Low current ratio (Jacobs reports fiscal fourth quarter, 2021).
- Weakness 5: Highly centralized decision-making.
- Weakness 6: High employee turnover.
Much of the company’s revenue comes from government contracts, which hurts its ability to interact with private customers. High dependence on suppliers and contractors increases the instability of the company, and centralized decision-making does not allow changing the strategy quickly enough in the face of changes. Financial aspects identify that companies may have liquidity problems in the future, and cash flow indicators lead to unforeseen borrowing and reduced investment opportunities. A high turnover rate identifies a high workforce load, which makes operations less efficient.
In general, the company has a lower financial performance compared to other companies in the industry (Jacobs Engineering Group Inc., 2020). This factor makes its long-term development less sustainable and does not allow effective investment in the company’s growth.
Opportunities (external situations independent of the firm—not strategic options)
- Opportunity 1: Increased focus on green initiatives.
- Opportunity 2: Development of new production technologies.
- Opportunity 3: Development of e-commerce and online channels of interaction with customers.
The company has a priority on the development of green construction and the promotion of environmentally friendly production, which can attract both new government contracts and private customers, especially using e-commerce (Jacobs, 2021). Advances in technology can expand the possibilities for automation, as well as for streamlining and reducing the cost of a company’s operations.
The time horizons of each of the possibilities are decades since these processes require a long development.
Threats (external situations independent of the firm)
- Threat 1: High competition in the construction industry.
- Threat 2: Government regulations.
- Threat 3: Economic disturbances and currency fluctuations.
Intense competition can reduce a company’s revenues, which will have a negative impact on its core business. Legal and economic factors can also influence a company’s operations; combined with a centralized decision-making process, these factors make it difficult to respond to changes in a timely manner.
These threats have uncertain time horizons due to their variable nature.
The SWOT Matrix
Developing Competitive Advantages
- The company can focus more on the development of innovative environmental solutions in the construction industry, which can also be facilitated by the expansion of automation. The company can also participate in joint projects with other industry players to promote its own initiatives and expand its portfolio. The expansion of e-commerce activities can become the basis for the transformation of a distribution network company.
- The ability to expand green initiatives, as well as the introduction of new technologies into the production process within the company’s products, is based on the principle of operational excellence. This concept includes both excellent products and excellent processes, which form the basis of the company’s competitive advantage (Found et al., 2018). These capabilities can be made apparent to the customers through more successful projects as well as improved financial performance.
- The company can only minimize the impact of threats, as they are unpredictable. However, the company can turn its weaknesses into strengths through increased engagement with private customers, a transformation in its management structure, and a greater focus on investment in product development.
- The major liabilities of the company are financial liabilities that are based on low financial performance and economic disturbances. These liabilities are apparent to customers due to the disclosure of financial information and the reduction of the company’s ability to invest in innovation. The company can focus on the transformation of the management system and more focus on interaction with private customers.
Developing a Strategic Focus
The overall strategic focus is to expand investment in innovation and attract private customers.
The focus follows any particular direction of niche marketing underlying investment in green initiatives in the construction industry and appeals to private organizations.
The company’s strategic thrust provides sufficient focus and divergence from other firms in the industry due to the prioritization of environmental initiatives, which ensures long-term development in a niche market segment.
Marketing Goals and Objectives
Marketing Goal A: More focus on green initiatives and environmental projects.
Objective A1: Expanding investment in green initiatives.
The company needs to increase investment in green initiatives by 5% within 12 months. For the achievement of this goal, the head of the financial planning department is responsible.
Objective A2: More green construction projects from private companies.
The company needs to increase the number of contracts with private companies for green construction by 5% within 12 months. The head of the project management department is responsible for achieving this goal.
Marketing Goal B: Prioritization of private and public projects.
Objective B1: Expanding their communication efforts with private companies.
The company needs to expand the number of contracts with private companies by 5% within 12 months. The head of the development and communications department is not responsible for achieving this objective.
Objective B2: Expanding e-commerce channels and online communication with customers.
The company needs to expand its presence in social media, as well as participate in the development of IT projects. This objective is related to the result of expanding the number of contracts for the development of IT technologies in the construction industry by 7% over 18 months. The head of the development and communications department is not responsible for achieving this objective.
References
Found, P., Lahy, A., Williams, S., Hu, Q., & Mason, R. (2018). Towards a theory of operational excellence. Total Quality Management and Business Excellence, 29(9-10), 1012-1024.
Jacobs. (2021). 2021 integrated annual report. Jacobs.
Jacobs Engineering Group Inc. (J): Financial analysis and rating. (2020). ReadyRatios.
Jacobs reports fiscal fourth quarter and fiscal year 2021 earnings. (2021). Jacobs. Web.