SWOT analysis method is mainly applied to major decision-making matters such as strategy and tactics, and can basically be applied to the decision-making analysis of any major matters, such as the analysis and decision-making of major investment projects of enterprises.
SWOT analysis has obvious structural and systematic characteristics from the beginning. As far as structure is concerned, firstly, in form, SWOT analysis is to construct a SWOT structure matrix and give different analytical meanings to different areas of the matrix. Secondly, the main theoretical basis of SWOT analysis also emphasizes the analysis of the external environment and internal resources of enterprises from the perspective of structural analysis.
SWOT model was put forward by McKinsey a long time ago, which has the limitations of the times. In the past, enterprises may pay more attention to cost and quality, but now enterprises may pay more attention to organizational processes. SWOT does not take into account the initiative of enterprises to change the status quo. Enterprises can create their own advantages by looking for new resources, so as to achieve strategic goals that could not be achieved in the past.
Extended data
SWOT analysis model method
In the process of adaptability analysis, senior managers of enterprises should analyze this model with four basic concepts: leverage effect, inhibition, vulnerability and problem on the basis of determining various internal and external variables.
1, leverage effect (advantage+opportunity). When the internal advantages and external opportunities are consistent and adaptive, the leverage effect will occur. In this case, enterprises can leverage internal advantages to pry external opportunities, so that opportunities and advantages can be fully combined. However, opportunities are often fleeting, and enterprises must seize opportunities keenly, seize opportunities and seek greater development.
2. Suppression (opportunity+disadvantage). Inhibition means to hinder, prevent, influence and control. When the opportunities provided by the environment are incompatible with the internal resource advantages of the enterprise, or cannot overlap with each other, the advantages of the enterprise will not be brought into play. In this case, enterprises need to provide and increase some resources to promote the transformation of internal resource disadvantages into advantages in order to cater to or adapt to external opportunities.
3. Vulnerability (advantage+threat). Vulnerability means a reduction in the degree or intensity of superiority. When environmental conditions pose a threat to the company's advantages, the advantages are not fully exerted, resulting in a fragile situation of inferior advantages. In this case, enterprises must overcome threats to give full play to their advantages.
4. Problem (disadvantage+threat). When an enterprise's internal disadvantages encounter external threats, it will face severe challenges. If it is not handled properly, it may directly threaten its survival.
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