EVALUATION OF SWOT ANALYSIS AS A STRATEGIC BUSINESS

TOOL TO ENHANCE ECONOMIC SUSTAINABILITY OF SME

CONTRACTORS IN SOUTH AFRICA

IRUKA CHIJINDU ANUGWO

Department of Construction Management & Quantity Surveying, Durban University of Technology, South Africa.
Email: [email protected], ORCID: 0000-0002-2905-1413

Abstract
This study aims to analyse the applicability of SWOT analysis as a strategic business tool towards enhancing
SME contractors’ capability to identify, assess and utilised identified critical factors that are considered as
attributes of strengths, weaknesses, opportunities and threats towards growing economic sustainable firms in
South African construction industry. Many scholars and researchers have acknowledged that one of the major
causes of premature SMEs failure would be linked to their inability to strategically undertake internal and external
business analyses (conscious application of SWOT analysis) that would assist them in identifying business
attributes of strengths weaknesses, opportunities and threats in their business operating environment. Thus, this
study adopted a qualitative research approach in which unstructured interview was utilised for primary data
collection with 33 SME contractors within the CIDB register of contractors within grades 4 to 6 in Port Elizabeth.
The research findings revealed that the conscious application of SWOT analysis as a business would enhance
SME contractors' survival and capability to achieve economic sustainability, thus reducing ongoing premature
business failure. This research concludes that conscious application of SWOT analysis will significantly assist
struggling SMEs or start-up contractors to identify and ascertain their business strengths (positive attributes and
internal factors), weaknesses (competitive disadvantage, negative attributes, hindering internal factors),
opportunities ( attractive external factors) and threats (external risk factors) in planning, developing and growing
economically sustainable construction business in South Africa. Thus, the conscious application of SWOT
analysis is recommended to struggling SMEs and start-up contractors as it would assist them in ascertaining to a
large extent the potentiality of their business survival at an early stage of business development.
Keywords: Business Survival, Construction, Critical Factors, Sustainable Business, Swot Analysis.

1. INTRODUCTION
The construction industry is one of the crucial sectors that have a catalytic effect in enhancing
and sustaining economic growth in both developed and developing nations (Anugwo, 2017;
Watkins et al., 2020). Small and Medium Enterprises (SMEs) have been identified as
productive drivers of inclusive economic growth and development in South Africa and
worldwide. Some researchers have estimated that, in South Africa, small and medium-sized
enterprises makeup 91% of formalised businesses, provide employment to about 60% of the
labour force and total economic output accounts for roughly 34% of GDP (Anugwo, 2017). In
Sri Lanka, SMEs account for about 85% of enterprises, with about 75% of employment within
private enterprises (Wijetunge and Pushpakumari, 2014). However, looking at the South
African context, the importance of SME contractors’ survival and sustainable performance
cannot be over-emphasised, as the government and its agents have continuously created an
empowering policy in order for them to survive, grow and thrive in the market. The South

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African government has created a robust mechanism that ensures SMEs, mostly especially
black-owned companies, have greater access to the construction industry through government
interventions such as; the Broad-Based Black Economic Empowerment (BBBEE) Act of 2003
and the Preferential Procurement Policy Framework (PPPF) Act of 2000. These empowering
policies are crucial for SME contractors’ competitiveness through skills development and
participation in the mainstream economy (Anugwo, 2017). However, Anugwo (2017) further
said that this intervention measure should be applied with caution in order to avoid SME
contractors’ perpetual over-dependence on government interventions. Jaramillo et al. (2018)
state that the current competitive business environment of technological evolution,
globalisation, and innovative competitors has propelled both SMEs and large firms to improve
their performance if they want to survive constantly.
However, over 70% of small and medium enterprises (SMEs) in South Africa fail to grow into
a sustainable economic firms within the first 5–7 years of inception, and the causes of
premature business failures among construction businesses are linked to internal and external
constraints (Martin and Root, 2010; Bushe, 2019); as most of SMEs may be strategically
myopic and lack the long-term vision to strategically plan their business growth and sustainable
(Kumar and Parveen, 2022). Anugwo (2022) claims that premature business failure within the
construction sector is a great concern. This phenomenon could be linked to a lack of critical
and conscious self-evaluation of start-ups or existing construction organisations to gauge their
business capacity strategically. According to Gica and Balint (2021), premature SMEs failure
could be attributed to insufficient resources and fierce competition; and well as issues of
inadequate access to capital, finance, inadequate industrial infrastructure, obsolete technology,
lack of market base information, lack of modern management skills, lack of strategic vision,
and lack of labour training are some of the challenges hindering SMEs survival and sustainable
performance (Wijetunge and Pushpakumari, 2014; Kumar and Parveen, 2022; Wijetunge and
Pushpakumari, 2014; Kumar and Parveen, 2022). Martin and Root (2010) research findings
corroborate with that of Gica and Balint (2021); Wijetunge and Pushpakumari (2014); Kumar
and Parveen (2022) that SME contractors in South Africa are facing huge business challenges
due to factors such as lack of capacity, increasingly fierce competition in the industry,
unprofitable tender prices in projects; systemic abuse by main contractors; poor general
management skills; technological difficulties; problems in accessing finance; difficulties in
securing contracts due to high competition and legal barriers. The SME needs to be proactive
and innovative towards adopting strategic plans that might ascertain their sustainable growth
(Kumar and Parveen, 2022). Thus, conscious evaluation of internal and external business
capacities would assist the SME contractors to identify business attributes of strengths,
weaknesses, opportunities and threats in their business’ operating environment (Anugwo,
2022). According to Kumar and Parveen's (2022), research findings, the vital importance of
strategic planning in business is moderately acknowledged by SMEs and managers, but
implementation is usually not well executed in order to foster economic and sustainable
business objectives. Thus, many SME owners/ managers are not strategically conscious about
planning and implementing their business strategy (Kumar and Parveen, 2022; Anugwo; 2022).

