What Is SWOT Analysis?
SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to evaluate a company's competitive position and to develop strategic planning. SWOT analysis assesses internal and external factors, as well as current and future potential.
A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths and weaknesses of an organization, initiatives, or within its industry. The organization needs to keep the analysis accurate by avoiding pre-conceived beliefs or gray areas and instead focusing on real-life contexts. Companies should use it as a guide and not necessarily as a prescription.
Understanding SWOT Analysis
SWOT analysis is a technique for assessing the performance, competition, risk, and potential of a business, as well as part of a business such as a product line or division, an industry, or other entity.
Using internal and external data, the technique can guide businesses toward strategies more likely to be successful, and away from those in which they have been, or are likely to be, less successful. Independent SWOT analysts, investors, or competitors can also guide them on whether a company, product line or industry might be strong or weak and why.
SWOT analysis was first used to analyze businesses. Now, it's often used by governments, nonprofits, and individuals, including investors and entrepreneurs. There is seemingly limitless applications to the SWOT analysis.
Components of SWOT Analysis
Every SWOT analysis will include the following four categories. Though the elements and discoveries within these categories will vary from company to company, a SWOT analysis is not complete without each of these elements:
Strengths
Strengths describe what an organization excels at and what separates it from the competition: a strong brand, loyal customer base, a strong balance sheet, unique technology, and so on. For example, a hedge fund may have developed a proprietary trading strategy that returns market-beating results. It must then decide how to use those results to attract new investors.
Weaknesses
Weaknesses stop an organization from performing at its optimum level. They are areas where the business needs to improve to remain competitive: a weak brand, higher-than-average turnover, high levels of debt, an inadequate supply chain, or lack of capital.
Opportunities
Opportunities refer to favorable external factors that could give an organization a competitive advantage. For example, if a country cuts tariffs, a car manufacturer can export its cars into a new market, increasing sales and market share.
Threats
Threats refer to factors that have the potential to harm an organization. For example, a drought is a threat to a wheat-producing company, as it may destroy or reduce the crop yield. Other common threats include things like rising costs for materials, increasing competition, and tight labor supply. and so on.
SWOT Table
Analysts present a SWOT an
Here describe the SWOT Analysis in the Strategic Management. A Complete package that covered all the related areas (such like SWOT advantages, disadvantages, application & Example)
These PowerPoint slides are intended to be taught in business class and explain the SWOT Analysis process to the students in the class about their own and about the companies with real examples.
Ta witryna przechowuje i uzyskuje dostęp do informacji na Twoim urządzeniu, takich jak pliki cookie. Mogą być przetwarzane dane osobowe, takie jak identyfikatory plików cookie, unikalne identyfikatory urządzeń i informacje o przeglądarce. Strony trzecie mogą przechowywać i uzyskiwać dostęp do informacji na Twoim urządzeniu i przetwarzać te dane osobowe. Możesz zmienić lub wycofać swoje preferencje, klikając ikonę pliku cookie; Jednak w konsekwencji możesz nie widzieć odpowiednich reklam lub spersonalizowanych treści. W każdej chwili możesz zmienić swoje ustawienia lub zaakceptować ustawienia domyślne. Możesz zamknąć ten baner, aby kon
SWOT Analysis Presentation.
SWOT (Strengths, Weaknesses, Opportunities, Threats) is a Business Analysis tool used by Business Analyst worldwide.
This presentation is just a glimpse of it.
SM (Grand Strategy Matrix) Presentation.pptxOsamaRehman10
What is the Grand Strategy Matrix?
Definition:
The Grand Strategy Matrix is a tool used in strategic management to help a company choose the best course of action to achieve its goals and objectives. The matrix is a grid that is divided into four quadrants, each representing a different type of strategy.
Explanation:
The Grand Strategy Matrix has become a popular tool for formulating feasible strategies, along with the SWOT Analysis, SPACE Matrix, BCG Matrix, and IE Matrix. Grand strategy matrix is the instrument for creating alternative and different strategies for the organization. All companies and divisions can be positioned in one of the Grand Strategy Matrix’s four strategy quadrants. The Grand Strategy Matrix is based on two dimensions: competitive position and market growth. Data needed for positioning SBUs in the matrix is derived from the portfolio analysis. This matrix offers feasible strategies for a company to consider which are listed in sequential order of attractiveness in each quadrant of the matrix.
