This document provides guidance on conducting a SWOT analysis to identify an organization's strengths, weaknesses, opportunities, and threats. It encourages considering strengths and weaknesses from both an internal and customer perspective. For strengths, it advises comparing your organization's capabilities to competitors. For opportunities, it suggests looking at how your strengths could enable opportunities or how addressing weaknesses could create opportunities. For threats, it recommends examining competitive actions, changes to quality standards, technology shifts, and whether any weaknesses pose serious risks.
This document provides guidance on conducting a SWOT analysis to identify an organization's strengths, weaknesses, opportunities, and threats. It encourages considering strengths and weaknesses from both an internal and customer perspective. For strengths, it advises comparing your organization's capabilities to competitors. For opportunities, it suggests looking at how your strengths could enable opportunities or how addressing weaknesses could create opportunities. For threats, it recommends examining competitive actions, changes to quality standards, technology shifts, and whether any weaknesses pose serious risks.
This document provides guidance on conducting a SWOT analysis to identify an organization's strengths, weaknesses, opportunities, and threats. It encourages considering strengths and weaknesses from both an internal and customer perspective. For strengths, it advises comparing your organization's capabilities to competitors. For opportunities, it suggests looking at how your strengths could enable opportunities or how addressing weaknesses could create opportunities. For threats, it recommends examining competitive actions, changes to quality standards, technology shifts, and whether any weaknesses pose serious risks.
This document provides guidance on conducting a SWOT analysis to identify an organization's strengths, weaknesses, opportunities, and threats. It encourages considering strengths and weaknesses from both an internal and customer perspective. For strengths, it advises comparing your organization's capabilities to competitors. For opportunities, it suggests looking at how your strengths could enable opportunities or how addressing weaknesses could create opportunities. For threats, it recommends examining competitive actions, changes to quality standards, technology shifts, and whether any weaknesses pose serious risks.
Download as DOCX, PDF, TXT or read online from Scribd
Download as docx, pdf, or txt
You are on page 1/ 4
Strengths
What advantages does your organization have?
What do you do better than anyone else? What unique or lowest-cost resources can you draw upon that others can't? What do people in your market see as your strengths? What factors mean that you "get the sale"? What is your organization's Unique Selling Proposition (USP)?
Consider your strengths from both an internal perspective, and from the point of view of your customers and people in your market.
Also, if you're having any difficulty identifying strengths, try writing down a list of your organization's characteristics. Some of these will hopefully be strengths!
When looking at your strengths, think about them in relation to your
competitors. For example, if all of your competitors provide high quality products, then a high quality production process is not a strength in your organization's market, it's a necessity Weaknesses What could you improve? What should you avoid? What are people in your market likely to see as weaknesses? What factors lose you sales? Again, consider this from an internal and external perspective: do other people seem to perceive weaknesses that you don't see? Are your competitors doing any better than you?
It's best to be realistic now, and face any unpleasant truths as soon as possible. Opportunities What good opportunities can you spot? What interesting trends are you aware of? Useful opportunities can come from such things as:
Changes in technology and markets on both a broad and narrow scale.
Changes in government policy related to your field. Changes in social patterns, population profiles, lifestyle changes, and so on. Local events.
Tip: A useful approach when looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them. Threats What obstacles do you face? What are your competitors doing? Are quality standards or specifications for your job, products or services changing? Is changing technology threatening your position? Do you have bad debt or cash-flow problems? Could any of your weaknesses seriously threaten your business?
Tip: When looking at opportunities and threats, PEST Analysis can help to ensure that you don't overlook external factors, such as new government regulations, or technological changes in your industry.