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According to Harrison (2013), business entities and countries across the globe are increasing
their strategic business efforts to understand how they can improve survival and sustainable
performance and growth of start-up businesses, especially in the construction industry. Small
and medium enterprises (SMEs) constitute over 90% of the construction business and are vital
to the construction industry operations (Arewa and Farrell, 2012). To be competitive, some
strategic management scholars and policymakers have advocated for more strategic planning
practices to be consciously adopted among start-up businesses- especially in the construction
industry (Anugwo, 2022). In addition, Kumar and Parveen (2022) acknowledged that SMEs
must be educated more about the importance of strategic planning and its potential to facilitate
better performance via better decisions, client/ customer satisfaction, increased capacity and
gaining market advantage.
Definition of small and medium-sized enterprises (SMEs)
There is no single definition of SMEs or SMME, as its meaning differs from country to country
and the type of industry. An SMME in the construction industry will not be defined similarly
to SMMEs in the retail and service sectors. However, SMMEs can be generally defined as
small organisations and businesses with fewer employees.
Table 1: The summary of definitions for SMEs

Source: Ahmedova (2015).

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The National Small Business Act 103 of 1996, as amended in 2003, describes SMMEs based
on the size, annual revenue they can generate, the total gross assets value, and the total number
of permanent employees the business can employ and pay following standards.
There are three broad categories of SMMEs:
 Small Enterprises: In the construction sector, small enterprises form/represent most
recognised businesses with less than 50 employees. They are established, formal and
registered with fixed business premises. These enterprises are usually owner-managed but
have more complex management structures than micro-enterprises, and they are tax
registered to meet the formal registration requirements. They also have a total annual
turnover and gross assets value (excluding fixed property) of between R1million and R5
million, respectively;
 Medium Enterprises: The South African National Small Business Amendment Bill of 2003
indicates that in terms of employment, the minimum number of employees required in a
medium enterprise in the construction sector is 200 employees. Although these enterprises
are still owner-manager controlled, the ownership and management structure is more
complex. They also ought to have an annual turnover and gross assets value (fixed property
excluded) of around R20 million and R4 million, respectively; and
 Micro and Very Small Enterprises: The micro-enterprises are the smallest enterprises in the
small business sector. They employ between one to five employees, usually the owner and
family. They can be found in both formal and informal economies, but because of their size,
they usually do not register for value-added tax (VAT). They have informal procedures and
are not obliged to comply with legislation as their turnover tends to be below the VAT
registration level of R300, 000 per year. They have basic business skills and training and the
potential to transition to a viable formal small business (The National Small Business Act
of South Africa, 2003).
Basic Concept of SWOT Analysis
According to Bernroider (2002), SWOT analysis is a strategic business tool used to assess the
‘key’ or ‘critical’ factors, which are highly ranked as major factors contributing to a firm's
growth and sustainability or premature failures.
Bernroider (2002) affirmed that organisations undertaking external business analysis would
aim to identify opportunities and threats in their business operating environment, whilst the
internal business analysis seeks to pinpoint the firms’ strengths and weaknesses that would
propel or hinder their potential and sustainable growth.
Thus, this study attempts to assess if applying SWOT analysis as a strategic business tool would
enhance the economic sustainability of SME contractors in the South African construction
industry.

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Thus, to achieve the study aim, the following research objectives were formulated to guide the
research conduct:
i. To critically assess the impact of the application of SWOT analysis for developing a
sustainable construction business in South Africa;
ii. To investigate the critical factors as attributes of strengths and opportunities that would
enhance SME contractors’ economic and sustainable performance in the South African
construction industry; and
iii. To investigate the critical factors as attributes of weaknesses and threats that would
hinder SME contractors’ potentiality from growing an economical and sustainable
business in the South African construction industry.

2. LITERATURE REVIEW
Application Swot Analysis to Enhance Business Survival and Performance
The competition within the construction industry in local and international markets is
increasingly heightened and unhealthy for most contractors’ sustainable growth as a result of
market forces. According to Anugwo (2017), the current competitive forces pose a major
challenge for many SME contractors in construction. In this view, for organisations, especially
SME contractors, to remain competitive and sustain their businesses, they must develop a
dynamic business strategy that would evolve and embrace the changing trends and conditions
in today’s business world. Wijetunge and Pushpakumari (2014) assert that the strategic
planning process consists of eight distinct components: setting the company’s objectives,
environmental analysis, strengths, weaknesses, opportunities and threats (SWOT) analysis,
strategy formulation, financial projections, functional budgets, operating performance
measures and control and corrective procedures. Added to this view, Bernroider (2002)
acknowledges that strategic planning processes among organisations are mostly approached in
a cyclic iteration (five elements) such as follows: the strategic planning process begins with a
statement of the business or corporate mission and goals (step 1); this is followed by the
analysis of the organisation’s external competitive environment (step 2) and the analysis of the
organisation’s internal operating environment (step 3); the internal analysis is followed by the
selection (step 4) and the implementation of strategies (step 5); the last step also involves the
design of the organisational structure and control systems necessary to implement the chosen
strategy. Classical research findings by David (1999) affirm that strategic planning entails
identifying a company's mission, long-term objectives, opportunities, and threats, evaluating
different plans, and selecting the strategies that must be implemented to meet the company's
objectives.
Frimpong, Sunindijo, and Wang (2020) affirm that countless practitioners, businesses and
researchers have used SWOT analysis, and it is one of the most dominant tools of strategic
planning to assess firms’ market position. Frimpong et al. (2020) further acknowledged that
SWOT analysis is a useful strategic technique used to enhance organisations’ insight towards
identifying their strengths, weaknesses, opportunities, and threats related to business