Quadrant I (Strong Competitive Position and Rapid Market Growth) – Firms located in Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. The first quadrant refers to the firms or divisions with strong competitive base and operating in fast moving growth markets. Such firms or divisions are better to adopt and pursue strategies such as market development, market penetration, product development etc. The idea behind is to focus and make the current competitive base stronger. In case such firms possess readily available resources they can move on to integration strategies but should never be at the cost of diverting attention from current strong competitive base.
Quadrant II (Weak Competitive Position and Rapid Market Growth) – Firms positioned in Quadrant II need to evaluate their present approach to the marketplace seriously. Although their industry is growing, they are unable to compete effectively, and they need to determine why the firm’s current approach is ineffectual and how the company can best change to improve its competitiveness. The suitable strategies for such firms are to develop the products, markets, and to penetrate into the markets. Because Quadrant II firms are in a rapid-market-growth industry, an intensive strategy (as opposed to integrative or diversification) is usually the first option that should be considered. To achieve the competitive advantage or becoming market leader Quadrant II firms can go into horizontal integration subject to availability of resources. However if these firms foresee a tough competitive environment and faster market growth than the growth of the firm, the better option is to go into divestiture of some divisions or liquidation altogether and change the business.
Quadrant III (Weak Competitive Position and Slow Market Growth) – The firms fall in this quadrant compete in slow-growth industries and have weak competitive positions. These firms must make s
MIS Role and Functions

role of management information system
A management information system (MIS) is a computer-based system that provides managers with the tools to organize, evaluate, and manage departments within an organization. The primary role of an MIS is to support the management of an organization by providing timely, relevant, and accurate information to decision makers. This information can be used to improve efficiency, make better decisions, and increase competitiveness.
There are several key functions of an MIS:
Data collection: An MIS collects data from a variety of sources, such as transactions, sensors, and social media, and stores it in a central database.
Data processing: The system processes the data to convert it into usable information, such as reports, charts, and dashboards.
Data dissemination: The system distributes the processed information to the appropriate people within the organization, such as managers, employees, and customers.
Decision support: The system provides tools and resources to help managers make informed decisions, such as predictive analytics, simulation, and optimization.
Communication and collaboration: An MIS can facilitate communication and collaboration within an organization by providing tools such as email, instant messaging, and video conferencing.
Overall, the role of an MIS is to provide managers with the information and tools they need to make informed decisions and effectively manage their departments.
More Related Content
Similar to SWOT Analysis in Strategic Management.pptx
Here describe the SWOT Analysis in the Strategic Management. A Complete package that covered all the related areas (such like SWOT advantages, disadvantages, application & Example)
These PowerPoint slides are intended to be taught in business class and explain the SWOT Analysis process to the students in the class about their own and about the companies with real examples.
Ta witryna przechowuje i uzyskuje dostęp do informacji na Twoim urządzeniu, takich jak pliki cookie. Mogą być przetwarzane dane osobowe, takie jak identyfikatory plików cookie, unikalne identyfikatory urządzeń i informacje o przeglądarce. Strony trzecie mogą przechowywać i uzyskiwać dostęp do informacji na Twoim urządzeniu i przetwarzać te dane osobowe. Możesz zmienić lub wycofać swoje preferencje, klikając ikonę pliku cookie; Jednak w konsekwencji możesz nie widzieć odpowiednich reklam lub spersonalizowanych treści. W każdej chwili możesz zmienić swoje ustawienia lub zaakceptować ustawienia domyślne. Możesz zamknąć ten baner, aby kon
SWOT Analysis Presentation.
SWOT (Strengths, Weaknesses, Opportunities, Threats) is a Business Analysis tool used by Business Analyst worldwide.
This presentation is just a glimpse of it.
Similar to SWOT Analysis in Strategic Management.pptx (20)
SM (Grand Strategy Matrix) Presentation.pptxOsamaRehman10
What is the Grand Strategy Matrix?
Definition:
The Grand Strategy Matrix is a tool used in strategic management to help a company choose the best course of action to achieve its goals and objectives. The matrix is a grid that is divided into four quadrants, each representing a different type of strategy.
