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{{Other uses|SWOT (disambiguation){{!}}SWOT}} |
{{Other uses|SWOT (disambiguation){{!}}SWOT}} |
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[[File:SWOT en.svg|thumb|A SWOT analysis, with its four elements in a 2×2 matrix.]] |
[[File:SWOT en.svg|thumb|A SWOT analysis, with its four elements in a 2×2 matrix.]] |
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'''SWOT analysis''' (or '''SWOT matrix''') is |
'''SWOT analysis''' (or '''SWOT matrix''') is a strategic planning technique used to help a person or organization identify the ''Strengths'', ''Weaknesses'', ''Opportunities'', and ''Threats'' related to [[business]] competition or project planning.<ref>{{cite web|title=SWOT Analysis: Discover New Opportunities, Manage and Eliminate Threats|url=http://www.mindtools.com/pages/article/newTMC_05.htm|accessdate=24 February 2018|language=en|date=1006|website=www.mindtools.com}}</ref> It is intended to specify the objectives of the business venture or project and identify the internal and external factors that are favorable and unfavorable to achieving those objectives. Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage. |
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Strengths and Weakness are frequently internally-related, while Opportunities and Threats commonly focus on environmental placement. |
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However, Humphrey himself did not claim the creation of SWOT, and the origins remain obscure. The degree to which the internal |
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environment of the firm matches with the external environment is expressed by the concept of [[strategic fit]]. |
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* Strengths: characteristics of the business or project that give it an advantage over others |
* Strengths: characteristics of the business or project that give it an advantage over others |
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* Weaknesses: characteristics of the business that place the business or project at a disadvantage relative to others |
* Weaknesses: characteristics of the business that place the business or project at a disadvantage relative to others |
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* Opportunities: elements in the environment that the business or project could exploit to its advantage |
* Opportunities: elements in the environment that the business or project could exploit to its advantage |
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* Threats: elements in the environment that could cause trouble for the business or project |
* Threats: elements in the environment that could cause trouble for the business or project |
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⚫ | The degree to which the internal environment of the firm matches with the external environment is expressed by the concept of [[strategic fit]]. Identification of SWOTs is important because they can inform later steps in planning to achieve the objective. First, decision-makers should consider whether the objective is attainable, given the SWOTs. If the objective is ''not'' attainable, they must select a different objective and repeat the process. |
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Some authors credit SWOT to [[Albert S. Humphrey|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.<ref>{{cite news|url=http://www.sri.com/sites/default/files/brochures/dec-05.pdf|title=SWOT Analysis for Management Consulting|last=Humphrey|first=Albert|date=December 2005|work=SRI Alumni Newsletter|publisher=[[SRI International]]|authorlink=Albert S. Humphrey}}</ref><ref>{{cite web|url=http://www.tamplc.com/Humphsprofile.htm|title=Albert Humphrey The "Father" of TAM|publisher=TAM UK|accessdate=2012-06-03}}</ref> However, Humphrey himself did not claim the creation of SWOT, and the origins remain obscure. |
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⚫ | Identification of SWOTs is important because they can inform later steps in planning to achieve the objective. First, decision-makers should consider whether the objective is attainable, given the SWOTs. If the objective is ''not'' attainable, they must select a different objective and repeat the process. |
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Users of SWOT analysis must ask and answer questions that generate meaningful information for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful and find their competitive advantage. |
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==Internal and external factors== |
== Internal and external factors == |
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{{quote box|width = 300px|quote="So it is said that if you know your enemies and know yourself, you can win a hundred battles without a single loss. If you only know yourself, but not your opponent, you may win or may lose. If you know neither yourself nor your enemy, you will always endanger yourself."|source=[[The Art of War]] by [[Sun Tzu]]" |