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competition. Thus, the conscious application of SWOT analysis as a strategic tool would
provide SME contractors with insights into how to plan, survive, grow and mature in the
construction industry (Anugwo, 2017). Anugwo (2017) added that SWOT analysis is an
important strategic business tool for achieving the long-term survival of any organisation as it
provides a critical evaluation of its current market position and what is required to thrive in the
future. Bernroider (2002) states that it is evident that numerous organisations are consciously
carrying out a SWOT analysis as part of their strategic planning process towards identifying
their organisations' strengths, weaknesses, opportunities and threats before developing and
formulating a business or a corporate strategy. It can be argued that SWOT analysis can shield
organisations from premature collapse. Ommani (2011) claims that SWOT analysis is used to
assess the capability of an organisation's business and its potential opportunities and threats.
The process of SWOT analysis usually emanates from elicited information from a given
business environment which would dissect the internal business factors (strengths and
weaknesses) and external business issues/ factors (opportunities and threats) (Ommani, 2011).
Ommani (2011) further explains that once the process of SWOT analysis is completed, it would
assist an organisation in determining strategic means to accomplish its objectives, as well as
understand the potential obstacles that need to be overcome or minimised to achieve the desired
business performance and growth. Anugwo (2022), the SWOT analysis technique can be
utilised to improve a company's management effectiveness. This method combines the internal
and external study of a company. It assesses the firm's strengths and vulnerabilities to prepare
for external risks and opportunities.
Identify Critical Factors as Attributes of Strengths, Weaknesses, Opportunities and
Threats within the Construction Industry
Goulding (2010) states that the evaluation process of business performance and its
improvement within a construction firm should strategically include the following issues:
functional areas; level of integration; communication improvement; response times, reduced
levels of data redundancy; technology and strategic resources; strategic advantage and market
share; innovation and new business benefits; and client satisfaction. According to Grant (2001),
organisations (such as SME contractors) should develop a business that integrates both the
contemporary and classic business theories of profit; continuous performance, and
competitiveness to ensure its sustainability. Thus, McArthur (2010) argues that for
organisations (SME contractors) to attain sustainable business performance, they must pursue
improvement in their business value chain activities through increasing efficiency, quality
service and product delivery, innovation, and achievement of superior client responsiveness.
The SMEs should strategically match the outcome of their SWOT evaluation with their
capabilities, providing a holistic picture of their respective strategic positions in a given market.
The attributes considered critical success factors and strengths of SMEs in the South African
construction industry are business elements such as low overhead costs, low labour costs,
specialist trades/subcontractors, being able to produce a higher quality of work, modern
technology/tools and equipment, and good relationships with suppliers (Anugwo, 2017). The
definition of CSFs was later refined and broadened as “those characteristics, conditions, or
variables that when properly sustained, maintained, or managed can have a significant impact

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on the success of a firm competing in a particular industry (Badini et al., 2018). Ahmedova
(2015) identified effective application of project management, financial management,
competitive advantage, organisational management, technology, human resource, health–
safety–environment, and dynamic capabilities management as critical success factors for
managing and growing economic sustainable SME contractors in developing countries of the
Middle East. Some of the emergent critical success factors (CSFs) of enabling SMEs' business
environments and survival are aligning with macroeconomic setting and regulatory
frameworks, natural and financial capital, management capacities, business management
capacities, organisational capacities, and clustering (Badini et al., 2018). Ahmedova (2015)
further claims that some of the key factors enhancing SMEs' business survival and development
are: state government, the quality of the institutions, the infrastructure, technological and
innovation development, the quality of the human resources, liberalisation of the economy,
financial system and business strategies. Thus, Table 2 presents the critical factors that are
considered attributes of strengths (positive attributes, tangible and intangible, internal factors),
weaknesses (competitive disadvantage, negative attributes, hindering internal factors),
opportunities (attractive external factors) and threats (external risk factors) that are considered
towards developing and growing a sustainable construction business. Table 2 indicates a
systematic review of the existing body of knowledge by researchers, scholars, and practitioners
for identifying, evaluating, and synthesising the critical factors that SME contractors ought the
consciously identify and integrate with their strategic business plan and operation tactics in
order to survive, grow and sustain economic growth beyond the first five of business operation
(Anugwo, 2017).

3. RESEARCH METHOD
The nature of this research study indicated that the qualitative research method is most
appropriate as this study sought the understanding the multi-dimensional nature of surviving
and economic sustainable SME contractors. Thus, this study attempts to examine the impact of
the conscious application of SWOT analysis as a strategic business tool to enhance survival
and business growth within the South African construction industry. This research utilised the
selected cidb register of contractors within grades 4 to 6 in the Port Elizabeth area of the South
African construction industry. According to Sutrisna (2009), qualitative research is mostly
adopted by researchers when examining complex situations, particularly research involving
human perceptions, opinions and experiences. Therefore, it aimed to understand the SME
contractors’ perceptions, opinions and experience, and the impact of SWOT analysis on
growing an economically sustainable business within the construction industry. The primary
data are original and unprocessed data collected by the researcher (Babbie, 2016). The
researcher directly recorded type of primary data generated and utilised in this research through
unstructured and in-depth interviews with stakeholders (contractors/business owners/executive
managers and representatives) of construction SMEs within Port Elizabeth, South
Africa. According to Miles et al. (2014), qualitative data, which emphasises people’s lived
experiences, are fundamentally well suited for locating the meanings people (contractors) place
on the business processes, the structure of their survival, growth, success and for connecting

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these meanings to the social reality and interaction with the world. In this regard, the
constructivist paradigm can be logically synchronised with the qualitative research processes
through the throughputs of the research participants’ (SME contractors’) business perceptions
and experiences. For this study, and the recorded, transcribed and interpreted interview data
were analysed using the deductive approach.