Explanation:
The Grand Strategy Matrix has become a popular tool for formulating feasible strategies, along with the SWOT Analysis, SPACE Matrix, BCG Matrix, and IE Matrix. Grand strategy matrix is the instrument for creating alternative and different strategies for the organization. All companies and divisions can be positioned in one of the Grand Strategy Matrix’s four strategy quadrants. The Grand Strategy Matrix is based on two dimensions: competitive position and market growth. Data needed for positioning SBUs in the matrix is derived from the portfolio analysis. This matrix offers feasible strategies for a company to consider which are listed in sequential order of attractiveness in each quadrant of the matrix.
Quadrant I (Strong Competitive Position and Rapid Market Growth) – Firms located in Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. The first quadrant refers to the firms or divisions with strong competitive base and operating in fast moving growth markets. Such firms or divisions are better to adopt and pursue strategies such as market development, market penetration, product development etc. The idea behind is to focus and make the current competitive base stronger. In case such firms possess readily available resources they can move on to integration strategies but should never be at the cost of diverting attention from current strong competitive base.
Quadrant II (Weak Competitive Position and Rapid Market Growth) – Firms positioned in Quadrant II need to evaluate their present approach to the marketplace seriously. Although their industry is growing, they are unable to compete effectively, and they need to determine why the firm’s current approach is ineffectual and how the company can best change to improve its competitiveness. The suitable strategies for such firms are to develop the products, markets, and to penetrate into the markets. Because Quadrant II firms are in a rapid-market-growth industry, an intensive strategy (as opposed to integrative or diversification) is usually the first option that should be considered. To achieve the competitive advantage or becoming market leader Quadrant II firms can go into horizontal integration subject to availability of resources. However if these firms foresee a tough competitive environment and faster market growth than the growth of the firm, the better option is to go into divestiture of some divisions or liquidation altogether and change the business.
Quadrant III (Weak Competitive Position and Slow Market Growth) – The firms fall in this quadrant compete in slow-growth industries and have weak competitive positions. These firms must make s
MIS Role and Functions

role of management information system
A management information system (MIS) is a computer-based system that provides managers with the tools to organize, evaluate, and manage departments within an organization. The primary role of an MIS is to support the management of an organization by providing timely, relevant, and accurate information to decision makers. This information can be used to improve efficiency, make better decisions, and increase competitiveness.
There are several key functions of an MIS:
Data collection: An MIS collects data from a variety of sources, such as transactions, sensors, and social media, and stores it in a central database.
Data processing: The system processes the data to convert it into usable information, such as reports, charts, and dashboards.
Data dissemination: The system distributes the processed information to the appropriate people within the organization, such as managers, employees, and customers.
Decision support: The system provides tools and resources to help managers make informed decisions, such as predictive analytics, simulation, and optimization.
Communication and collaboration: An MIS can facilitate communication and collaboration within an organization by providing tools such as email, instant messaging, and video conferencing.
Overall, the role of an MIS is to provide managers with the information and tools they need to make informed decisions and effectively manage their departments.
What is Information System?
The system is a collection of various elements or entities that are used to process input into an output. Inputs and outputs can be either raw or intact data into information — depending on the processing designed to work in the system.
Meanwhile, information is the result of data processing used for a particular purpose. As for what data means is raw facts that have not been processed and can not provide stimulus for users to take action.
Thus, an information system can be interpreted as a set of interconnected elements to process a given input into a particular output produced. The next stage of an information system is a MIS (Management Information System) which has a higher complexity with the final goal being used for the needs of analysis and decision making.
What is Information Systems Development?
As the name suggests, information system development or commonly known as SLC (Systems Life Cycle) or SLDC (Software Development Life Cycle) is a process of making and changing the system and the model and methodology used. In other words, an SDLC is the preparation of a new system to replace the old system, both in whole and only partially.
Development of information systems is generally done because of problems that cannot be accommodated by the old system. For example, the hospital where you work make an overhaul SIMRS (Sistem Informasi Manajemen Rumah Sakit/Hospital Management Information System) because of applications that previously could not do bridging with BPJS. Considering the fact that the government has required it, then inevitably the hospital must adjust the SIMRS it already has.
As for carrying out an information system development, the related team will consist of several personnel, namely the project coordinator, system analyst and design, network designer, programmer, technician (hardware), administrator, software tester, graphic designer, and documentary.
Information System Development Stages
An information system development consists of six important stages, it is system survey, needs analysis, design, implementation, testing, change and maintenance.
