WHAT I S A S WOT ANALYSIS AND WHY SHOUL D YOU USE

ONE?
SWOT stands for: Strength, Weakness, Opportunity, Threat. A SWOT analysis guides you to
identify your organizations strengths and weaknesses (S-W), as well as broader opportunities
and threats (O-T). Developing a fuller awareness of the situation helps with both strategic
planning and decision-making.
The SWOT method was originally developed for business and industry, but it is equally
useful in the work of community health and development, education, and even for personal
growth.
SWOT is not the only assessment technique you can use. Compare it with to determine if this
is the right approach for your situation. The strengths of this method are its simplicity and
application to a variety of levels of operation.

WHE N DO YOU US E S WOT?

A SWOT analysis can offer helpful perspectives at any stage of an effort. You might use
it to:

Explore possibilities for new efforts or solutions to problems.

Make decisions about the best path for your initiative. Identifying your opportunities
for success in context of threats to success can clarify directions and choices.

Determine where change is possible. If you are at a juncture or turning point, an

inventory of your strengths and weaknesses can reveal priorities as well as
possibilities.

Adjust and refine plans mid-course. A new opportunity might open wider avenues,
while a new threat could close a path that once existed.

SWOT also offers a simple way of communicating about your initiative or program and an
excellent way to organize information you've gathered from studies or surveys.

WHAT ARE THE EL E ME NTS OF A SWOT ANALYSI S?

A SWOT analysis focuses on Strengths, Weaknesses, Opportunities, and Threats.
Remember that the purpose of performing a SWOT is to reveal positive forces that work
together and potential problems that need to be recognized and possibly addressed.
We will discuss the process of creating the analysis below, but first here are a few sample
layouts for your SWOT analysis.
Ask participants to answer these simple questions: what are the strengths and weaknesses of
your group, community, or effort, and what are the opportunities and threats facing it?

Internal

External

Strengths

Weaknesses

Opportunities

Threats

If a looser structure helps you brainstorm, you can group positives and negatives to think broadly
about your organization and its external environment.
Positives

Negatives

Strengths

Weaknesses

Assets

Limitations

Resources

Restrictions

Opportunities

Threats

Prospects

Challenges

Below is a third option for structuring your SWOT analysis, which may be appropriate for a larger
initiative that requires detailed planning. This "TOWS Matrix" is adapted from Fred David's Strategic
Managementtext.
STRENGTHS

WEAKNESSES

1.

1.

2.

2.

3.

3.

4.

4.

OPPORTUNITIES

Opportunity-Strength (OS) Strategies

Opportunity-Weakness (OW) Strategies

1.

Use the strengths to take advantage of

Overcome weaknesses by taking advantage

2.

opportunities

of opportunities

3.

1.

1.

4.

2.

2.

THREATS

Threat-Strength (TS) Strategies

Threat-Weakness (TW) Strategies

1.

Use strengths to avoid threats

Minimize weaknesses and avoid threats

2.

1.

1.

3.

2.

2.

4.

David gives an example for Campbell Soup Company that stresses financial goals, but it also
illustrates how you can pair the items within a SWOT grid to develop strategies. (This version of the
chart is abbreviated.)
STRENGTHS

WEAKNESSES

Current profit ratio increased

Legal suits not resolved

Employee morale high

Plant capacity has fallen

Market share has increased

Lack of strategic management

system

OPPORTUNITIES

Western European

Opportunity-Strength (OS) Strategies

unification

Europe (S1, S3, O1)

Strategies

Rising health
consciousness in

Develop new Pepperidge Farn

products (W1, O2, O3)

Develop new healthy soups

(S2, O2)

selecting foods

Acquire food company in

Opportunity-Weakness (OW)

Demand for soups

increasing annually

THREATS

Low value of dollar

Tin cans are not

Threat-Strength (TS) Strategies

Develop new biodegradable

soup containers (S1, T2)

biodegradable

Threat-Weakness (TW) Strategies

Close unprofitable European

operations (W3, T1)

This example also illustrates how threats can become opportunities (and vice versa). The
limitation of tin cans (which aren't biodegradable) creates an opportunity for leadership in
developing biodegradable containers. There are several formats you can use to do a SWOT
analysis, including a basic SWOT formthat you can use to prompt analysis, but whatever
format you use, don't be surprised if your strengths and weaknesses don't precisely match up
to your opportunities and threats. You might need to refine, or you might need to simply look
at the facts longer, or from a different angle. Your chart, list or table will certainly reveal
patterns.
L I S T I N G YO U R I N T E R N A L FAC T O R S : S T R E N G T H S AN D
WEAKNESSES (S, W)
Internal factors include your resources and experiences. General areas to consider:

