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SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning.

This technique, which operates by 'peeling back layers of the company' is designed for use in the preliminary stages of decision-making processes and can be used as a tool for evaluation of the strategic position of organizations of many kinds (for-profit enterprises, local and national governments, NGOs, etc.). 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. SWOT has been described as the tried-and-true tool of strategic analysis, but has also been criticized for its limitations (see § Limitations and alternatives).

SWOT assumes that strengths and weaknesses are frequently internal, while opportunities and threats are more commonly external. The name is an acronym for the four parameters the technique examines:

Strengths: characteristics of the business or project that give it an advantage over others.

Weaknesses: characteristics that place the business or project at a disadvantage relative to others.

Opportunities: elements in the environment that the business or project could exploit to its advantage.

Threats: elements in the environment that could cause trouble for the business or project.

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.

Some authors attribute SWOT analysis to 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. However, Humphrey himself did not claim the creation of SWOT, and the origins remain obscure.

Internal factors are viewed as strengths or 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 personnel, finance, manufacturing capabilities, and all of the marketing mix's 4Ps.

External factors include macroeconomics, technological change, legislation, and sociocultural changes, as well as changes in the marketplace. Results are often presented in the form of a matrix.

SWOT analysis is a method of categorization for which lists are compiled, uncritically and without prioritization, rather than seeking important factors to achieving objectives; weak opportunities may appear to balance strong threats.

SWOT analysis can be used in any decision-making situation when a desired end-state (objective) is defined, not just profit-seeking organizations. 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.

SWOT analysis can be used 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.

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.

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.

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/ PESTLE can be used as a basis for the analysis of business and environmental factors.

Set objectives-defining what the organization is going to do

Environmental scanning
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 lifecycle

Analysis of existing strategies-this should determine relevance from the results of an internal/external appraisal. This may include gap analysis of environmental factors

Strategic Issues defined-key factors in the development of a corporate plan that the organization must address

Develop new/revised strategies-revised analysis of strategic issues may mean the objectives need to change

Establish critical success factors-the achievement of objectives and strategy implementation

Preparation of operational, resource, projects plans for strategy implementation

Monitoring all results-mapping against plans, taking corrective action, which may mean amending objectives/strategies

In many competitor analysis, 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.

Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. Accordingly, management often conducts market research (alternately marketing research) to obtain this information. Marketers employ a variety of techniques to conduct market research, but some of the more common include:

Qualitative marketing research such as focus groups

Quantitative marketing research such as statistical surveys

Experimental techniques such as test markets

Observational techniques such as ethnographic (on-site) observation

Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis.

Below is an example SWOT analysis of a market position of a small management consultancy with specialism in human resource management (HRM).

Reputation in marketplace

Shortage of consultants at operating level rather than partner level

Well established position with a well-defined market niche

Large consultancies operating at a minor level

Expertise at partner level in HRM consultancy

Unable to deal with multidisciplinary assignments because of size or lack of ability

Identified market for consultancy in areas other than HRM

Other small consultancies looking to invade the marketplace

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. It is used as a preliminary resource, assessing strengths, weaknesses, opportunities, and threats in a community served by a nonprofit or community organization.

Although SWOT analysis is a part of the planning, it will not provide a strategic plan if used by itself, but a SWOT list can becomes a series of recommendations.

Strengths and weaknesses ( internal factors within an organization):

Human resources-staff, volunteers, board members, target population

Physical resources-your location, building, equipment

Financial-grants, funding agencies, other sources of income

Activities and processes-programs you run, systems you employ

Past experiences-building blocks for learning and success, your reputation in the community

Opportunities and threats ( external factors stemming from community or societal forces):

Future trends in your field or the culture

The economy-local, national, or international

Funding sources-foundations, donors, legislatures

Demographics-changes in the age, race, gender, culture of those you serve or in your area

The physical environment -is your building in a growing part of town? Is the bus company cutting routes?

Legislation-do new federal requirements make your job harder...or easier?

Local, national, or international events

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. The SWOT analysis is necessary to provide direction to the next stages of the change process. It has been used by community organizers and community members to further social justice in the context of Social Work practice.

A city can spend a year weighing the Risk-benefits before they even vote on it. Understanding the particular community can be helped via public forums, listening campaigns, and informational interviews and other data collection.

Deciding whether or not an objective is attainable enables organizations to set achievable goals and then produce practical, efficient and long-lasting outcomes.

SWOT is intended as a starting point for discussion and cannot, in itself, show managers how to achieve a competitive advantage, particularly in a rapidly changing environment.

Menon et al. (1999) and Hill and Westbrook (1997) suggested "no-one subsequently used the outputs within the later stages of the strategy". Others have critiqued hastily designed SWOT lists. Preoccupation with a single strength, such as cost control, they can neglect their weaknesses, such as product quality. Domineering by one or two community workers devalues the possible contributions of community members.

Michael Porter developed the five forces framework as a reaction to SWOT, which he found lacking in rigor and ad hoc. Other names include WOTS-UP (Gray and Smeltzer, 1989) and TOWS (reversing the emphasis, with external first).