{{quote box|width = 300px|quote="So it is said that if you know your enemies and know yourself, you can win a hundred battles without a single loss. If you only know yourself, but not your opponent, you may win or may lose. If you know neither yourself nor your enemy, you will always endanger yourself."|source=[[The Art of War]] by [[Sun Tzu]]" |
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It is prudent not to eliminate any candidate SWOT entry too quickly. The importance of individual SWOTs will be revealed by the value of the strategies they generate. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important. |
It is prudent not to eliminate any candidate SWOT entry too quickly. The importance of individual SWOTs will be revealed by the value of the strategies they generate. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important. |
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==Use== |
== Use == |
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The usefulness of SWOT analysis is not limited to [[For-profit corporation|profit-seeking organizations]]. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) is defined. Examples include [[non-profit organizations]], governmental units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive [[crisis management]]. SWOT analysis may also be used in creating a recommendation during a [[viability study]]/survey. |
The usefulness of SWOT analysis is not limited to [[For-profit corporation|profit-seeking organizations]]. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) is defined. Examples include [[non-profit organizations]], governmental units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive [[crisis management]]. SWOT analysis may also be used in creating a recommendation during a [[viability study]]/survey. |
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===Strategy building=== |
=== Strategy building === |
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SWOT analysis can be used effectively to build organizational or personal strategy. Steps necessary to execute strategy-oriented analysis involve identification of internal and external factors (using the popular 2x2 matrix), selection and evaluation of the most important factors, and identification of relations existing between internal and external features.<ref>{{cite news |last1=Blake |first1=Martin |last2=Wijetilaka |first2=Shehan | |
SWOT analysis can be used effectively to build organizational or personal strategy. Steps necessary to execute strategy-oriented analysis involve identification of internal and external factors (using the popular 2x2 matrix), selection and evaluation of the most important factors, and identification of relations existing between internal and external features.<ref>{{cite news |last1=Blake |first1=Martin |last2=Wijetilaka |first2=Shehan |date=26 February 2015 |title=5 tips to grow your start-up using SWOT analysis |url=http://www.brw.com.au/p/entrepreneurs/tips_to_grow_your_start_up_using_eQEF8Pm8l2Q9hME9TBXvVL |location=Sydney |access-date=10 August 2015}}</ref> |
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For instance, strong relations between strengths and opportunities can suggest good conditions in the company and allow using an ''aggressive'' strategy. On the other hand, strong interactions between weaknesses and threats could be analyzed as a potential warning and advice for using a ''defensive'' strategy.<ref>{{cite journal |last=Osita |first=Christian |last2=Onyebuchi |first2=Idoko |last3=Justina |first3=Nzekwe |date=31 January 2014 |
For instance, strong relations between strengths and opportunities can suggest good conditions in the company and allow using an ''aggressive'' strategy. On the other hand, strong interactions between weaknesses and threats could be analyzed as a potential warning and advice for using a ''defensive'' strategy.<ref>{{cite journal |last=Osita |first=Christian |last2=Onyebuchi |first2=Idoko |last3=Justina |first3=Nzekwe |date=31 January 2014 |title=Organization's stability and productivity: the role of SWOT analysis |url=http://journalijiar.com/uploads/2014-10-02_231409_710.pdf |publisher=International Journal of Innovative and Applied Research (2014) |volume=2 |issue=9 |pages=23–32 |access-date=17 March 2016}}</ref> |
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===Matching and converting=== |
=== Matching and converting === |
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One way of using SWOT is matching and converting. Matching is used to find [[competitive advantage]] by matching the strengths to opportunities. Another tactic is to convert weaknesses or threats into strengths or opportunities. An example of a conversion strategy is to find new markets. If the threats or weaknesses cannot be converted, a company should try to minimize or avoid them.<ref>[http://www.shsu.edu/~mkt_ssm/mkt570/Chap04.ppt See for instance: Mehta, S. (2000) ''Marketing Strategy'']</ref> |
One way of using SWOT is matching and converting. Matching is used to find [[competitive advantage]] by matching the strengths to opportunities. Another tactic is to convert weaknesses or threats into strengths or opportunities. An example of a conversion strategy is to find new markets. If the threats or weaknesses cannot be converted, a company should try to minimize or avoid them.<ref>[http://www.shsu.edu/~mkt_ssm/mkt570/Chap04.ppt See for instance: Mehta, S. (2000) ''Marketing Strategy'']</ref> |
