This document provides an overview of SWOT analysis, including its origins and uses. It describes the four components of a SWOT analysis as strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors within an organization's control, while opportunities and threats are external factors beyond its control. The document then provides examples of how to analyze each component for both an organization and an individual, listing potential strengths, weaknesses, opportunities, and threats. It explains how the results of a SWOT analysis can be used to develop different strategies to improve an entity's position.

1. S W O T trength eakness pportunity hreats

2. • The origins of the SWOT analysis technique is credited by Albert Humphrey, who
led a research project at Stanford University in the 1960s and 1970s using data
from many top companies.
• The goal was to identify why corporate planning failed.
• Humphrey and the original research team used the categories “What is good in the
present is Satisfactory, good in the future is an Opportunity; bad in the present is
a Fault and bad in the future is a Threat.”

3. Swot Analysis was earlier known
as SOFT Analysis.
Where F was for Fault ; which
was replaced by W for Weakness
In 1964 Urick and Orr at a conference changed the F to a
W, and it has stuck as that, soFt to sWot

4. • The SWOT analysis is great for developing an understanding of an
organization or situation and decision-making for all sorts of situations
in business, organizations and for individuals.
• The SWOT analysis approach headings provide a good framework for
reviewing strategy, position and direction of a company, product,
project or person (career).
• Doing a SWOT analysis can be very simple, however its strengths lie in
the flexibility and experienced application of a swot analysis. Remember
the SWOT capture is only part of the picture.

5. A SWOT analysis can be used for:
 Workshop sessions
 Brainstorm meetings
 Problem solving
 Planning
 Product evaluation
 Competitor evaluation
 Personal Development Planning
 Decision Making

6. …A process generates information that is
helpful in matching an organization or
group’s goals, programs, and capacities to the
social environment in which it operates. Note
that in itself is only a data capture – the
analysis follows.

7. Strengths
• Positive tangible and intangible
attributes, internal to an organization.
• They are within the organization’s control.
• A good first step before a more in-depth
analysis or good summary of detailed
findings

8. S • Uncontrollable
• Strong follow-through
• Clear
• Writes well
• Balanced work-life perspective
• Multi-interested (e.g., work, recreational
activities [e.g., curling, golf, etc.])
• Ambitious

9. Weaknesses
• Factors that are within an organization’s
control that weaken from its ability to
attain the desired goal.
• Slow revenue growth from key
geographic region
• Which areas might the organization
improve?

10. W
• Strong need to “get things done and off my list”
with consequence of getting it done right.
away, thereby undermining the benefits of
more careful deliberation over time.
• Compulsiveness sometimes causes me to be
jealous being given tasks, i.e., stress of many
tasks and need to do each carefully can lead
me to think unkindly about the people and/or
circumstance creating the task .
• Can be impatient, i.e., not tolerate those who
do not understand (“suffer fools poorly”) .
• Time pressure causes stress and can lead to
emotional “hijacking” .
• Do not handle multiple immediately
competing demands well.

11. Opportunities
• External attractive factors that
represent the reason for an
organization to exist and develop.
• What opportunities exist in the
environment, which will boost the
organization? Identify them by their
“time frames”

12. O
• To engage others in providing feedback about
their experience of me.
• To receive coaching in service of improving
my leadership skills.
• To learn from others in similar roles to mine.
• To enhance my ability to manage the need to
complete task quickly in order to be able to
deliberate more carefully .
• To enhance my equability about work-related
tasks.

13. Threats
• External factors, beyond an
organization’s control, which could
place the organization mission or
operation at risk.
• The organization may benefit by
having contingency plans to address
them if they should occur.
• Classify them by their “seriousness”
and “probability of occurrence”.

14. T
• Time pressure, which can derail my plan for self-improvement
because it catapults me back to my
“usual” habits.
• The multitude of everyday demands, which conspires
against self-reflection.

15. • The concept of determining strengths, weaknesses,
threats, and opportunities is the fundamental idea
behind the SWOT model.
• SWOT matrix is only a graphical representation of
the SWOT framework.
• The given is a schema of how SWOT works
• You start at the top level and go down to details.
When this is filled with content, it gets the shape of a
matrix

16. 1. SO strategies—use a firm’s internal strengths to take
advantage of external opportunities.
2. WO strategies—are aimed at improving internal weaknesses
by taking advantage of external opportunities.
3. ST strategies—use a firm’s strengths to avoid or reduce the
impact of external threats.
4. WT strategies—are defensive tactics directed at reducing
internal weaknesses and avoiding external threats.

17. •Emerging new
smartphones like
Samsung
•Price Pressure
•Limited customization
•High demand for iPad
,iPhone, Mac
•i-TV and Watch launch
•Obtaining partners
through acquisition
•Price
•Incompatible with
other OS
•Patent Infringements
•Vendors Lock in
•Less Service Centers
•Unique products
•Customer loyalty
•Innovation
•Style / Brand / Image
•Consumer friendly
Image
Strength Weakness
Opportunity Threats

19. Lets Do Swot Analysis of MindQuad & Our Self

20. Thank You!