Analyze E-Business Strategy

SWOT Analysis:
A Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis
was conducted on e-waste policy. A SWOT analysis involved identifying
the internal and external factors that are supportive and unsupportive
for sustainable e-waste policy development where the key features of
SWOT are:
Strengths: The SWOT analysis indicates that the strengths for e-waste
policy development are in the area of e-waste legislative development
including policy tools such as Extended Producer Responsibility (EPR).

Weaknesses: The SWOT analysis indicates that the weaknesses for e-

waste policy development are in the areas of limited national e-waste
information systems, limited e-waste infrastructure and the presence
of a robust informal sector in Asian developing countries.

Opportunities: The SWOT analysis indicates that the opportunities for

e-waste policy development are in the areas of customizing legislation
and technologies, integrating e-waste in the green economy framework
and registering of the informal sector.

Threats: The SWOT analysis indicates that the threats for e-waste
policy development are in the areas of competition between the
informal and the formal sector as well as the replica adoption of
legislation and technologies from developed.

Competitor Analysis:
When we started a business as an entrepreneur then we can handle
lots of challenges but at the first stage we have no competitor because
we are entrepreneur. But when we are successful then automatically
we will found our competitors. Most growing businesses are trying to
learn from their competitors. So in our first stage we don’t have any
competitors because our plan is new in the market but after entering in
the market we may have to face many kinds of competitors so we are
prepared to handle them . As you find competitors, you’ll want to
categorize them into various levels, from direct competitors to
businesses that don’t currently compete with you, but could easy pivot.
Here is an easy way to categorize sellers in your industry:
 Primary Competition: These are your direct competitors, which
means they’re either targeting the same audience or have a
similar product — or both.
 Secondary Competition: These competitors may offer a high- or
low-end version of your product, or sell something similar to a
completely different audience. If you’re selling Timex watches, a
secondary competitor might be a Rolex retailer.
 Tertiary Competition: This category includes businesses that are
tangentially related to yours, and really comes in handy when
you’re looking to expand your product catalog. These could be
related products and services that are trending, as well as
businesses that may be beneficial to partner with further down
 the line. For instance, if you sell jewelry, a tertiary competitor may
sell gems and stones

Situation Analysis:
Situation analysis is defined as an analysis of the internal and external
factors of a business. It clearly identifies a business's capabilities,
customers, potential customers and business environment, and their
impact on the company. A situation analysis is an essential part of any
business plan and should be reviewed periodically to ensure that it is
current.
Factors to Consider in Situation Analysis
When considering performing a situation analysis of your business, it is
important to look at several factors:
 Product situation: our product is e-waste management system.
We may want to view this definition in parts such as the core
product and any secondary or supporting services or products
that we sell. Viewing our products and services separately helps
determine how each relates to our core clients' needs.
 Competitive situation: Analyze our main competitors and
determine how they compare to our business such as competitive
advantages.
 Distribution situation: Review our distribution situation in terms of
how we get your products to market, such as through distributors
or other intermediaries.
  Environmental factors: Determine the external and internal
environmental factors, which can include economic or sociological
factors that impact our business's performance.
 Opportunity and issue analysis: Conduct a SWOT analysis to
determine any strengths, weaknesses, opportunities, and threats
that may affect our business and its performance.

Strategic Agility:
Make no mistake: operational Agility is still a good thing. In fact, it’s
increasingly necessary for a firm to survive. And it’s also the foundation
for Strategic Agility. But it is not enough. In a marketplace where
competitors are often quick to match improvements to existing
products and services and where power in the marketplace has
decisively shifted to customers, it can be difficult for firms to monetize
those improvements. Amid intense competition, customers with
choices and access to reliable information are frequently able to
demand that quality improvements be forthcoming at no cost, or even
lower cost. In addition, firms need to master Strategic Agility.

Market Positioning:
Create a positioning statement that will serve to identify our business
and how we want the brand to be perceived by consumers.
For example, the positioning statement of e-waste management:
“Make a clean environment all over the Bangladesh by 2030”.
 
1. Determine company uniqueness by comparing to competitors
Compare and contrast differences between your company and
competitors to identify opportunities. Focus on your strengths and how
it can exploit these opportunities. But we are first one who are starting
this business so we don’t have to think about our competitors.
 
2. Identify current market position
We are new in the market so our existing market position and how the
new positioning will be beneficial in setting our apart from competitors.
 
3. Competitor positioning analysis
We don’t have any competition so we don’t have to identify the
conditions of the marketplace and the amount of influence each
competitor can place on each other.
 
4. Develop a positioning strategy
Through the preceding steps, we should achieve an understanding of
what our company is, how our company is different from competitors,
the conditions of the marketplace, opportunities in the marketplace,
and how our company can position itself.
 
Identify firm’s competitive threats and
describe how the firm can respond to those
competitive threat:
We are in the earliest stages of starting a business, that’s why at this
moment we have no competitors. If we can make our business
successful and build a strong company then in future lot of company
will try to start our business and try to beat us. So, when we started a
business as an entrepreneur then we can handle lots of challenges but
at the first stage we have no competitor because we are entrepreneur.
But when we are successful then automatically we will found our
competitors. Most growing businesses are trying to learn from their
competitors. Our competitors always looking for our company’s
business strategy, policy, how we treat our customers etc. This type of
competition is useful for our company and also a threat but in the first
stage we don’t have any competitors that’s why there will be no threat
for us in the entry stage.