SWOT ANALYSIS AND IT'S DEFINITION AND ALL.pptx

1. S W O T A N A L Y S I S Maria Lyca C. Trangia

2. What is Analysis and its Purpose? SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. It is a framework developed by Albert Humphrey at the Stanford Research Institute in the 1960s and 1970s. A SWOT analysis’ purpose is it evaluates the internal strengths and weaknesses , and the external opportunities and threats in an organization’s environment.

3. The SWOT framework is considered a powerful support for decision-making because it enables an organization to uncover opportunities for success that were previously unarticulated, and it also highlights threats before they become overly burdensome.

4. When to use SWOT Analysis? In academe: 1. Curriculum Development Evaluating Existing Programs : Identify strengths and weaknesses in current courses and curriculum. Planning New Programs: Assess potential opportunities and threats when introducing new academic programs or courses.

5. When to use SWOT Analysis? In Administrative Services: 1. Operational Efficiency Process Improvement: Analyze administrative processes to identify inefficiencies and areas for improvement. Resource Allocation: Determine the best use of resources to maximize efficiency and effectiveness.

6. When to use SWOT Analysis? In Administrative Services: 2. Staff Development Training Programs: Identify training needs and opportunities for staff development. Performance Evaluation: Assess staff performance to identify strengths and areas for improvement.

7. When to use SWOT Analysis? In Research and Extension Programs: 2. Extension Services Community Engagement : Evaluate the effectiveness of extension programs in meeting community needs. Program Improvement: Identify areas for improvement in outreach and extension services.

8. When to use SWOT Analysis? In Research and Extension Programs: 3. Collaboration: Partnerships: Identify potential partners and collaborators for research and extension projects. Resource Sharing: Leverage strengths and opportunities for resource sharing and collaboration.

9. When to use SWOT Analysis? In Business: 1. Strategic Planning Business Strategy: Develop and refine business strategies based on internal strengths and weaknesses and external opportunities and threats. Market Analysis: Understand market conditions and competitive landscape to make informed business decisions.

10. When to use SWOT Analysis? In Business: 2. Product Development: New Products: Assess the feasibility and potential success of new products or services. Improving Existing Products: Identify areas for improvement in current offerings.

11. When to use SWOT Analysis? In Business: 3. Marketing and Sales: Marketing Strategies: Develop effective marketing strategies based on the analysis of internal and external factors. Sales Improvement: Identify strengths and weaknesses in the sales process and develop strategies for improvement.

12. can be adapted to fit the specific needs and context of an organization uncover hidden strengths, unrecog-nized weaknesses can be the starting point for developing more comprehensive strategies and action plans It is a low-cost tool that does not require expensive software increases awareness of both internal capabilities and external conditions allocation of resources to areas where they are most needed can guide helps highlight the most critical factors involves input from multiple stakeholders helps organizations anticipate challenges and seize opportunities can be applied to a variety of contexts Provides clear framework Straightforward and easy to understand A D V A N T A G E S Simplicity and Ease of Use Structured Framework Versatility Promotes Strategic Thinking Facilitates Colabora - tion Identified Key Issues Supports Resource Allocation Enhances Awareness Cost Effective Foundation for Strategic Planning Encoura-ges Reflective Analysis Flexible and Adaptable

13. Can be used as a one-time exercise rather than as part of an ongoing strategic plan- ning process. interdepend- dencies between SWOT are often not analyzed. can oversimplify complex strategic issues and reduce them to a few bullet points might not fully capture all relevant external factors, particularly those that are less obvious does not provide a framework for implementing the identified strategies creation of lists without necessarily linking the items or understand-ding the relation-ships between them. tends to be broad and general, lacking detailed insights and actionable recommenda-tions does not account for changes in the external and internal environment often based on subjective opinions rather than objective data. does not provide a mechanism for prioritizing the identified SWOT leading to confusions C R I T I Q U E S Lacks Prioritization Subjectivity Static Nature Lack of Depth Overem -phasis on Lists No Mechanism for Implemen-tation Potential for Overlooking External Factors Simplifi -cation of Complex Issues Interdependencies Not Considered Potential for Misuse