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==Corporate planning== |
=== Corporate planning === |
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As part of the development of strategies and plans to enable the organization to achieve its objectives, that organization will use a systematic/rigorous process known as [[corporate planning]]. SWOT alongside [[PEST analysis|PEST]]/[[PESTLE]] can be used as a basis for the analysis of business and environmental factors.<ref>Armstrong. M. A handbook of Human Resource Management Practice (10th edition) 2006, Kogan Page, London {{ISBN|0-7494-4631-5}}</ref> |
As part of the development of strategies and plans to enable the organization to achieve its objectives, that organization will use a systematic/rigorous process known as [[corporate planning]]. SWOT alongside [[PEST analysis|PEST]]/[[PESTLE]] can be used as a basis for the analysis of business and environmental factors.<ref>Armstrong. M. A handbook of Human Resource Management Practice (10th edition) 2006, Kogan Page, London {{ISBN|0-7494-4631-5}}</ref> |
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* |
* Set objectives – defining what the organization is going to do |
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* |
* Environmental scanning |
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** Internal appraisals of the organization's SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle |
** Internal appraisals of the organization's SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle |
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* Analysis of existing strategies, this should determine relevance from the results of an internal/external appraisal. This may include [[gap analysis]] of environmental factors |
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* Strategic Issues defined – key factors in the development of a corporate plan that the organization must address |
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* Develop new/revised strategies – revised analysis of strategic issues may mean the objectives need to change |
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* Establish [[critical success factor]]s – the achievement of objectives and strategy implementation |
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* Preparation of operational, resource, projects plans for strategy implementation |
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* Monitoring results – mapping against plans, taking corrective action, which may mean amending objectives/strategies<ref name=arms>Armstrong.M Management Processes and Functions, 1996, London CIPD {{ISBN|0-85292-438-0}}</ref> |
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===Marketing=== |
=== Marketing === |
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{{Main|Marketing management}} |
{{Main|Marketing management}} |
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In many competitor analyses, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of [[vertical integration]], historical responses to industry developments, and other factors. |
In many competitor analyses, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of [[vertical integration]], historical responses to industry developments, and other factors. |
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==In community organization== |
== In community organization == |
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The SWOT analysis has been used in community work as a tool to identify positive and negative factors within organizations, communities, and the broader society that promote or inhibit successful implementation of social services and social change efforts.<ref name="community tool box">{{cite web|title=Community Toolbox: Section 14. SWOT analysis|url=http://ctb.ku.edu/en/table-of-contents/assessment/assessing-community-needs-and-resources/swot-analysis/main|accessdate=2014-02-22}}</ref> It is used as a preliminary resource, assessing strengths, weaknesses, opportunities, and threats in a community served by a nonprofit or community organization.<ref name="social work"/> This organizing tool is best used in collaboration with community workers and/or community members before developing goals and objectives for a program design or implementing an organizing strategy. The SWOT analysis is a part of the planning for social change process and will not provide a strategic plan if used by itself. After a SWOT analysis is completed, a social change organization can turn the SWOT list into a series of recommendations to consider before developing a strategic plan.<ref name="our community">{{cite web|title=Our Community|url=https://www.ourcommunity.com.au/boards/boards_article.jsp?articleId=1369|accessdate=16 March 2014}}</ref> |