4. FINDINGS AND DISCUSSION

The findings presented in this section are based on the perceptions, opinions and experiences
shared by the SME contractors on identification and the impact of the application of SWOT
analysis towards business survival and economic growth and its sustainability.
Research Interviewees’ Profile and Business Designation and Years of experience
Thirty-four (34) construction organisations were contacted to elicit their participation in the
research study. The candidates contacted included the business owners, the executive directors
and the executive representatives (those authorised to provide the necessary information). The
researcher assures them that the purpose of the study was to analyse the impact of the conscious
application of SWOT analysis as a business tool towards enhancing survival characteristics and
sustainable growth of construction SMEs. The researcher also assured that the information
provided would remain strictly confidential and would not in any way identify or be traced
back to the organisations.
Table 3: Comprehensive Profile of the Interviewees

CIDB Years of Highest Educational

S/n Code Sex Age Designation
Grade Experience Qualification
General Manager (Business
1 D1 M 50 4GB 26 National Dip. Building
Owner)
Managing Director (Business
2 D2 M 52 4GB +25 National Dip. Building
Owner)
Executive Manager (Firm’s Diploma in Business
3 D3 M 35 4CE 10
Rep.) Management
Contract Manager (Firm’s
4 D4 M 62 4GB 8 Matric Certificate
Rep.)
General Manager (Business
5 D5 M 49 4CE 7 Matric Certificate
Owner)
Managing Director (Business National Dip. Civil
6 D6 M 42 4CE 15
Owner) Eng.
Managing Director (Business
7 D7 M 40 4GB 17 Dip. Civil Eng.
Owner)
8 D8 M 39 4GB Director (Business Owner) 7 Matric Certificate
Diploma in Business
9 D9 M 52 4GB Director (Business Owner) +10
Management
Executive Member
10 D10 M 36 4GB (Partnership Business 13 BSC in Electrical Eng.
Owners)
11 D11 M 34 4CE Managing Director 15 BSc Civil Eng.

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 (Partnership Business
Owner)
Operation Manager (Firm’s
12 D12 M 39 4CE 15 Matric Certificate
Rep)
Contract Manager (Firm’s Master Degree in
13 D13 M 38 4CE 20
Rep) Business Management
Managing Director
14 E1 M 53 5GB (Partnership Business 30 B.Sc. Civil Eng.
Owner)
General Manager
15 E2 M 50 5CE (Partnership Business 32 B-Tech. Civil Eng.
Owner)
16 E3 M 44 5CE Director (Family Business) 17 Matric Certificate
Managing Director (Business
17 E4 M 39 5GB 15 Diploma in Building
Owner)
Managing Director
18 E5 M 45 5GB (Partnership Business 24 B-Tech Civil Eng.
Owner)
Managing Director (Business
19 E6 M 43 5CE 20 Diploma Civil Eng.
Owner)
Managing Director (Business
20 E7 M 64 5GB 40 Matric Certificate
Owner)
21 E8 M 48 5CE Director (Family Business) 17 National Dip. QS
22 E9 M 61 5GB Director (Business Owner) 39 National Dip Civil Eng.
Managing Director (Business
23 E10 M 34 5GB 11 BSc Construction
Owner)
General Manager (Family National Dip Business
24 E11 F 43 5CE 15
Business) Management
Chief Exec. Officer Nat. Dip. Construction
25 E12 M 49 5GB 20
(Business Owner) Management
General Manager (Business Nat. Dip. Business
26 E13 M 43 5GB 9
Owner) Management
Managing Director (Business National Dip.
27 F1 M 59 6GB 40
Owner) Construction
Executive Manager (Firm’s Hon’s Degree
28 F2 M 35 6CE 13
Rep.) Construction Mgt.
Managing Director (Business Higher Nat. Dip. In
29 F3 M 64 6CE 42
Owner) Civil Eng.
30 F4 M 52 6CE Director (Business Owner) 32 Nat. Dip. In Civil Eng.
Contract Manager (Firms
31 F5 M 32 6CE 9 BSc Construction Eco.
Rep.)
Nat. Dip. Construction
32 F6 M 50 6CE Director (Business Owner) 20
Management
Director (Partnership Higher Nat. Dip
33 F7 M 54 6CE 35
Business Owner) Building
Managing Director (Business Diploma Business
34 F8 M 42 6CE 8
Owner) Management

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Twenty (20) interviewees (59%) of the respondents were business owners serving as the
managing directors of their construction organisations. Five (5) interviewees (15%) were
owners in partnerships with their respective organisations and serving as managing directors.
Six (6) interviewees (17%) were executive managers serving as the organisational
representatives. Three (3) interviewees (9%) were family business owners acting as managing
directors of their respective construction organisations.
However, the working experience that the interviewees have in the construction industry ranges
from seven (7) to thirty-five (35) years. Thus, this revealed that 44% of the interviewees had a
working experience of between five (5) and fifteen (15) years; 32% had worked for 16 to 25
years, and 12% had worked for 26 to 35 and 36 to 45 years respectively. In addition, and in
accordance with the contractors’ cidb grading system in the South African context, out of 34
interviewees, 8 firms (24%) are contractors in the cidb grade ‘6GB and 6CE’; 13 firms (38%)
were contractors in the grade ‘5GB and 5CE’; and another 13 firms (38%) in the cidb grade
‘4GB and 4CE’ respectively (See Table 3). The various grades among the interviewees were
significantly well represented. The data were insightful, significant and meaningful, as most
interviewees had vast experience in the South African construction industry.
Thus, this indicates that the interviewees have strategic positions, knowledge and experience
to make strategic business decisions towards applying SWOT analysis in their respective
organisations. This provided reliability and accuracy of their responses.
Critical factors as an attribute of “Strengths- positive and internal factors” in growing a
sustainable construction business using the SWOT analysis tool to enhance business
survival and economic sustainability.
The issues/ attributes relate to the conscious application of SWOT analysis and its impact as a
business tool to enhance business survival and economic sustainability among SME
contractors. Therefore, some of these attributes were captured as critical success factors,
“strengths” that enhance business survival whilst applying SWOT analysis as a strategic
business tool.
Fifteen (15) interviewees (8Ds, 6Es and F1) explained that their firms, through the application
of SWOT analysis, understood that their organisations’ capability and ability to secure contracts
regularly; having competent, qualified and professional personnel and project team(s); quality
workmanship, usage of emerging technological software, having the technical know-how to
apply and execute project planning and management tools; adopting a prudent management
framework; controlling cash flow; having a functional organisational management structure,
and managing sites effectively were consciously identified and capitalised as business strengths
to survival and remain economically sustainable in the industry.
However, three (3) interviewees (D5, E9 and F3) noted that having the ability to secure
projects; having competent, qualified, professional, and experienced project teams; having
administrative staff within the organisation that deliver standard and quality project services;
completing project works (with no defects and re-work) on time and still earn a reasonable
profit; capacity to internationalised business operation, and constantly engaging in training of