1) System Survey
The SLDC phase also consists of three main points: system identification, selection, and system planning.
1) System Identification
This process is to identify the problems facing the company and the system it has. The team will look for any opportunities that can be done to overcome this.
2) Selection
The selection phase will apply evaluation points to the development project to ensure the solutions are created in accordance with the company’s expected targets.
3) System Planning
This step is the step of developing a formal plan to start working on and implementing the information system development concept that has been chosen.
2) Needs Analysis
System requirements analysis is a technique for solving problems by decomposing the components of the system. The aim is none other than to find out more about how each component works and th
Deductive Argument
For a deductive argument, if all its premises are true, its conclusion is necessarily true (or it is logically impossible for the conclusion to be false.)
I.e., the truth of premises guarantees the truth of conclusion.
Example
Either you work hard or you will fail the test.
You do not work hard.
Therefore, you will fail the test.
3 Types of Possibility
Technological possibility:
e.g.
Going to the moon is technological possible, but going to Mercury is not.
Physical possibility:
e.g.
Going to Mercury is physical possible, but making water boil at 95 C under one atmospheric pressure is not.
Logical possibility:
e.g.
Making water boil at 95 C under one atmospheric pressure is logical possible, but drawing a triangle with 4 angles is not.
When we talk about deductive arguments, we have already presupposed that the arguments are successful or valid deductive arguments.
The conclusion of a valid argument is called a valid conclusion.
For an unsuccessful deductive argument (the premises are intended to guarantee the conclusion but fail to do so), we call it an invalid argument.
A deductive argument may be valid or invalid, there is nothing in between.
Whether a deductive argument is valid or invalid depends on its form or structure, not on its content.
The above argument is valid because it has this valid form:
p or q.
Not-p.
Therefore, q.
p and q are statement variables.
A valid argument may have false conclusion if it has false premises.
Example:
CY Leung is either a genius or an idiot.
He is not an idiot.
Therefore, He is a genius.
In order to guarantee the truth of conclusion, we have to make sure all the premises are true.
When all the premises of a valid argument are true, the argument is called a “sound argument”.
And the conclusion of a sound argument is called a sound conclusion.
If an argument is invalid or has false premises, it is unsound.
On the other hand, the fact that an argument is invalid does not entail that its conclusion is false.
• It just means that its conclusion does not follow from its premises.
• You can consider a valid argument structure as a truth-keeping machine:
• When you input T information into it, it will output T information.
• When you input F information into it, it will output T or F information
Inductive Argument:
A typical example of inductive argument:
Swan1 is white.
Swan2 is white.
Swan3 is white.
…
Swann is white.
________________
All swans are white.
Another typical example:
An event of type B follows an event of type A at time t1.
An event of type B follows an event of type A at time t2.
…
An event of type B follows an event of type A at time tn.
___________________________
A causes B.
Many people think that the characteristic of inductive arguments is arguing from particular to general.
However, deductive arguments may also argue from particular to general.
Example:
I have two cats, Fluffy and Garfield.
Fluffy does not eat fish.
Garfield does not eat fish either.
Therefore, All of m
1. Brief history of the country
China's history is rich with art, politics, science, and philosophy. It is home to the oldest of the major world civilizations. China was ruled by various dynasties for much of its history. The first dynasty is believed to be the Xia dynasty which formed somewhere around 2250 BC. The Shang or Yin dynasty gained power around the 14th century BC. The Han Dynasty, which lasted over 400 years from 206 BC to 220 AD, was one of the most influential in China's history. Much of the culture today was created during the Han Dynasty. Later famous dynasties, like the Song and the Tang, continued to refine the culture and bring new innovations to the world including printed money, a permanent navy, and a complex government that ruled over 100 million people.
Dynasties of China
The Xia Dynasty (2070–1600 BC) The Xia dynasty was founded by Yu the Great (c. 2123-2025 BC), known for developing a flood control technique that stopped the Great Flood that ravaged farmer's crops for generations. Very little is known about this dynasty and scholars believe it to be mythical or quasi-legendary
The Shang Dynasty (1600–1046 BC)
The Shang dynasty is the earliest recorded Chinese dynasty supported by archaeological evidence. 31 kings ruled much of the area along the Yellow River and made great advances in maths, astronomy and art. They used a highly developed calendar system and an early form of modern Chinese language.