The SWOT analysis has been used in community work as a tool to identify positive and negative factors within organizations, communities, and the broader society that promote or inhibit successful implementation of social services and social change efforts.<ref name="community tool box">{{cite web |title=Community Toolbox: Section 14. SWOT analysis |url=http://ctb.ku.edu/en/table-of-contents/assessment/assessing-community-needs-and-resources/swot-analysis/main |accessdate=2014-02-22}}</ref> It is used as a preliminary resource, assessing strengths, weaknesses, opportunities, and threats in a community served by a nonprofit or community organization.<ref name="social work" /> This organizing tool is best used in collaboration with community workers and/or community members before developing goals and objectives for a program design or implementing an organizing strategy. The SWOT analysis is a part of the planning for social change process and will not provide a strategic plan if used by itself. After a SWOT analysis is completed, a social change organization can turn the SWOT list into a series of recommendations to consider before developing a strategic plan.<ref name="our community">{{cite web |title=Our Community |url=https://www.ourcommunity.com.au/boards/boards_article.jsp?articleId=1369 |accessdate=16 March 2014}}</ref> |
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[[File:SWOT Analysis ssw 1.png|thumb|one example of a SWOT Analysis used in community organizing]] |
[[File:SWOT Analysis ssw 1.png|thumb|one example of a SWOT Analysis used in community organizing]] |
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[[File:SWOT Analysis ssw 2.png|thumb|A simple SWOT Analysis used in Community Organizing]] |
[[File:SWOT Analysis ssw 2.png|thumb|A simple SWOT Analysis used in Community Organizing]] |
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'''Strengths and weaknesses''':<ref name="community tool box"/> ''These are the internal factors within an organization.'' |
'''Strengths and weaknesses''':<ref name="community tool box" /> ''These are the internal factors within an organization.'' |
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* Human resources |
* Human resources – staff, volunteers, board members, target population |
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* Physical resources |
* Physical resources – your location, building, equipment |
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* Financial |
* Financial – grants, funding agencies, other sources of income |
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* Activities and processes |
* Activities and processes – programs you run, systems you employ |
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* Past experiences |
* Past experiences – building blocks for learning and success, your reputation in the community |
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'''Opportunities and threats''':<ref name="community tool box"/> ''These are external factors stemming from community or societal forces.'' |
'''Opportunities and threats''':<ref name="community tool box" /> ''These are external factors stemming from community or societal forces.'' |
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* Future trends in your field or the culture |
* Future trends in your field or the culture |
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* The economy |
* The economy – local, national, or international |
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* Funding sources |
* Funding sources – foundations, donors, legislatures |
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* Demographics |
* Demographics – changes in the age, race, gender, culture of those you serve or in your area |
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* The physical environment (Is your building in a growing part of town? Is the bus company cutting routes?) |
* The physical environment (Is your building in a growing part of town? Is the bus company cutting routes?) |
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* Legislation (Do new federal requirements make your job harder...or easier?) |
* Legislation (Do new federal requirements make your job harder...or easier?) |
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* Local, national, or international events |
* Local, national, or international events |
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Although the SWOT analysis was originally designed as an organizational method for business and industries, it has been replicated in various community work as a tool for identifying external and internal support to combat internal and external opposition.<ref name="community tool box"/> The SWOT analysis is necessary to provide direction to the next stages of the change process.<ref name=BOOK>{{cite book|last=Birkenmaier|first=Julie|title=The Practice of Generalist Social Work|year=2001|publisher=Routledge|location=New York, NY}}</ref> It has been used by community organizers and community members to further social justice in the context of Social Work practice. |
Although the SWOT analysis was originally designed as an organizational method for business and industries, it has been replicated in various community work as a tool for identifying external and internal support to combat internal and external opposition.<ref name="community tool box" /> The SWOT analysis is necessary to provide direction to the next stages of the change process.<ref name=BOOK>{{cite book |last=Birkenmaier |first=Julie |title=The Practice of Generalist Social Work |year=2001 |publisher=Routledge |location=New York, NY}}</ref> It has been used by community organizers and community members to further social justice in the context of Social Work practice. |