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employees in professional areas for improvement were consciously identified and capitalised
as business strengths to survival and remain economically sustainable in the industry.
D3 reported that: “The critical factors as an attribute of strengths to our business include: the
integration of a good operational approach, adoption of effective management of sites, project
packages, good relationship with subcontractors and suppliers, entrepreneurship spirit, industry
experience and business management sense, good workmanship, and prudent financial
management and control of the business activities including assets and employees (both on-
site and office administration) within the organisation.
In a nutshell, our performance and strengths depend on having a functional organisational
management technique, and having strategic goals and a vision”. D7 states that: “In using
SWOT business tool we understood that our business strengths are rooted in our extensive
experience, the knowledge of financial management, and the possession of strategic resources
and plant are the major success factors for our business growth”. Also, E5 stated that: “Our
organisation’s critical factors as an attribute of strengths include our industry experience and
qualifications of employees. Experience in the construction industry is a golden key to success
because clients respect and award organisations for having formal educational and professional
qualifications in their careers”.
D11 reported that: “Through the application of SWOT Analysis were consciously
acknowledged and capitalised that our success factors or attribute of strengths anchored on
building employees’ skills and competencies and delivering quality project service, which we
regard as the best marketing tool. These business approaches made us survive, progress and
sustain our organisation in the market”. E3 explained that: “Our organisation’s critical factors
as “attribute of strengths” ranged from our expert knowledge on mechanical details about how
to effectively operate all our plant and equipment and knowing how to fix them during the
downtime. These professional and expert skills save us huge resources, time and financial
expenses for executing and completing most of our projects successfully. Our business
experience, knowledge and methodology on how to predict possible hindrances, frustrations
and delays; and how to remedy such on project works are the reasons why we are able to
progress in the market”. Thus, education and skills development have been key to our
successful performance. E6 also disclosed that: “I absolutely do not mean that people without
education cannot succeed in the market, but in the case of a construction business, education
and technical skills have made a difference. Supporting this, F7 stated that: Education is a plus
and added advantage to organisational service; however, we do appreciate the natural talents
and the persistence of our employees through on-the-job training and development”.
Five (5) respondents (2Ds, 2Fs and E12) asserted that their organisations considered their plans
or intentions to internationalise as attributes of business strengths. D13 stated that: Our
organisation has plans and competencies to operate in the international market, but they need
to gain more experience and be exposed to the world. “I guess, our possibility of going
international is about 80%”. Moreover, E12 explained that: Our organisation was currently
consolidating the implementation plan on business expansion and diversification into mining
and construction across national boundaries. F6 stated that: “We are planning to diversify our

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business activities into supply chain and logistics in relation to the construction market in our
neighbouring countries, through partnering with other organisations in the host countries.
However, this is still in the early stages of development.” D12 reported that: “We hope to
operate our business in the international market, but unfortunately, we cannot explain the
detail of the plans at this moment”. Thus, some of the emerging themes and critical factors as
attributes of business strengths are in corroborate with the findings of the authors such as
Amusan et al., 2021; Frimpong et al., 2020; Zagidullina et al., 2020; Oke et al., 2018;
Ranadewa et al., 2018; Odubiyi and Oke, 2016; Othman, 2015; Shang and Pheng, 2014;
Milosevic, 2010; Keskin and Şentürk, 2010.
Critical factors as an attribute of “Weaknesses- negative and hindering internal factors”
limiting the potentiality to growing a sustainable construction business whilst using the
SWOT analysis tool to enhance business survival
Seventeen (17) respondents (5Ds, 6Es and 6Fs) believed that education, skills training, and
research and development are very important to their organisational growth, and most SMEs
experienced, inadequate skilled and qualified construction practitioners as these are attributed
as weaknesses to grow sustainable a business within the construction industry, especially
among SMEs. Interviewee E1 narrated the scenario of an organisation that lacks educated
employees in construction technology and management. The organisation does not perform
adequately, and its level of productivity is poor. Therefore, it follows that if an organisation
hires uneducated and unskilled people, they will struggle to survive as the construction market
is very innovative, knowledgeable and competitive.
Nine (9) interviewees (3Ds, 4Es and 2Fs) stated that late payment by clients (mostly
government agencies) jeopardised their financial positions. Also, the ‘inability to maintain a
healthy cash flow’ and ‘financial institutions' unwillingness to assist small businesses were
considered as attributes of weakness for some SMEs to be successful and to achieve economic
sustainability in their early stage of business development. D8 explained that: “most
government clients/agents remain the major sources of barriers to business growth, due to their
late payment on projects. For instance, government organ(s) may promise as stipulated by the
law and contract agreement to make payment within 30 days, but the reality is that it usually
takes about 90 days or even more before we can receive the payment. So, imagine the sort of
struggle we experience and how we survive. We, therefore, overcame these challenges by saving
and mitigating the negative impact that late payment would have caused on our business
growth to the barest minimum” Additionally, eleven (11) interviewees (6Ds, 3Es and 2Fs)
highlighted that lack of qualified and competent employees; absenteeism of site workers;
economic crisis impacting on the market supply side (clients); and the fierce competition
amongst the contractors within the market due to low barriers to entry in the industry, were
considered as major business weakness among SMEs towards achieving their business success
and sustainability.
Another issue which could be regarded as an attribute of weakness to growing a sustainable
business was that some SME contractors and clients seem not to be actively benefitting from
using technology to resistant to change. On this basis, D12 stated that: “The impact of modern