Human resources - staff, volunteers, board members, target population

Physical resources - your location, building, equipment

Financial - grants, funding agencies, other sources of income

Activities and processes - programs you run, systems you employ

Past experiences - building blocks for learning and success, your reputation in the
community

Don't be too modest when listing your strengths. If you're having difficulty naming them,
start by simply listing your characteristics (e.g., we're small, we're connected to the
neighborhood). Some of these will probably be strengths.
Although the strengths and weakness of your organization are your internal qualities, don't
overlook the perspective of people outside your group. Identify strengths and weaknesses
from both your own point of view and that of others, including those you serve or deal with.
Do others see problems--or assets--that you don't?
How do you get information about how outsiders perceive your strengths and weaknesses?
You may know already if you've listened to those you serve. If not, this might be the time to
gather that type of information. See related sections for ideas on conducting focus groups,
user surveys, and listening sessions.
L I S T I N G E X T E R N A L FAC T O R S : O P P O RTU N I T I E S AN D T H R E ATS ( O ,
T)
Cast a wide net for the external part of the assessment. No organization, group, program, or
neighborhood is immune to outside events and forces. Consider your connectedness, for
better and worse, as you compile this part of your SWOT list

Forces and facts that your group does not control include:

Future trends in your field or the culture

The economy - local, national, or international

Funding sources - foundations, donors, legislatures

Demographics - changes in the age, race, gender, culture of those you serve or in your
area

The physical environment (Is your building in a growing part of town? Is the bus
company cutting routes?)

Legislation (Do new federal requirements make your job harder...or easier?)

Local, national or international events

HOW DO YOU CRE ATE A SWOT ANALYSI S?

WHO DEVELOPS THE SWOT?
The most common users of a SWOT analysis are team members and project managers who
are responsible for decision-making and strategic planning.
But don't overlook anyone in the creation stage!
An individual or small group can develop a SWOT analysis, but it will be more effective if
you take advantage of many stakeholders. Each person or group offers a different perspective
on the strengths and weaknesses of your program and has different experiences of both.
Likewise, one staff member, or volunteer or stakeholder may have information about an
opportunity or threat that is essential to understanding your position and determining your
future.
W H E N AN D W H E R E D O YO U D E V E L O P A S W O T AN A LYS I S ?
A SWOT analysis is often created during a retreat or planning session that allows several
hours for brainstorming and analysis. The best results come when the process is collaborative
and inclusive.
When creating the analysis, people are asked to pool their individual and shared knowledge
and experience. The more relaxed, friendly and constructive the setting, the more truthful,
comprehensive, insightful, and useful your analysis will be.
H O W D O YO U D E V E L O P A S W O T AN A LYS I S ?
Steps for conducting a SWOT analysis:

Designate a leader or group facilitator who has good listening and group process
skills, and who can keep things moving and on track.
Designate a recorder to back up the leader if your group is large. Use newsprint on a
flip chart or a large board to record the analysis and discussion points. You can record
later in a more polished fashion to share with stakeholders and to update.
Introduce the SWOT method and its purpose in your organization. This can be as
simple as asking, "Where are we, where can we go?" If you have time, you could run
through a quick example based on a shared experience or well-known public issue.

Depending on the nature of your group and the time available, let all participants
introduce themselves. Then divide your stakeholders into smaller groups. If your
retreat or meeting draws several groups of stakeholders together, make sure you mix
the small groups to get a range of perspectives, and give them a chance to introduce
themselves.
o

The size of these depends on the size of your entire group breakout groups
can range from three to ten. If the size gets much larger, some members may
not participate.

Have each group designate a recorder, and provide each with newsprint or dry -erase
board. Direct them to create a SWOT analysis in the format you choose-a chart,
columns, a matrix, or even a page for each quality.
o

Give the groups 20-30 minutes to brainstorm and fill out their own strengths,
weakness, opportunities and threats chart for your program, initiative or effort.
Encourage them not to rule out any ideas at this stage, or the next.

Remind groups that the way to have a good idea is to have lots of ideas.
Refinement can come later. In this way, the SWOT analysis also supports
valuable discussion within your group or organization as you honestly assess.

It helps to generate lots of comments about your organization and your

program, and even to put them in multiple categories if that provokes thought.

Once a list has been generated, it helps to refine it to the best 10 or fewer
points so that the analysis can be truly helpful.