The Zhou Dynasty (1045-221 BC)
The Zhou dynasty was the longest dynasty in the history of China, ruling for almost 8 centuries. The Zhous saw some of the greatest Chinese philosophers and poets: Lao-Tzu, Tao Chien, Confucius, Mencius, Mo Ti and the military strategist Sun-tzu.
Qin Dynasty (221–206 BC)
The Qin Dynasty was the first to unite China as a country under an emperor instead of a ruling clan, which meant the beginning of China's feudal era.The Qin Dynasty was the shortest dynasty in China, lasting only 15 years.
The First Emperor — Qin Shi Huang was first to use the title of emperor in China.
Qing Shi Huang standardized units of weight and measurements, as well as the writing system.
Great building projects, such as the Great Wall and the Terracotta Army were built in this era.
The Han Dynasty (206 BC – 220 AD)
The Han Dynasty was one of the most powerful, prosperous, and important dynasties in China's history. Confucianism was elevated to orthodox status and Taoism, China's local religion, arose. Cai Lun improved the technique of paper making, Zhang Heng invented a seismograph that could measure earthquakes.
Wei, Jin, and the Southern and Northern Dynasties (220–581)
The Three Kingdoms (220-265), Jin Dynasty (265-420), Period of the Northern and Southern Dynasties (386-589) is one of the most important periods in Chinese history. Dan meets up with Total War: Three Kingdoms game developers to discuss fact and fiction within gaming narratives.
The Sui Dynasty (581–618)
The Sui Dynasty was a short, in
McDonald’s Marketing Mix
Presentation Theory
Osama Rahman:
• So, Basically McDonald’s is American fast-food chain that is one of the largest in the world known for the best of its Hamburgers. Its Headquarters’ is in the Oak Brook, Illinois.
• The first McDonald’s restaurant was started in 1948 by brothers Maurice (“Mac”) and Richard McDonald in San Bernardino, California. They bought appliances for their small hamburger restaurant from salesman Ray Kroc, who was intrigued by their need for eight malt and shake mixers. When Kroc visited the brothers in 1954 to see how a small shop could sell so many milk shakes, he discovered a simple, efficient format that permitted the brothers to produce huge quantities of food at low prices. A basic hamburger cost 15 cents, about half the price charged by competing restaurants. The self-service counter eliminated the need for waiters and waitresses; customers received their food quickly because hamburgers were cooked ahead of time, wrapped, and warmed under heat lamps.
• Seeing great promise in their restaurant concept, Kroc offered to begin a franchise program for the McDonald brothers. On April 15, 1955, he opened the first McDonald’s franchise in Des Plaines, Illinois, and in the same year launched the McDonald’s Corporation, eventually buying out the McDonald brothers in 1961. The number of McDonald’s outlets would top 1,000 before the end of the decade. Boosted by steady growth, the company’s stock began trading publicly in 1965.
Permanent Product Strategy:
• McDonald's features several products on their menu that are permanent and do not change. Examples of this include their basic hamburger and cheeseburger, the Big Mac and the Quarter Pounder. After the initial development, these items remain on the menu for extended periods of time without undergoing significant changes. This strategy ensures that there is always something familiar for consumers on the menu.
Local Product Development Strategy:
• As McDonald's has expanded internationally, it has created several products to meet consumer demand in the local markets. In the Netherlands, for example, they have developed the McKroket, a burger featuring a typically Dutch kroket, a deep-fried, ragout-filled patty. In the Canadian province of Quebec, McDonald's offers poutine, a traditional dish of French fries, gravy and curd cheese. Even in parts of New England and Atlantic Canada, they have developed the McLobster, their version of the local lobster roll sandwich. This strategy ensures that local customers have foods to fit their tastes.
Local Adaptation Strategy:
• In addition to developing new products for local markets, McDonald's will also use an adaptation strategy whereby they take a product and modify it to fit local tastes. In India, for instance, the Big Mac has been modified into the Maharaja Mac which contains no beef, in keeping with local diets. In Greece, the Big Mac has been adapted to use a pita bread instead of a bun. Even the Mc
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
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- How to identify which leak to fix first so you get the biggest bang for your income.
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Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
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Textile Chemical Brochure - Tradeasia (1).pdfjeffmilton96
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Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
2. CONTENT
• What Is SWOT Analysis?
