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Business Swot Analysis
Business Swot Analysis
2003
2003
Enterprising Intrapreneurship
Enterprising Intrapreneurship:
Putting Academic Learning into Real World Contexts
Putting Academic Learning into Real World Contexts
2003 This case material was written by Pauline Kneale and Sam Aspinall of the School of
Geography at the University of Leeds with support from the White Rose for Enterprise and the National Teaching Fellowship
Scheme. It may used without permission, but you are asked to report usage to p.e.kneale@leeds.ac.uk. Suggestions to adapt and
enhance this resource should be sent to p.e.kneale@leeds.ac.uk.
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SWOT analysis
SWOT analysis
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an introduction
an introduction
SWOT analysis provides a structure for analysing either your own strengths and weaknesses, and the opportunities
and threats you face, or in a work context for analysing the strengths, weaknesses, opportunities and threats a
business or event faces. Ideally it is one step in a process which helps you to
1. appreciate the strengths of a situation, and you may then decide to build on these;
2. define the weaknesses, which you might choose to minimise;
3. make the most of the opportunities that present themselves, and
4. recognise the possible threats and treat them in a planned and organised way.
SWOT analyses are not ends in themselves but a step before some action planning.
SWOT analyses usually benefit from discussion, get other people’s perspectives. Remember to be realistic and
focused on what really happens.
In a SWOT analysis you want to note issues under the four headings. If you are new to the process the following
questions may be helpful prompts to your thinking.
Strengths: What are your personal strengths What does the company do well
What do you do well What is the good track record
What do other people see as your strengths Where does the organisation compete well
Weaknesses: What can be developed What could you improve
What is working less optimally than you wish What is being done badly
What is the competition doing better What should you avoid doing
Opportunities: If there were no constraints what would you like to do
What might be possible What will happen in the next few years
Where do you / your organisation want to be in five years time
Who might you want to work with What could be a win win situation
How may new technologies change your practices
What financial / govenmental / legislative changes can benefit you in the near future
Threats: What are the barriers to your development What sort of obstacles do you face
Who else might move in a take over your tasks / job / business
What are rival organisations doing Can you fund the short and long term
Will new technologies / developments change you roles
What change is coming
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source: geog.leeds.ac.uk
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