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===Application in community organization=== |
=== Application in community organization === |
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As mentioned [[SWOT analysis#top|above]], SWOT can be crucial to determining the success of a project, while factoring in funding, as well as accessibility and logic. Often, a city will spend a year weighing the [[Risk-benefit]]s<ref>[[Pittsburg, California]] tried this out recently with the BART program. Citation: (Document). Pittsburg City, California, www.ci.pittsburg.ca.us/Modules/ShowDocument.aspx?documentid. |
As mentioned [[SWOT analysis#top|above]], SWOT can be crucial to determining the success of a project, while factoring in funding, as well as accessibility and logic. Often, a city will spend a year weighing the [[Risk-benefit]]s<ref>[[Pittsburg, California]] tried this out recently with the BART program. Citation: (Document). Pittsburg City, California, www.ci.pittsburg.ca.us/Modules/ShowDocument.aspx?documentid.</ref><ref>{{cite web |title=Urban Anylisis of Urmia, Iran |url=http://rrrs.reviste.ubbcluj.ro/arhive/Artpdf/v10n22014/RRRS10220145.pdf |website=Reviste}}</ref> of a project before they even vote on it. |
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====Elements to consider==== |
==== Elements to consider ==== |
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Elements to consider in a SWOT analysis include understanding the community that a particular organization is working with. This can be done via public forums, listening campaigns, and informational interviews. Data collection will help inform the community members and workers when developing the SWOT analysis. A needs and assets assessment are tooling that can be used to identify the needs and existing resources of the community. When these assessments are done and data has been collected, an analysis of the community can be made that informs the SWOT analysis.<ref name="community tool box"/> |
Elements to consider in a SWOT analysis include understanding the community that a particular organization is working with. This can be done via public forums, listening campaigns, and informational interviews. Data collection will help inform the community members and workers when developing the SWOT analysis. A needs and assets assessment are tooling that can be used to identify the needs and existing resources of the community. When these assessments are done and data has been collected, an analysis of the community can be made that informs the SWOT analysis.<ref name="community tool box" /> |
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====Steps for implementation==== |
==== Steps for implementation ==== |
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A SWOT analysis is best developed in a group setting such as a work or community meeting. A facilitator can conduct the meeting by first explaining what a SWOT analysis is as well as identifying the meaning of each term.<ref name="community tool box"/> |
A SWOT analysis is best developed in a group setting such as a work or community meeting. A facilitator can conduct the meeting by first explaining what a SWOT analysis is as well as identifying the meaning of each term.<ref name="community tool box" /> |
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One way of facilitating the development of a SWOT analysis includes developing an example SWOT with the larger group then separating each group into smaller teams to present to the larger group after set amount of time.<ref name="community tool box"/> This allows for individuals, who may be silenced in a larger group setting, to contribute. Once the allotted time is up, the facilitator may record all the factors of each group onto a large document such as a poster board, and then the large group, as a collective, can go work through each of the threats and weaknesses to explore options that may be used to combat negative forces with the strengths and opportunities present within the organization and community.<ref name="community tool box"/> A SWOT meeting allows participants to creatively brainstorm, identify obstacles, and possibly strategize solutions/way forward to these limitations. |
One way of facilitating the development of a SWOT analysis includes developing an example SWOT with the larger group then separating each group into smaller teams to present to the larger group after set amount of time.<ref name="community tool box" /> This allows for individuals, who may be silenced in a larger group setting, to contribute. Once the allotted time is up, the facilitator may record all the factors of each group onto a large document such as a poster board, and then the large group, as a collective, can go work through each of the threats and weaknesses to explore options that may be used to combat negative forces with the strengths and opportunities present within the organization and community.<ref name="community tool box" /> A SWOT meeting allows participants to creatively brainstorm, identify obstacles, and possibly strategize solutions/way forward to these limitations. |
