What Is A SWOT Analysis?

SWOT stands for Strength, Weakness, Opportunity and Threat. The SWOT model comprises of four quadrants. Each of the letters in SWOT represents one of the quadrants. A SWOT analysis can be performed on a company, business unit, product or even an individual.

Strengths and weaknesses are internal while opportunities and threats are external in nature. The first step in a SWOT analysis is to identify the strengths, weaknesses, opportunities and threats. These have to be listed in their respective quadrants. Once the strengths are identified, the thought processes must be directed towards leveraging on those strengths. Any weaknesses need to be cloaked from the prying eyes of the competition. One must also come up with strategies to eliminate those weaknesses. The path chosen to approach opportunities available must be thought through. Threats will always exist, in fact they will keep changing shape and size every time you do a SWOT, warding them off effectively is essential for the survival of the unit.

SWOT analysis are the analysis of a company's internal and external environment. The word SWOT means that Strengths, Weaknesses , Oppertunities and Threats. The strengths and weaknesses are the internal environment factors and oppertunities and threats are the external environmental factors. This means that the SWOT analysis are the company's internal analysis compared with its competitors.

A scan of the internal and external environment is an important part of the strategic planning process.

Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T).

Environmental analysis identifies opportunities and threats.And Organisational analysis identifies strengths and weaknesses.Altogether  they are commonly is referred to as a SWOT analysis.

SWOT analysis means analysing strengths, weaknesses, opportunities and threats. The SWOT analysis provides information that is helpful in matching the firm's resources and capabilities to the competitive environment in which it operates.

It is a useful strategic planning tool. It is based on the assumption that if managers carefully review internal strengths and weaknesses and external threat and opportunities, a useful strategy for ensuring organisational success can be formulated. As such, it is instrumental in strategy formulation and selection.

Strength. A firm's strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage.

It is an important organisational resource which enhances a company, competitive position. Some of the internal strengths of an organisation are:

-Distinctive competence in key areas
-Manufacturing efficiency like exclusive access to high
grade natural resources
-Skilled workforce
-Adequate financial resources
-Superior image and reputation such as strong brand
names
-Economies of scale
-Superior technological skills
-Insulation from strong competitive pressures
-Product or service differentiation
-Proprietary technology such as patents and resultant
cost advantages from proprietary know-how
-favorable access to distribution networks

Weaknesses

A “weakness” is a condition or a characteristic which puts the company at disadvantage. The absence of certain strengths may be viewed as a weakness. Weaknesses make the organisation vulnerable to competitive pressures. Weaknesses require a close scrutiny because some of them can prove to be fatal.

Some of the weaknesses to be reviewed are:
• No clear strategic direction
• Outdated facilities
• Lack of innovation is Complacency
lack of patent protection
• Poor research and developmental programmes
• Lack of management vision, depth and skills
• Inability to raise capital
• Weaker distribution network
• Obsolete technology
• Low employee morale
• Poor track record in implementing strategy
• Too narrow a product line
• Poor market image
• Higher overall unit costs relative to competition.
• a weak brand name
• poor reputation among customers
• high cost structure
• lack of access to the best natural resources
• lack of access to key distribution channels


Opportunities

The external environmental analysis may reveal certain new opportunities for profit and growth. An “opportunity” is considered as a favourable circumstance which can be utilised for beneficial purposes. It is offered by outside environment and the management can decide as to how to make the best use of it. Such an opportunity may be the result of a favourable change in any one or more of the elements that constitute the external environment. It may also
be created by a proactive approach by the management in
moulding the environment to its own benefit.

Some of the opportunities are:
• Strong economy
• Possible new markets and an unfulfilled customer need
• Emerging new technologies
• Complacency among competing organisations
• Vertical or horizontal integration
• Expansion of product line to meet broader range of
customer needs
• removal of international trade barriers
. Loosening of regulations

Threats
Changes in the external environmental also may present threats to the firm. Management should anticipate such possible threats and prepare its strategies in such a manner that any such threat is neutralised. Some examples of such threats include:

. Shifts in consumer tastes away from the firm's products
. Emergence of substitute products
. New regulations
. Increased trade barriers
• Entry of lower cost foreign competitors Cheaper technology adopted by rivals
• Rising sales of substitute products
• Shortages of resources
• Changing buyer needs and preferences
• Recession in economy
• Adverse shifts in trade policies of foreign governments
• Adverse demographic changes
The SWOT Matrix
A firm need not necessarily pursue the more lucrative opportunities. Rather, it may have a better chance at developing a competitive advantage by identifying a fit between the firm's strengths and upcoming opportunities. In some cases, the firm can overcome a weakness in order to prepare itself to pursue a compelling opportunity.
SWOT analysis involves evaluating a company’s internal
environment in terms Of strengths and weaknesses and the external environment in terms of opportunities and threats and formulating strategies that take advantage of all these factors.
To develop strategies that take into account the SWOT profile, a matrix of these factors can be constructed. The SWOT matrix (also known as a TOWS Matrix) is shown below:
SWOT / TOWS Matrix
Strengths Weaknesses

Opportunities S-O strategies W-O strategies

Threats S-T strategies W-T strategies

• S-O strategies pursue opportunities that are a good fit to the company's strengths.
• W-O strategies overcome weaknesses to pursue opportunities.
• S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats.
W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats.

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