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technology is not significant to us, because we are still operating effectively with old school
construction methods and technological processes”.
Additionally, D1 believed that: new technology seems to be problematic as most clients are
resistant and unwilling to pay extra for the new technology-based services as part of their
project service bills. D2 stated that: “For us, new technology and innovative information are
useful to enhance our service, but the challenges are mostly coming from our clients. Our
client's attitude is not encouraging us to integrate the new and modern technological
applications into our project service package because technology costs money”- D2
F1 also stated, "Technology has brought some challenges pertaining to continuous revision,
changes and alteration of project design, and even on-site during the construction phase. The
ease with which technology can be used makes people lazy”.
Issues of hiring employees with inadequate essential educational competency and experience
and technical are considered attributes of the weakness of an organisation which would have
the potential to lead to premature business failure.
Interviewee E1 narrated, "Lacking educated employees in the area of construction technology
and management will have low and poor business performance. Therefore, it follows that if an
organisation hires uneducated and unskilled people, they would struggle to survive in the
construction market”.
Respondent F2 reported that: “About two or three years ago, we employed people without good
project management education, and this resulted in poor project delivery (in terms of cost, time
and quality). It caused us a lot of embarrassment”. F4 supported but stressed that skills training
and development are very important at all levels (top or lower) of staff within an organisation,
as it results in better performance. It follows, therefore, that every organisation needs to be
educated and skilled employees to succeed.
Issues of inability to internationalise and partner with foreign firms were considered as
elements of weakness among SME contractors.
With regard to the challenges faced by prospective internationalising SME construction
businesses, twelve (12) respondents (3Ds, 6Es and 3Fs) mentioned a lack of interest and risks
associated with operating in the international market. D6 responded that: “To operate
internationally? No! To be honest with you, we have not thought of that in our organisation”.”.
E11 explained that: “I have never thought about that as it never crosses my mind to operate
internationally”. E9 stated: “I don’t want to because I am too old, and it is too risky for me”.
Moreover, D6 and D7 stressed that they couldn't go outside the country because their
organisations were not interested in going international. E7 explained that: “No! Our
organisation going international? No! We are not all that brave, because there are a lot of
challenges and disadvantages going on there. We are happy and satisfied with our growth here;
there are a lot of opportunities here in South Africa and our goals are fully realised here”. E2
stated that: “We do not have plans to operate internationally; but even if we did, it would not
be at this stage of our business. However, we are currently expanding throughout the Eastern

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Cape. Therefore, our dreams are to operate nationally and not internationally”.
E12 and E6 disclosed that their organisations had not explored business opportunities in the
international market at this point in time. E12 stated that: “There are opportunities in the
international construction market, but we are not yet ready to partner or form an alliance with
any foreign organisation”. Finally, the remaining seven (7) respondents (D1, D2, D3, D4 D5,
E4 and F2) responded to the question of internationalising their business with a simple “NO”
answer.
Thus, some of the emerging themes and critical factors as attributes of business weaknesses are
validated by the findings of the authors such as Zagidullina et al., 2020; Frimpong et al., 2020;
Oke et al., 2018; Ranadewa et al., 2018; Ommani, 2011; Lee and Leem, 2018; Keskin and
Şentürk, 2010; Ghani et al., 2010; Coman and Ronen, 2009; Rao, 2017; Hai, 2008; Milosevic,
2010; Jiang et al., 2017; Mulje and Kanade 202; Ommani, 2011; Stewart and Jiang 2004.
Critical factors as an attribute of “Opportunities- external attractive factors” to
potentially growing a sustainable construction business whilst using the SWOT analysis
tool to enhance business survival
Some factors considered as attributes of business opportunities for SME contractors to enhance
their business survival and performance whilst applying SWOT analysis as a strategic business
tool were as follows.
D3 reported that: Our organisation considered emerging technologies as huge advantages and
opportunities for our services as it enhanced our productivity by providing our employees with
the necessary technological plant and equipment needed to deliver excellent project services.
It also enabled us, as an organisation, to limit the number of employees required to perform
project tasks. Therefore, the more advanced our technology is; the more equipped and
innovative we become, and the less personnel we require.”
“Technology helps us grow, as we use software programs to enhance our design; animate our
design and conduct project management processes” (E13).
“The technology is growing rapidly and it has had a significant impact on most of our project
components and installations. We are striving in our best ability to keep abreast of new
technologies and innovation in the built environment; such as the green and intelligent building
practices and 3D and 4D construction project practice” (D4).
F1 further acknowledged the fact that: “Technology, in terms of cell phone, computer, software
and internet are a huge opportunity to our business operation, it is obvious that it made our
construction work and communication channels much easier than before. Distance is not a
barrier to many now, and we can attempt international projects, by simply submitting project
tenders online from local locations.
Therefore, technology has changed the whole scenario of doing business in today’s market”.
Moreover, E12 stated that: The impacts of new technology and innovation in the construction
industry are very significant; new technology means better products; faster production
methods; an all-round better performance, better profit margins and safer health and safety