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====When to use SWOT analysis==== |
==== When to use SWOT analysis ==== |
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The uses of a SWOT analysis by a community organization are as follows: to organize information, provide insight into barriers<ref name="use and misuse">{{cite journal|last=Chermack|first=Thomas J.|author2=Bernadette K. Kasshanna |title=The Use of and Misuse of SWOT analysis and implications for HRD professionals|journal=Human Resource Development International|date=December 2007|volume=10|issue=4|pages=383–399}}</ref> that may be present while engaging in social change processes, and identify strengths available that can be activated to counteract these barriers. |
The uses of a SWOT analysis by a community organization are as follows: to organize information, provide insight into barriers<ref name="use and misuse">{{cite journal |last=Chermack |first=Thomas J. |author2=Bernadette K. Kasshanna |title=The Use of and Misuse of SWOT analysis and implications for HRD professionals |journal=Human Resource Development International |date=December 2007 |volume=10 |issue=4 |pages=383–399}}</ref> that may be present while engaging in social change processes, and identify strengths available that can be activated to counteract these barriers. |
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''A SWOT analysis can be used to:'' |
''A SWOT analysis can be used to:'' |
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* Explore new solutions to problems <ref name="community tool box"/> |
* Explore new solutions to problems <ref name="community tool box" /> |
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* Identify barriers that will limit goals/objectives <ref name="community tool box"/> |
* Identify barriers that will limit goals/objectives <ref name="community tool box" /> |
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* Decide on direction that will be most effective <ref name="community tool box"/> |
* Decide on direction that will be most effective <ref name="community tool box" /> |
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* Reveal possibilities and limitations for change<ref name="community tool box"/> |
* Reveal possibilities and limitations for change<ref name="community tool box" /> |
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* To revise plans to best navigate systems, communities, and organizations |
* To revise plans to best navigate systems, communities, and organizations |
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* As a brainstorming and recording device as a means of communication<ref name="use and misuse"/> |
* As a brainstorming and recording device as a means of communication<ref name="use and misuse" /> |
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* To enhance "credibility of interpretation"to be used in presentation to leaders or key supporters.<ref name="social work">{{cite journal|last=Westhues |first=Anne|author2=Jean Lafrance |author3=Glen Schmidt |title=A SWOT analysis of social work education in Canada|journal=Social Work Education: The International Journal |year=2001 |volume=20 |issue=1 |pages=35–56}}</ref> |
* To enhance "credibility of interpretation"to be used in presentation to leaders or key supporters.<ref name="social work">{{cite journal |last=Westhues |first=Anne |author2=Jean Lafrance |author3=Glen Schmidt |title=A SWOT analysis of social work education in Canada |journal=Social Work Education: The International Journal |year=2001 |volume=20 |issue=1 |pages=35–56}}</ref> |
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===Benefits and advantages=== |
=== Benefits and advantages === |
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The SWOT analysis in social work practice framework is beneficial because it helps organizations decide whether or not an objective is obtainable and therefore enables organizations to set achievable goals, objectives, and steps to further the social change or community development effort.<ref name=benefits>{{cite web|last=Quincy|first=Ronald|title=SWOT Analysis: Raising capacity of your organization|url=http://socialwork.rutgers.edu/Libraries/Huamin/Brochure_2.sflb|publisher=Rutgers School of Social Work|accessdate=2013-02-25}}</ref> It enables organizers to take visions and produce practical and efficient outcomes that effect long-lasting change, and it helps organizations gather meaningful information to maximize their potential.<ref name="benefits"/> Completing a SWOT analysis is a useful process regarding the consideration of key organizational priorities, such as gender and cultural diversity and fundraising objectives.<ref name="change agency">{{cite web|title=Campaigners Toolkit: Strategy|publisher=The Change Agency|url=http://www.thechangeagency.org/campaigners-toolkit/training-resources/strategy/|accessdate=28 September 2017}}</ref> |
