SWOT Analysis is routinely used, misused, and abused in developing business strategies. Recent criticisms of the analysis encourage strategists and consultants to give up this tool. But are the criticisms valid? Or is it that we just don’t know SWOT? Come to this session to test and improve your SWOT knowledge. This session will address SWOT Analysis: • history and description • pros and cons • how to SWOT • “creative” practices and applications

1. 1 COVER SLIDE
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2. 2 THANKS TO SPONSORS
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3. 3 SPEAKER INTRO
Vicki McCullough’s more than 20 years’ experience in marketing, sales, and communications
proved the value of a strong marketing function as a foundation for business success. Vicki’s
distinctive combination of skills, experience, and philosophy led her to establish Sequitur Marketing
to help businesses define and achieve success through marketing planning and management.
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4. 4 A LITTLE BACKGROUND
• I use SWOT with my clients and want to be more effective
• I know SWOT is often misunderstood and misused
• I’m curious about the recent “backlash” against SWOT
• This is info you can use!
This session is very much an overview of SWOT analysis. Our discussion will give you some
direction on implementing and improving SWOT analysis. You will not become an expert in
this hour!
And I will not address other analysis models that may be used with or instead of SWOT.
SWOT = strengths, weaknesses, opportunities, threats
https://rapidbi.com/swotanalysis/
SWOT analysis technique has been credited to various sources in 1960s and 1970s. At one
point, it may have been called SOFT analysis based on 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.”
Ken Andrews, first introduced the idea in 1964, then in a 1971 article. Claimed SWOT
Analysis could identify best way for company to use its strengths to exploit opps and to
defend strengths and weaknesses against external threats
In 1997, there was a “SWOCT recall.” But it lives on…even if in adulterated format.
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5. 5 …GET OUTTA TOWN
Recently the calls for “no SWOT” have resurfaced. Criticisms:
• Substantial Waste of Time
• Requires no deep thinking or validation
• “False progress”
• Too simplistic and subjective
• May not link to actual strategy
• Creative uses
• M Meeks in April 2015 article states that SWOT has “outlived its usefulness
because it was developed as a static "fit" model at a time when market
conditions remained relatively stationary for long periods of time. Such a model
is inappropriate for our current dynamic marketplace, and should only be used
when its limitations are fully understood.”
But many of these criticisms are actually criticisms of how the tool is used or misused.
SWOT soldiers on….UK study in 1997 called for SWOT recall. It is still widely used and
misused today.
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6. 6 THE GOOD, THE BAD
Good:
• Easy, intuitive
• Simple format, low dollar investment
• Good means to organize info
• Adaptive
• Helps with focus, is a guide
• Opportunity for staff, team members to contribute
• Can be applied to many areas of the company
• Even M Meeks acknowledges a use for SWOT: “The author recommends abandoning
SWOT altogether except in the most elementary and preliminary analyses, and
then only to inform more extensive and appropriate strategic analytics. ” He
recommends “real” analysis be left to the experts in strategic management; he is
currently an assistant professor of Strategic Management & Entrepreneurship
(LSU Shreveport).
Bad
• Appears simple, masks complexity
• Info collected is subject to individual interpretation
• Is not an end point. Leads to only broad‐based direction and strategy/actions.
• Need implementation
• Tends to be qualitative and anecdotal, not quantitative
• Makes it easy to focus on strengths, can allow blind spots
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7. 7 PROCESS
We’re going to briefly step away from the spaghetti western drama to take a more
academic, practical look at SWOT. Here’s how it works……
Some researchers/academicians/and probably consultants recommend enlisting outside
(objective) assistance in directing the SWOT. I agree….as long as the “outsider” can remain
objective, serve as a guide, and thoroughly understands the process so as to be competent
facilitator.
Also, be conscious of those who make up your SWOT team. Pull from various parts of the
business. Find those who can be objective, constructive, open, and honest.
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8. 8 LIST AND RANK
Keep in mind that SWOT analysis is to help you find and implement competitive advantage.
Agree on what you are analyzing: a dept., a project, an existing or potential product, etc.
List SWOT elements pertinent to what entity (part of the company) and environmental
factor you are analyzing. The info you gather here is to help you develop strategies for
competitive advantage.
Many analyses stop at this point; this is one of the criticisms. After this step, especially if
not executed carefully, you have just “a bunch of bullet points.”
If you have a very long list, you need to tighten up your descriptions or filters. If your
elements are short, vague points, go back and give more consideration to the role of each.
As a minimum, carefully consider each element or factor and rank them according to
importance, priority, magnitude, feasibility, etc. Focus on the top few.
Even on its own, this step can be helpful in getting companies to think, gather info, and to
begin understanding where a “real” analysis will lead them.
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9. 9 ALIGN SW WITH OT
If you stayed on track with the process, by this stage you have info to begin developing
potential strategies. For the most effective strategies and resource‐wise actions, you want
to align your internal factors with/against the external.
Look for ways to leverage (strengths, opps) and minimize (weaknesses, threats).
Summary…pursue strengths and opportunities, avoid/work against weaknesses and
threats.
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10. 10 DEVELOP STRATEGIES AND ACTIONS
Develop carefully worded, focused strategies based on the aligned elements. How to do
this is a discussion topic in its own right……concepts I like to keep in mind are focused,
intentional, specific, and realistic.
Actions….the actual tasks, projects, campaigns, etc. that you will pursue….must tie directly
to your strategies (which move you in the direction of your goals).
Note that the sequence of these steps is important and that they may be repeated as
needed to develop a useful plan, respond to internal or external changes. In fact,
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11. 11 …AND THE CREATIVE
Future SWOT – Developing two SWOTs – one a current state and the other a desired
future state – can help drive the thinking underlying the development of the
strategy.
SWOT your competition – This SWOT process is limited to whatever degree of insight you
have to the competitor. You can also consider completing a SWOT analysis of how your
competitor views your business. Just don’t mix the two perspectives into one analysis.
SWOT yourself – as an aid to career exploration, self‐ improvement, professional
development. How objective can you be about yourself? This might be more successful if
the exercise is guided by an objective, honest friend or a counselor or coach. For the
example of this I found, I do give credit for including steps to march/convert and to truly
follow through.
Blog SWOT – The example I saw promoted reviewing and remaking your blog using SWOT
analysis. The biggest resemblance to actual SWOT analysis was the use of the four SWOT
terms. The process described was more a brainstorming free for all, encouraging everyone
to pitch in, think big, etc. Good SWOT should be grounded in reality.
SWOT the politicians– SWOT to compare/contrast (analyze) political candidates. The
example I saw was not really a SWOT analysis but did use the four categories to organize
information. Downside….the information was superficial, no insights, not productive.
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12. 12 REFERENCES
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13. 13 THANKS TO SPONSORS
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14. 14 THANK YOU!
This presentation will be posted to Slideshare in the next few days.
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15. 15 SPEAKER INTRO
Vicki McCullough’s more than 20 years’ experience in marketing, sales, and
communications proved the value of a strong marketing function as a foundation
for business success. Vicki’s distinctive combination of skills, experience, and
philosophy led her to establish Sequitur Marketing to help businesses define and
achieve success through marketing planning and management.
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