• Understanding SWOT Analysis
• Components of SWOT Analysis
• SWOT Table
• How to Do a SWOT Analysis
• Benefits of SWOT Analysis
• SWOT Analysis Example
3. WHAT IS SWOT ANALYSIS?
• SWOT (strengths, weaknesses, opportunities, and threats) analysis is
a framework used to evaluate a company's competitive position and
to develop strategic planning. SWOT analysis assesses internal and
external factors, as well as current and future potential.
• A SWOT analysis is designed to facilitate a realistic, fact-based, data-
driven look at the strengths and weaknesses of an organization,
initiatives, or within its industry. The organization needs to keep the
analysis accurate by avoiding pre-conceived beliefs or gray areas and
instead focusing on real-life contexts. Companies should use it as a
guide and not necessarily as a prescription.
4. UNDERSTANDING SWOT ANALYSIS
• SWOT analysis is a technique for assessing the performance,
competition, risk, and potential of a business, as well as part of a
business such as a product line or division, an industry, or other
entity.
• Using internal and external data, the technique can guide businesses
toward strategies more likely to be successful, and away from those
in which they have been, or are likely to be, less successful.
Independent SWOT analysts, investors, or competitors can also guide
them on whether a company, product line, or industry might be
strong or weak and why.
• SWOT analysis was first used to analyze businesses. Now, it's often
used by governments, nonprofits, and individuals, including investors
and entrepreneurs. There is seemingly limitless applications to the
5. COMPONENTS OF SWOT ANALYSIS
Every SWOT analysis will include the following four categories. Though the
elements and discoveries within these categories will vary from company to
company, a SWOT analysis is not complete without each of these elements:
Strengths
• Strengths describe what an organization excels at and what separates it
from the competition: a strong brand, loyal customer base, a strong balance
sheet, unique technology, and so on. For example, a hedge fund may have
developed a proprietary trading strategy that returns market-beating
results. It must then decide how to use those results to attract new
investors.
Weaknesses
• Weaknesses stop an organization from performing at its optimum level.
6. COMPONENTS OF SWOT ANALYSIS
Opportunities
• Opportunities refer to favorable external factors that could give an organization
a competitive advantage. For example, if a country cuts tariffs, a car
manufacturer can export its cars into a new market, increasing sales and market
share.
Threats
• Threats refer to factors that have the potential to harm an organization. For
example, a drought is a threat to a wheat-producing company, as it may destroy
or reduce the crop yield. Other common threats include things like rising costs
for materials, increasing competition, tight labor supply. and so on.
7. SWOT TABLE
• Analysts present a SWOT analysis as a square segmented into four
quadrants, each dedicated to an element of SWOT. This visual arrangement
provides a quick overview of the company’s position. Although all the points
under a particular heading may not be of equal importance, they all should
represent key insights into the balance of opportunities and threats,
advantages and disadvantages, and so forth.
• The SWOT table is often laid out with the internal factors on the top row and
the external factors on the bottom row. In addition, the items on the left
side of the table are more positive/favorable aspects, while the items on the
right are more concerning/negative elements.
8. Weakness
1. Where can we improve?
2. What products are underperforming?
3. Where are we lacking resources?
Opportunities
1. What new technology can we use?
2. Can we expand our operations?
3. What new segments can we test?
Threats
1. What regulations are changing?
2. What are competitors doing?
3. How are consumer trends changing?
Companies may consider performing this step as a "white-boarding" or
"sticky note" session. The idea is there is no right or wrong answer; all
participants should be encouraged to share whatever thoughts they
have. These ideas can later be discarded; in the meantime, the goal
should be to come up with as many items as possible to invoke
creativity and inspiration in others
9. HOW TO DO A SWOT ANALYSIS
A SWOT analysis can be broken into several steps with actionable items before
and after analyzing the four components. In general, a SWOT analysis will
involve the following steps.
Step 1: Determine Your Objective
• A SWOT analysis can be broad, though more value will likely be generated if
the analysis is pointed directly at an objective. For example, the objective of a
SWOT analysis may focused only on whether or not to perform a new product
rollout. With an objective in mind, a company will have guidance on what they
hope to achieve at the end of the process. In this example, the SWOT analysis
should help determine whether or not the product should be introduced.