The SWOT analysis in social work practice framework is beneficial because it helps organizations decide whether or not an objective is obtainable and therefore enables organizations to set achievable goals, objectives, and steps to further the social change or community development effort.<ref name=benefits>{{cite web |last=Quincy |first=Ronald |title=SWOT Analysis: Raising capacity of your organization |url=http://socialwork.rutgers.edu/Libraries/Huamin/Brochure_2.sflb |publisher=Rutgers School of Social Work |accessdate=2013-02-25}}</ref> It enables organizers to take visions and produce practical and efficient outcomes that effect long-lasting change, and it helps organizations gather meaningful information to maximize their potential.<ref name="benefits" /> Completing a SWOT analysis is a useful process regarding the consideration of key organizational priorities, such as gender and cultural diversity and fundraising objectives.<ref name="change agency">{{cite web |title=Campaigners Toolkit: Strategy |publisher=The Change Agency |url=http://www.thechangeagency.org/campaigners-toolkit/training-resources/strategy/ |accessdate=28 September 2017}}</ref> |
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==Limitations== |
== Limitations == |
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Some findings from Menon et al. (1999)<ref>{{cite journal | |
Some findings from Menon et al. (1999)<ref>{{cite journal |author=Menon, A. |title=Antecedents and Consequences of Marketing Strategy Making |journal=Journal of Marketing |volume=63 |pages=18–40 |year=1999 |doi=10.2307/1251943 |jstor=1251943 |issue=2 |publisher=American Marketing Association |display-authors=etal}}</ref> and Hill and Westbrook (1997)<ref>{{cite journal |author=Hill, T. & R. Westbrook |title=SWOT Analysis: It’s Time for a Product Recall |journal=Long Range Planning |volume=30 |issue=1 |pages=46–52 |year=1997 |doi=10.1016/S0024-6301(96)00095-7}}</ref> have suggested that SWOT may harm performance and that "no-one subsequently used the outputs within the later stages of the strategy". |
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Other critiques include the misuse of the SWOT analysis as a technique that can be quickly designed without critical thought leading to a misrepresentation of strengths, weaknesses, opportunities, and threats within an organization's internal and external surroundings.<ref name="SWOT does not need to be recalled">{{cite journal|last=Koch|first=Adam|title=SWOT does not need to be recalled: It needs to be enhanced|journal=Swineburne University of Technology|year=2000|url=http://www.westga.edu/~bquest/2000/swot1.html}}</ref> |
Other critiques include the misuse of the SWOT analysis as a technique that can be quickly designed without critical thought leading to a misrepresentation of strengths, weaknesses, opportunities, and threats within an organization's internal and external surroundings.<ref name="SWOT does not need to be recalled">{{cite journal |last=Koch |first=Adam |title=SWOT does not need to be recalled: It needs to be enhanced |journal=Swineburne University of Technology |year=2000 |url=http://www.westga.edu/~bquest/2000/swot1.html}}</ref> |
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Another limitation includes the development of a SWOT analysis simply to defend previously decided goals and objectives. This misuse leads to limitations on brainstorming possibilities and "real" identification of barriers. This misuse also places the organization’s interest above the well-being of the community. Further, a SWOT analysis should be developed as a collaborative with a variety of contributions made by participants including community members. The design of a SWOT analysis by one or two community workers is limiting to the realities of the forces, specifically external factors, and devalues the possible contributions of community members.<ref name="use and misuse"/> |
Another limitation includes the development of a SWOT analysis simply to defend previously decided goals and objectives. This misuse leads to limitations on brainstorming possibilities and "real" identification of barriers. This misuse also places the organization’s interest above the well-being of the community. Further, a SWOT analysis should be developed as a collaborative with a variety of contributions made by participants including community members. The design of a SWOT analysis by one or two community workers is limiting to the realities of the forces, specifically external factors, and devalues the possible contributions of community members.<ref name="use and misuse" /> |
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==The SVOR alternative== |
== The SVOR alternative == |
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In project management, the alternative to SWOT known by the acronym SVOR (Strengths, Vulnerabilities, Opportunities, and Risks) compares the project elements along two axes: internal and external, and positive and negative. It takes into account the mathematical link that exists between these various elements, considering also the role of infrastructures. The SVOR table provides an intricate understanding of the elements at play in a given project:<ref>Mesly, Olivier (2017). ''Project feasibility – Tools for uncovering points of vulnerability.'' New York, NY:Taylor and Francis, CRC Press, 546 pages, ISBN 9 781498 757911.</ref> |
