SWOT

The analyzes SWOT (or matrix SWOT , of English Strengths (forces), Weaknesses (weaknesses), Opportunities (opportunities), Threats (threats), is a tool of Stratégie of company making it possible to determine the possible strategic options on the level of a strategic Sphere of activity (DAS or SBU).

The equivalent expression in French language is “Forces Weaknesses Opportunities Threats”; besides one uses sometimes the term analyzes FFOM .

To lead an analysis SWOT consists in carrying out two diagnoses:

1) an external diagnosis, which identifies opportunities and the threats present in the environment. Those Ci can be given using a series of models of strategic analysis, such as model PESTEL, the model of the 5 forces of the competition of Michael Porter or an analysis of scenarios. It can be a question for example of the irruption of new competitors, the appearance of a new technology, emergence of a new regulation, opening of new markets, etc

2) an internal diagnosis, which identifies the forces and the weaknesses of the strategic sphere of activity. Those can be given using a series of models of strategic analysis, such as the Chaîne of value, the calibration (Benchmarking) or analyzes it cultural fabric. It can be a question for example of a technological wallet, a notoriety, a geographical presence, a network of partners, a structure of government of company, etc

It is confrontation between the results of the etceux external diagnosis of the internal diagnosis which makes it possible to formulate strategic options. One can thus compare with profit:

  • the SWOT interns (the perception of the company of its own potential)
  • the external SWOT (the perception of the company by its customers, competitors, suppliers, and qutres external actors)

It is this formulation of strategic options which constitutes the interest of analysis SWOT.

External bond

  • Strategic

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