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methods related to construction work within our organisation”.
E2 explained that: “The impact of technology in our organisation is quite significant in the soft
areas of the business; such as construction project design, costing and monitoring of operations
and progress. These innovative technologies have enhanced the quality of project design;
saving time and cost.
For instance, in the past, we had to do our construction project design, including plans/
drawings and bills of quantities manually and separately; but today it is different; we
concurrently do all of these functions by using a computer-based project design package.”
“Technology has assisted in cutting down operation cost; for instance, we have purchased a
mobile concrete-mixer track that can mix and cast on-site immediately and does not need to
travel a long distance with the concrete mix” (E4).
D11 believed that: “Technology brings excitement to our business; as in modern times; most
things are controlled by technology. We actually have an innovative system in place where the
production of site performance reports can be obtained through the use of mobile phones and
computer-linked applications, such as Microsoft Excel. This approach has helped us to
evaluate, anticipate and forecast easily, in terms of probability of project failure or success.”
Issues of government support through policy for skills development and access to market and
diversification of business niche were also considered huge opportunities for SMEs' business
survival and economic sustainability.
Nine (9) interviewees (7Es, F6 and D9) considered government support as a significant
supportive system and opportunities for them, and this was discovered through the application
of self-evaluation for market opportunities in the construction industry. They disclosed that
they have benefitted from the government through the contractor development programme and
intervention concerning facilitating payment (by creating an equal platform for all qualified
organisations to tender for projects and assisting in the procurement of plants on subsidised
price).
D9 stated that: “Some of the government agents that are partnering with contractor
development programme organisations, usually intervene and offer some form of support,
when they come across problems (such as late payments). These agents occasionally step in,
follow-up, and resolve some challenges relating to the lack of / late payment involving most of
the government departments”. Respondent F6 explained that: “We have benefited from the
“contractor development programme”, and it has enhanced their knowledge and capability with
respect to successful tendering for government projects. In addition, the programme enhanced
their passion, business sense and skills for fast learning and active engagement in the market”.
E8 stated that: “the government supports us, through the Industrial Development Corporation
(IDC), to procure plant and equipment at subsidised prices”. E3 added that: “Being 100% BEE
compliant, we benefitted from the government. This is an advantage to us when tenders are
adjudicated. We are, therefore, thankful to have been given the opportunity to compete with
established contractors in the market”. Furthermore, respondents (E1, E2, E5, and E6) asserted

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that they are getting work from the government; that the programme is beneficial and
supportive to their business growth. “We received government support through the award of
projects from the government. Therefore, since the government needs to spend and deliver
projects/ services to the country, our business strategy is to assist the government in delivering
these services” (E5). Twelve (12) respondents (6Ds, 3Es and 3Fs) disclosed that they benefit
from government support by securing government tenders. In addition, F2 and F8 asserted that
it is the ability to identify new areas or business gaps/ opportunities in the market and
innovatively deliver the services that would satisfy the identified market that is a huge business
opportunity for us to grow and mature in the market. E5 reported that: “Our marketing strategy
is to invite and engage our clients in corporate functions, such as sports events and community
development schemes. We utilise these to build our brand and market our services, whilst
discharging our corporate social responsibility”.
F6 has this to say: “Our market opportunity is that we were able to diversify our business
services into telecommunication infrastructure. As a medium construction firm, we are known
for two things namely: for the execution of difficult projects in challenging terrain and
secondly, as an organisation that delivers quality projects and services. We also ensure that our
human resources are professionally trained and assist in building and developing an effective
business, brand and reputation. Staff also ensure there is clear signage and branding on our
sites.” F1 stated that: “We basically attract business inflows by providing our clients with value
for their money on projects.” E3 noted that: “We stay relevant in the business environment
because we have a strong technical capability that offers alternative construction methods, road
designs and operation that has the potential to offer huge market opportunities for cost savings
for our clients. This is probably one of our competitive strengths and opportunities for us. As a
result, clients do value our experience and track record”. Thus, some of the emerging themes
and critical factors as attributes of business opportunities were validated with the findings of
the authors such as Amusan et al., 2021; Zagidullina et al., 2020; Lee and Leem, 2018;
Ranadewa et al., 2018; Ghani et al., 2010; Oke et al., 2018; Keskin and Şentürk, 2010; Luu et
al., 2008; Hai, 2008; Mulje and Kanade 2021; Jiang et al., 2017. Frimpong et al., 2020; Rao,
2017.
Critical factors as an attribute of “Threats- external risk factors” to potentially growing
a sustainable construction business whilst using the SWOT analysis tool to enhance
business survival
Some of the factors and issues considered as attributes of business threats that would limit the
potentiality of SME contractors to enhance their business survival and performance were as
follows.
Seven (7) interviewees (2Ds, 3Es and 2Fs) indicated that they have no strategic business plan
to grow and upgrade their businesses further in the next 5 - 10 years, as they are only striving
to survive and to remain sustainable. They also hope to take control of the major business
decisions in their organisations. D3 highlighted that they were considering winding up the
business in the future as a result of severe competition, mostly, from the foreign (Chinese)
contractors in the market. E3 claimed: “I am happy that we are amongst the cidb grade 5