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:

Positive
Total Forces

Total Forces given constraints = Infrastructures / Opportunities

Opportunities

Mathematical link
Vulnerabilities given constraints = 1 / Total Forces

constant k

Opportunities given constraints = 1 / Risks

Negative
Vulnerabilities

Risks given constraints = k / Vulnerabilities

Risks

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).[citation needed ]

Ads: Coca-Cola has used SWOT analysis in targeting television ads

Television shows: In the Silicon Valley episode "Homicide" (Season 2, Episode 6), 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 to inform a stunt driver that the calculations for his upcoming jump were performed incorrectly.

1. ^ "SWOT Analysis: Discover New Opportunities, Manage and Eliminate Threats". www.mindtools.com. 2016.

2. ^ Dess, Gregory (2018). Strategic Management. United States: McGraw-Hill. p. 73. ISBN 9781259927621.

3. ^ Osita, Christian; Onyebuchi, Idoko; Justina, Nzekwe (31 January 2014). "Organization's stability and productivity: the role of SWOT analysis" (PDF). 2 (9). International Journal of Innovative and Applied Research (2014): 23-32.

4. Armstrong, M. ^ A handbook of Human Resource Management Practice (10th edition) 2006, Kogan Page, London ISBN 0-7494-4631-5

5. ^ Armstrong.M Management Processes and Functions, 1996, London CIPD ISBN 0-85292-438-0

6. ^ Westhues, Anne; Jean Lafrance; Glen Schmidt (2001). "A SWOT analysis of social work education in Canada". Social Work Education: The International Journal. 20 (1): 35-56. doi:10.1080/02615470020028364. S2CID 143892190.

7. ^ Birkenmaier, Julie (2001). The Practice of Generalist Social Work. New York, NY: Routledge.

8. ^ Pittsburg, California tried this out recently with the BART program. Citation: (Document). Pittsburg City, California, www.ci.pittsburg.ca.us/Modules/ShowDocument.aspx?documentid.

9. ^ Quincy, Ronald. "SWOT Analysis: Raising capacity of your organization". Rutgers School of Social Work. Archived from the original on 2016-04-17.

10. ^ Menon, A.; et al. (1999). "Antecedents and Consequences of Marketing Strategy Making". Journal of Marketing. American Marketing Association. 63 (2): 18-40. doi:10.2307/1251943. JSTOR 1251943.

11. ^ Hill, T. & R. Westbrook (1997). "SWOT Analysis: It's Time for a Product Recall". Long Range Planning. 30 (1): 46-52. doi:10.1016/S0024-6301(96)00095-7.

12. ^ Koch, Adam (2000). "SWOT does not need to be recalled: It needs to be enhanced". Swineburne University of Technology.

13. ^ Chermack, Thomas J.; Bernadette K. Kasshanna (December 2007). "The Use of and Misuse of SWOT analysis and implications for HRD professionals". Human Resource Development International. 10 (4): 383-399. doi:10.1080/13678860701718760. S2CID 145098663.

14. ^ Porter, Michael; Argyres, Nicholas; McGahan, Anita M. (2002). "An Interview with Michael Porter". The Academy of Management Executive (1993-2005). 16 (2): 43-52. JSTOR 4165839.

15. Mesly, Olivier (2017). ^ Project feasibility - Tools for uncovering points of vulnerability. New York, NY:Taylor and Francis, CRC Press, 546 pages, 9 ISBN 9781498757911.

16. ^ "Value Line - The Most Trusted Name in Investment Research". www.valueline.com. Value Line Publishing.

Dag Øivind Madsen, "SWOT Analysis: A Management Fashion Perspective", International Journal of Business Research 16:1:39-56 (2016) full text

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SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning.

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1. Realizați o analiză SWOT a sistemului de învățământ din Japonia!
2. Ce elemente din sistemul japonez ați implementa în sistemul românesc?
3. Ce elemente din sistemul românesc ați implementa în sistemul japonez?
4. Construiți o paralelă între sistemul de învățământ japonez de azi și învățământul românesc din perioada comunistă. Ce observați?

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                                                        STUDIU DE CAZ

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                                                        STUDIU DE CAZ

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Sistemul de educație din Japonia este cotat ca fiind printre cele mai performante de pe glob. Incidența persoanelor care finalizează cu succes ciclul de studii (incluzându-le pe cele universitare) este ridicată, peste media mondială (peste 90% din populație finalizează ciclul obligatoriu de studiu).
Programa îmbină cursurile teoretice cu cele practice, iar sistemul de învățământ preuniversitar are în vedere o perioadă de 12 ani, dintre care doar 9 obligatorii. El prevede 6 ani de școală primară, 3 ani de gimnaziu și încă 3 de liceu. Anul școlar începe în aprilie și se termină în martie, bineînțeles, în această perioadă fiind incluse și vacanțele, mai scurte comparativ cu sistemul educațional european sau american. De exemplu, vacanța de vară se desfășoară în Japonia în intervalul 20 iulie-25 august, deci, cu 2 luni mai puțin decât în Occident.

