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SWOT analysis aims to identify the key internal and external factors seen as important to achieving an objective. SWOT analysis groups key pieces of information into two main categories: internal factors – the strengths and weaknesses internal to the organization external factors – the opportunities and threats presented by the environment external to the organization
Analysis may view the internal factors as strengths or as weaknesses depending upon their effect on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses (distractions, competition) for another objective. The factors may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so on.
The external factors may include macroeconomic matters, technological change, legislation, and sociocultural changes, as well as changes in the marketplace or in competitive position. The results are often presented in the form of a matrix.
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.
When to use SWOT[ HYPERLINK "http://en.wikipedia.org/w/index.php?title=SWOT_analysis&action=edit§ion=13" \o "Edit section: When to use SWOT" edit]
The use of a SWOT analysis by a community organization are as follows: to organize information, provide insight into barriers[14] that may be present while engaging in social change processes, and identify strengths available that can be activated to counteract these barriers.
A SWOT analysis can be used to:
Explore new solutions to problems [10]Identify barriers that will limit goals/objectives [10]Decide on direction that will be most effective [10]Reveal possibilities and limitations for change[10]To revise plans to best navigate systems, communities,
Analysis may view the internal factors as strengths or as weaknesses depending upon their effect on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses (distractions, competition) for another objective. The factors may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so on.
The external factors may include macroeconomic matters, technological change, legislation, and sociocultural changes, as well as changes in the marketplace or in competitive position. The results are often presented in the form of a matrix.
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.
When to use SWOT[ HYPERLINK "http://en.wikipedia.org/w/index.php?title=SWOT_analysis&action=edit§ion=13" \o "Edit section: When to use SWOT" edit]
The use of a SWOT analysis by a community organization are as follows: to organize information, provide insight into barriers[14] that may be present while engaging in social change processes, and identify strengths available that can be activated to counteract these barriers.
A SWOT analysis can be used to:
Explore new solutions to problems [10]Identify barriers that will limit goals/objectives [10]Decide on direction that will be most effective [10]Reveal possibilities and limitations for change[10]To revise plans to best navigate systems, communities,