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contractors; our aim is to upgrade to grade 6 and thereafter, we would not consider any further
upgrade. This is so because, at grade 6, we would still be capable of managing, and controlling
activity in the organisation, without being subjected to unnecessary pressure that could
emanate from key employees’ defaults or inadequacy. Additionally, E3 noted that “Perhaps,
growing too big may affect the quality of our service and product, because we would lose
control of some major decisions. Therefore, we would love to remain a moderately sized
contractor with full control of the major decisions in the company”.
Similarly, respondent E8 stated that: “We are on the cidb grade 5; however, if we grow and
upgrade to grade 6, we may lose control of some activities and decisions in business. In a
nutshell, we are satisfied and comfortable where we are, we cannot manage the stress and
pressure of growing further than this level.”
“We never wanted to be the bigger contractor in the market; we prefer to be moderately sized,
but we strive to be the best contractor in the market” (D4).
Furthermore, six (6) interviewees (2Ds, 2Es and 2Fs) believed that business growth for the next
5 - 10 years solely depends on the nation's economic state. They believe that there cannot be
any successful prediction of business growth, as the economy has been volatile for years. E11
maintained that: “It depends on resources at our disposal; because the more capacitated and
resourced we are, the more we would [be able to] secure more project work. Then, there would
be opportunities for significant growth; but with the current economic situation, there is no
need to expand our business because we are bit struggle to remain economically sustainable.”
Moreover, F1, F2 and F4 were greatly concerned with the economic volatility, difficulties and
fierce competition in the construction industry as a huge threat to their business service when
utilising SWOT analysis to evaluate market conditions. These are the issues discouraging their
further business expansion and associated upgrade. Hence, they have decided to retain their
current size to avoid unnecessary overheads. “However, we aim to become the preferred
organisation; and to sustain our good business relationship with our clients (F2)”. Similarly,
F4 stated, “we aim to grow into a medium-sized competitive contractor and to survive future
challenges in the market”. In a similar view, two (2) of the respondents (D6 and D7) believe
that business growth, sustainability, and future upgrade, would solely depend on the state of
the national economy. They disclosed that they could not forecast something that is not certain
to them but pays close attention to financial budgets on national infrastructural development
plans. E7 believes that: “It is very difficult to project what will happen in business the next 10
years because we do not know where we are going in this country with regard to the economic
situation. However, we would like to forecast our growth at a rate of 5% per year; and employ
more competent people into the organisation.” E7 also disclosed that many upcoming
contractors have gained entrance into the industry, without proper qualifications and
experience, thereby creating unnecessary competition and worsening the already poor image
of the industry through poor service delivery” (E7).

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Issues of government policy and late payment and foreign policy restrictions are attributes of
business threats to some of the SME contractors’ survival and economic growth in the
construction industry.
Fourteen (14) interviewees (6Ds, E4 and F4) disclosed that they have never benefitted from
any government support and that they have not directly benefitted from government
empowering policy and support system for SME contractors. However, D10 noted that: “our
organisation’s market strategy focuses mainly on the private sector and investors as clients.
Our organisation can only allocate about 5% of its resource towards government work,
because of the incessant late payment during and after project works”. Conversely, E5 stated
that: “We are not really benefiting anything from government support; because we are not fully
BBEE compliant.
Issues of foreign policy restriction for the internationalisation of business operations were
considered a business by some SME contractors who might have the intention to go
international. E8 added that: “Going international involves a lot of risk and finances; Moreover,
it is resource demanding and yet one would face a lot of government restrictions and restrictive
bank policies”. Respondent F7 asserted: “I think it is not viable for us to move plant and
equipment, though we could recruit competent human resources. D12 reported that: It is quite
difficult to study and ascertain the feasibility and viability of going international, though there
are opportunities out there”. Therefore, some of the emerging themes and critical factors as
attributes of business threats were validated with the findings of the authors such as Amusan et
al., 2021; Oke et al., 2018; Ranadewa et al., 2018; Bernroider, 2002; Ommani, 2011; Keskin
and Şentürk, 2010; Ghani et al., 2010; Hai, 2008; Stewart and Jiang 2004; Mulje and Kanade
2021; Frimpong et al., 2020; Jiang et al., 2017; Rao, 2017; Luu et al., 2008.

5. CONCLUSION AND RECOMMENDATIONS

A clear deduction from the research findings is the conscious application of SWOT analysis as
a business tool to enhance SME contractors’ survival and economic sustainability. The
application of SWOT analysis assists the SME contractors in assessing, examining, analysing
and determining the critical factors that are considered business "strengths", "weaknesses",
"opportunities" and "threats" towards developing and growing a sustainable business within
the construction industry. This study identified critical factors such as organisations’ capability
and ability to secure contracts regularly; having competent, qualified and professional
personnel and project team(s); capacity to deliver quality workmanship, usage of emerging
technological software, to adopt a prudent management framework; capacity to generate and
control cash flow; ability to earn a reasonable profit; and capacity to the internationalising
business operation were some major factors as attributes of business strengths for economic
thriving SME contractors. Whilst the study findings conclude that challenging factors such
as; lack of qualified and competent employees; absenteeism of site workers; late payment by
clients (mostly government agencies); economic crisis impacting on the market supply side
(clients); inability to maintain a healthy cash flow; difficulty for SMEs to access financial
institutions support; fierce competition amongst the contractors within the market due to low

192 | V 1 8 . I 1 1
barriers to entry in the industry, and inability to access government support were considered as
major business challenge and weaknesses amongst SMEs. In addition, the study concludes
from the findings that the identified factors such as availability of technological innovation to
improve business operations, large size market and low entrant barriers, strong strategic
alliance and joint venture business opportunities, available government support for local
businesses, favourable government policies, employees qualifications, accessibility to the new
market, technology, and diversification of business niche were also considered as huge
opportunities for SMEs business survival and economic sustainability. Based on the research
findings, the study concludes that not having a strategic business plan to grow; consideration
for winding up as a result of severe competition from foreign contractors; self-imposed
limitation to growing, lack of appetite to dedicate and expand business operations; lack of
business capacity to manage stress and pressure of growing and to expand business; economic
volatility of state of the nation; fierce competition as a result of the influx of new contractors;
poor image of the nature, lack or inability to access government support; and inability to access
international business operation were identified as most critical threatening factors that would
potentially thwart the possibility of SMEs to grow a sustainable business within the
construction industry. Therefore, this study further concluded and recommends that it is of
utmost importance that construction contractors should consciously apply the use of SWOT
analysis as a business tool towards identifying and determining their internal business
"strengths", "weaknesses", and external business "opportunities" and "threats" towards
developing and growing a sustainable business.

Note:
This study emanated from a paper presentation made during the Construction Business and Project Management
(CBPM) from the 22 to 24 June 2022 conference in Cape Town, South Africa. Thus, this article is submitted in
accordance with an invitation to improve the conference paper and to submit it for consideration in the special
issue of the International Journal of Construction Supply Chain Management (IJCSCM).

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