Clasele sunt în genere formate din 30-40 de elevi, iar uniforma este obligatorie pentru toate ciclurile de studiu, și constă în pantaloni, cămașă și sacou pentru băieți și fustă și cămașă pentru fete. Materiile studiate sunt: japoneza, matematica, muzica, educația fizică, științele, engleza, dar de asemenea și caligrafia (redarea semnelor japoneze prin pensulă și cerneală), haiku (poezie japoneză) și abilitățile gospodărești, de tipul gătitului sau cusutului. Orele de curs încep de obicei în jurul orei 8:30 și se termină la ora 15:30, deci elevii japonezi petrec în medie 7 ore la școală, fără să avem în vedere activitățile extracurriculare.  Copiii nu mănâncă la cantină, ci în clasă, fiind serviți de un grup de colegi care au fost însărcinați cu această responsabilitate. Aceștia sunt obligați să respecte normele de igienă, purtând mască și mănuși atunci când pregătesc masa pentru colegii lor. Mesele sunt asigurate de către stat și se bazează pe principii de nutriție elementare pentru dezvoltarea normală a copiilor. Sunt incluse supe și mâncăruri din orez și legume și deserturi sănătoase, precum fructele.  Ca băuturi, copiii pot primi apă, lapte sau ceai. Meniul depinde de decizia fiecărei unitate de învățământ, dar cert este că momentului mesei de prânz i se acordă o importanță semnificativă, deoarece elevii primesc o pauză de masă de 45 de minute. De asemenea, dat fiind că în școlile japoneze nu există angajați care să se ocupe de păstrarea curățeniei, elevii sunt învățați încă din primii ani să curețe singuri școala, fiind organizați pe grupe pentru a spăla holurile, clasele, curtea etc. Curățenia este păstrată nu doar de disciplina elevilor și a profesorilor, ci și de faptul că elevii și personalul didactic încalță pantofi speciali la intrarea în școală, pe care îi dau jos atunci când ies în curtea școlii. Elevii japonezi au ocazia de a se înscrie gratuit într-unul sau mai multe cluburi extracurriculare, ce le oferă acces la aprofundarea de cunoștiințe. În general, cele mai comune cluburi sunt cele sportive, precum cele de baseball, fotbal, volei, sau cele culturale, ce acoperă domenii precum muzica, pictura, șahul, teatrul sau ikebana (arta aranjamentelor florale).
Un aspect interesant îl constituie faptul că elevii înșiși administrează evenimentele clubului, ceea ce în schimb le dezvoltă și spiritul organizatoric. Apogeul activității de club are loc în cadrul festivalului cultural al școlii, de obicei programat pentru toamnă. În Japonia, sănătatea ocupă un loc fruntaș, motiv pentru care discplina educației fizice este tratată cu foarte multă seriozitate de către autorități. Pe lângă activitățile de club, copiii au o zi a Sportului pe an, în cadrul căreia își pot etala abilitățile sportive. Sunt organizate întreceri individuale și de grup între elevi, avându-i ca spectatori pe părinți. Japonezii pun preț nu doar pe sănătate, ci și pe dezvoltarea lor culturală. Tocmai de aceea, fiecare școală ține propriul bunkasai (festival cultural). La organizarea lui participă toți elevii doritori, dar în principal cei care sunt înscriși în cluburile de activități extracurriculare. Festivalul are loc de obicei în weekend, fie sâmbăta, fie duminica, însă nu este exclus nici să se întindă pe ambele zile, dacă elevii își doresc acest lucru. Fiecare școală hotărăște pe ce activități dorește să pună accentul: pe teatru, muzică, caligrafie sau altele. Părinții sunt invitați să privească și să asculte spectacolele și atelierele de creație realizate de copiii lor. Ziua festivalului coincide de obicei cu Ziua Națională a Culturii, care în Japonia se sărbătorește pe data de 3 noiembrie.  Pentru ca un elev să fie acceptat de către o unitate de învățământ secundar de nivel mediu (la vârsta de 12 ani) și de către un liceu (la vârsta de 15 ani), este necesar ca acesta să susțină un examen de admitere. În Japonia, un astfel de examen este atât de riguros și dificil, încât perioada de pregătire și de susținere a acestuia a fost denumită shiken jigoku („iadul examenelor”).  Pentru a intra la liceu, de exemplu, elevii se pregătesc uneori și cu doi ani înainte de admitere, studiind la școală, acasă și în juku, școli specializate în pregătirea elevilor pentru examinare. Examenele pentru admiterea la facultate sunt, de asemenea, dificile, întrucât doar 56% din candidați reușesc să își câștige un loc la facultate din prima încercare.  Sistemul educațional japonez are meritul de a implica elevul în activități sociale, care îi facilitează înțelegerea obiectelor de studiu din curricula școlară. Îmbinarea dintre orele propriu-zise și cluburi, evaluarea cunoștiințelor prin examinarea riguroasă de la finalul fiecărui ciclu de studiu, alături de un program coerent de alimentație în școli fac din Japonia una dintre cele mai literate țări din lume.