In project management, the alternative to SWOT known by the acronym SVOR (Strengths, Vulnerabilities, Opportunities, and Risks) compares the project elements along two axes: internal and external, and positive and negative. It takes into account the mathematical link that exists between these various elements, considering also the role of infrastructures. The SVOR table provides an intricate understanding of the elements at play in a given project:<ref>Mesly, Olivier (2017). ''Project feasibility – Tools for uncovering points of vulnerability.'' New York, NY:Taylor and Francis, CRC Press, 546 pages, ISBN 9 781498 757911.</ref> |
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! Forces !! Internal !! Mathematical link !! External |
! Forces !! Internal !! Mathematical link !! External |
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| '''Positive'''|| Total Forces|| Total Forces given constraints = Infrastructures / Opportunities || Opportunities |
| '''Positive''' || Total Forces || Total Forces given constraints = Infrastructures / Opportunities || Opportunities |
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| '''Mathematical link''' || Vulnerabilities given constraints = 1 / Total Forces || constant ''k'' || Opportunities given constraints = 1 / Risks |
| '''Mathematical link''' || Vulnerabilities given constraints = 1 / Total Forces || constant ''k'' || Opportunities given constraints = 1 / Risks |
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| '''Negative''' || Vulnerabilities || Risks given constraints = ''k'' / Vulnerabilities || Risks |
| '''Negative''' || Vulnerabilities || Risks given constraints = ''k'' / Vulnerabilities || Risks |
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Constraints consist of: calendar of tasks and activities, costs, and norms of quality. The "''k''" constant varies with each project (for example, it may be valued at 1.3). |
Constraints consist of: calendar of tasks and activities, costs, and norms of quality. The "''k''" constant varies with each project (for example, it may be valued at 1.3).{{cn|date=February 2018}}{{efn|Best source I could find is https://ceopedia.org/index.php/SWOT_analysis but seems unrelated.}} |
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== SWOT analysis in popular culture == |
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===Television shows=== |
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In Season 2 Episode 6 of [[Silicon Valley (TV series)|Silicon Valley]], Jared Dunn ([[Zach Woods]]) introduces the Pied Piper team to SWOT analysis. Later in that episode Dinesh ([[Kumail Nanjiani]]) and Gilfoyle ([[Martin Starr]]) employ the method when deciding whether or not inform a stunt driver that the calculations for his upcoming jump were performed incorrectly.<ref>https://www.hbo.com/silicon-valley/season-02/6-homicide/synopsis</ref> |
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===Ads=== |
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Many reports have gone out about the use of SWOT by real life companies, and how the idea is spreading. [[Coca-Cola (company)|Coca-Cola]] has used this In their television ads<ref>http://www.valueline.com/Stocks/Highlights/The_Coca-Cola_Company__A_Short_SWOT_Analysis.aspx#.Wo36ULeov4g </ref> in order to effectively target a customer, such as appeal to senses. |
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* [[Benchmarking]] |
* [[Benchmarking]] |
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* [[Strategic planning]] |
* [[Strategic planning]] |
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* [[Programme Evaluation and Review Technique]] |
* [[Programme Evaluation and Review Technique]] |
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* [[Semiotic square|Greimas square]] |
* [[Semiotic square|Greimas square]] |
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{{div col end}} |
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==References== |
== References == |
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{{Reflist|30em}} |
{{Reflist|30em}} |
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=== Footnotes === |
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{{Notelist}} |
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== External links == |
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{{Commons category|SWOT analysis}} |
{{Commons category|SWOT analysis}} |
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* [http://www.rma.usda.gov/pubs/2011/swot_brochure.pdf United |
* [http://www.rma.usda.gov/pubs/2011/swot_brochure.pdf "SWOT Analysis: A tool for making better business decisions"]. [[United States Department of Agriculture]]. |
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{{Strategic planning tools}} |
{{Strategic planning tools}} |
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{{Business Stratigies}} |
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{{authority control}} |
{{authority control}} |
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{{DEFAULTSORT:Swot Analysis}} |
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[[Category:Business intelligence]] |
[[Category:Business intelligence]] |
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[[Category:Strategic management]] |
[[Category:Strategic management]] |