SWOT Analysis

© Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

SWOT Screening Requirements

   Familiarize your self with SWOT concept Complete SWOT analysis for your organization Follow-up SWOT analysis with your current and future plans to:  Leverage internal organizational strengths    Manage internal organizational weaknesses Take advantage of external market opportunities Be responsive to external market threats © Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

SWOT Analysis

Understanding the Business Environment To plan effectively, organizations need to fully understand the dynamics of their internal and external environment and respond accordingly:

Internal/Organizational



Strengths



Weaknesses External/Market



Opportunities



Threats

© Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

Sample SWOT Analysis

the Organization

• Physical Assets • Low Cost of Service • Innovation • People • Storage • Customer Relations • Balance Sheet and Cash Flow

the Industry

• Information Management • Information Systems • Depreciated Asset Base • Expiring Contracts • Customer Retention • Customer Service • Human Resource Management • Lack of Organizational Depth • Employee Development • Workflow Efficiency • Unrealistic Goals • Decision Making Process • Communications • Lack of a Shared Vision • Information Systems • Dependent Market Share Position • New Market Expansion • Acquisition • Industry Growth • People Development • Customer Service • Information Systems • Communication • Current Customer Relationships • Storage © Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

Your SWOT Analysis

the Industry the Organization

© Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

What’s Next?

Many organizations attempt to understanding the internal and external dynamics of their business environment, but fail to turn this information into into an actionable strategy. Therefore, the goal is to develop a plan that:     Leverages Strengths Manages Weaknesses Takes advantage of market opportunities Is responsive to market threats © Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

Leveraging Internal Strengths

       What is currently being done or has been done?

 What still needs to be done?

        © Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

Managing Internal Weaknesses

       What is currently being done or has been done?

 What still needs to be done?

        © Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

Leveraging External Opportunities

       What is currently being done or has been done?

 What still needs to be done?

        © Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)

Minimizing External Threats

       What is currently being done or has been done?

 What still needs to be done?

        © Virtue Ventures LLC 2007.

Licensed under the Creative Commons Attribution 3.0 License (http://creativecommons.org/licenses/by/3.0/)