Step 2: Gather Resources
• Every SWOT analysis will vary, and a company may need different data sets to
support pulling together different SWOT analysis tables. A company should
10. Step 3: Compile Ideas
For each of the four components of the SWOT analysis, the group of people assigned to
performing the analysis should begin listing ideas within each category. Examples of questions
to ask or consider for each group are in the table below.
Internal Factors
What occurs within the company serves as a great source of information for the strengths and
weaknesses categories of the SWOT analysis. Examples of internal factors include financial and
human resources, tangible and intangible (brand name) assets, and operational efficiencies.
Potential questions to list internal factors are:
• (Strength) What are we doing well?
• (Strength) What is our strongest asset?
• (Weakness) What are our detractors?
• (Weakness) What are our lowest-performing product lines?
11. External Factors
What happens outside of the company is equally as important to the success
of a company as internal factors. External influences, such as monetary
policies, market changes, and access to suppliers, are categories to pull
from to create a list of opportunities and weaknesses.
Potential questions to list external factors are:
• (Opportunity) What trends are evident in the marketplace?
• (Opportunity) What demographics are we not targeting?
• (Threat) How many competitors exist, and what is their market share?
• (Threat) Are there new regulations that potentially could harm our
operations or products?
12. Step 4: Refine Findings
• With the list of ideas within each category, it is now time to clean-up the ideas.
By refining the thoughts that everyone had, a company can focus on only the
best ideas or largest risks to the company. This stage may require substantial
debate among analysis participants, including bringing in upper management to
help rank priorities.
Step 5: Develop the Strategy
• Armed with the ranked list of strengths, weaknesses, opportunities, and threats,
it is time to convert the SWOT analysis into a strategic plan. Members of the
analysis team take the bulleted list of items within each category and create a
synthesized plan that provides guidance on the original objective.
For example, the company debating whether to release a new product may have
identified that it is the market leader for its existing product and there is the
opportunity to expand to new markets. However, increased material costs,
strained distribution lines, the need for additional staff, and unpredictable product
demand may outweigh the strengths and opportunities. The analysis team
develops the strategy to revisit the decision in six months in hopes of costs
13. BENEFITS OF SWOT ANALYSIS
• A SWOT analysis won't solve every major question a company has. However,
there's a number of benefits to a SWOT analysis that make strategic
decision-making easier.
• A SWOT analysis makes complex problems more manageable. There may be
an overwhelming amount of data to analyze and relevant points to consider
when making a complex decision. In general, a SWOT analysis that has been
prepared by paring down all ideas and ranking bullets by importance will
aggregate a large, potentially overwhelming problem into a more digestible
report.
• A SWOT analysis requires external consider. Too often, a company may be
tempted to only consider internal factors when making decisions. However,
there are often items out of the company's control that may influence the
outcome of a business decision. A SWOT analysis covers both the internal
14. CONTINUE….
• A SWOT analysis can be applied to almost every business question. The
analysis can relate to an organization, team, or individual. It can also
analyze a full product line, changes to brand, geographical expansion, or an
acquisition. The SWOT analysis is a versatile tool that has many applications.
• A SWOT analysis leverages different data sources. A company will likely use
internal information for strengths and weaknesses. The company will also
need to gather external information relating to broad markets, competitors,
or macroeconomic forces for opportunities and threats. Instead of relying on
a single, potentially biased source, a good SWOT analysis compiles various
angles.
• A SWOT analysis may not be overly costly to prepare. Some SWOT reports do
not need to overly technical; therefore, many different staff members can
contribute to its preparation without training or external consulting.
15. SWOT ANALYSIS EXAMPLE
• To get a better picture of a SWOT analysis, consider the example of a
fictitious organic smoothie company. To better understand how it
competes within the smoothie market and what it can do better, it
conducted a SWOT analysis. Through this analysis, it identified that
its strengths were good sourcing of ingredients, personalized
customer service, and a strong relationship with suppliers. Peering
within its operations, it identified a few areas of weakness: little
product diversification, high turnover rates, and outdated equipment.
• Examining how the external environment affects its business, it
identified opportunities in emerging technology, untapped
demographics, and a culture shift towards healthy living. It also
found threats, such as a winter freeze damaging crops, a global
pandemic, and kinks in the supply chain. In conjunction with other
planning techniques, the company used the SWOT analysis to