A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. Some authors credit SWOT to Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies.

1. CHOOSING STRATEGY AND IT’S
REALIZATION
NIKITA KOZLOV
IFF 2-2

2. This process encompasses three phases, which
together involve a number of systematic steps.
1.Strategy formulation.
2.Realization.
3.Evaluation & control.

3. FORMATION OF
MISSION &
OBJECTIVES
SWOT ANALYSIS
CONSIDERATION OF
STRATEGIC
ALTERNATIVES
EVALUATION AND
CONTROL
REALIZATION CHOICE OF
STRATEGY
CHOOSING STRATEGY AND IT’S REALIZATION PROCESS

4. DETERMINATION OF MISSION AND OBJECTIVES
• Strategic management can be defined as the art
and science of formulating, implementing and
evaluating cross-functional decisions that enables
an organization to achieve its objectives.
• In short, strategy is a means to achieve the
objectives. It is, therefore, quite obvious that
determine the mission and objectives, is the first
step in the strategic formation.

5. • The mission defines the board social purpose and
scope of the organization whereas objectives more
specifically define the direction to achieve the
mission
• Objectives help translate the organization mission
into results while objectives may be generic in their
expression, goals sets specific targets to be
achieved with in a time frame.

6. SWOT ANALYSIS
• In strategic management, the term strategic is used
to mean “pertaining to the relation between the
firm and its environment” this indicates the role of
SWOT in strategic management.
• In strategic management, the strength and
weakness of the firm and opportunities and threats
in the environment will indicate the portfolio
strategy and other strategies it should pursue.

7. STRATEGIC ALTERNATIVES
Given the mission and objectives and having
analyzed the strength and weakness of the firm and
environmental opportunities and threats. This
strategies should proceed to generate possible
alternatives strategies. There may be different
strategies options for accomplishing a particular
objectives.

8. EVALUATION AND CHOICE
• The purpose of considering different strategic
options is to adopt the most appropriate strategy.
This necessitates the evaluation of strategic
alternatives with reference to certain criteria.
• Criteria such as suitability, feasibility and
acceptability are commonly employed to evaluate
the strategic options.

9. REALIZATION
• Operationalsing the strategy requires transcending
the various components of strategy to different
levels, mobilization and allocation of resource,
structuring authority, responsibility, task and
information follows, and establishing polices.
• Realization of strategy involves a number of
administrative and operational decisions.

10. EVALUATION AND CONTROL
• Evaluation and control is the last phase of the
strategic management process. The objective is to
examine whether the strategy as implemented is
meeting its objectives and if not to take corrective
measures.
• Continuous monitoring of the environment and
implementation of the strategy is essential.