Reconvene the group at the agreed-upon time to share results. Gather information
from the groups, recording on the flip-chart or board. Collect and organize the
differing groups' ideas and perceptions.
o

Proceed in S-W-O-T order, recording strengths first, weaknesses second, etc.

Or you can begin by calling for the top priorities in each category -the
strongest strength, most dangerous weakness, biggest opportunity, worst
threat--and continue to work across each category.

Ask one group at a time to report ("Group A, what do you see as strengths?")
You can vary which group begins the report so a certain group isn't always left
"bringing up the end" and repeating points made by others. ("Group B, let's
start with you for weaknesses.")

Or, you can open the floor to all groups ("What strengths have you noted?")
for each category until all have contributed what they think is needed.

Discuss and record the results. Depending on your time frame and purpose:

Come to some consensus about the most important items in each category

Relate the analysis to your vision, mission, and goals

Translate the analysis to action plans and strategies

If appropriate, prepare a written summary of the SWOT analysis to share

with participants for continued use in planning and implementation.

More ideas on conducting successful meetings can be found in Community Tool Box
resources on conducting public forums and listening sessions, conducting focus groups,
and organizing a retreat.

HOW DO YOU US E YOUR SWOT ANALYSI S?

Better understanding the factors affecting your initiative put you in a better position for
action. This understanding helps as you:

Identify the issues or problems you intend to change

Set or reaffirm goals

Create an action plan

As you consider your analysis, be open to the possibilities that exist within a weakness or
threat. Likewise, recognize that an opportunity can become a threat if everyone else sees the
opportunity and plans to take advantage of it as well, thereby increasing your competition.
Finally, during your assessment and planning, you might keep an image in mind to help you
make the most of a SWOT analysis: Look for a "stretch," not just a "fit." As Radha
Balamuralikrishna and John C. Dugger of Iowa State University point out, SWOT usually
reflects your current position or situation. Therefore one drawback is that it might not
encourage openness to new possibilities. You can use SWOT to justify a course that has
already been decided upon, but if your goal is to grow or improve, you will want to keep this
in mind.

I N S UMMARY
A realistic recognition of the weaknesses and threats that exist for your effort is the first step
to countering them with a robust set of strategies that build upon strengths and opportunities.
A SWOT analysis identifies your strengths, weaknesses, opportunities and threats to assist
you in making strategic plans and decisions.

D EV ELOPIN G A N D US IN G A S WOT A NA LY S IS
___Your group or organization has determined, based on its strengths and

characteristics, to use a SWOT analysis to help develop strategies for

change

___You have designed your retreat or meeting as well as the form of the
SWOT analysis you will conduct
___You have involved a diverse group of stakeholders in creating the
SWOT assessment
___You conducted the SWOT analysis meeting and generated a list of
internal strengths and weaknesses and external opportunities and threats
___You considered the SWOT factors from others' points of views as well as
your own
___You have used your SWOT analysis as a tool to discover or confirm
areas for action and improvement
___You have used your SWOT analysis to develop strategies for change

C ON D UC T IN G A S WOT A NA LY S IS
___ At your meeting or retreat, designate a leader or group facilitator

___ Designate a recorder if your group is large. Use newsprint on a flip

chart or a large board to record the analysis and discussion points
___Introduce the SWOT method and its purpose in your organization
___Divide your stakeholders into smaller groups (of three to 10, depending
on your size). Mix the small groups to get a range of perspectives, and
give people a chance to introduce themselves
___Direct each group to designate a recorder, and provide each with
newsprint or dry-erase board. Instruct them to create a SWOT analysis in
the format you choose -a chart, columns, a matrix, or even a page for
each quality
___Give the groups 20-30 minutes to brainstorm and fill out their own
strengths , weakness, opportunities and threats chart for your program,
initiative or effort
___Reconvene the group to share results, recording on the flip-chart or
board. Collect and organize the differing groups' ideas and perceptions by
asking for results from one group at a time or by opening the floor to all
groups. Use one of the following orders to record results:

S-W-O-T order, recording strengths first, weaknesses second, etc.

Top priority order for each category -the strongest strength, most
dangerous weakness, biggest opportunity, worst threat

___Discuss insights, repeated items, and cross connections between

categories -"This strength plays into that opportunity"
___Use the results to support your purpose for the meeting:

Come to some consensus about most important items in each

category

Relate the analysis to your vision, mission, and goals

Translate the analysis to action plans and strategies

___If appropriate, prepare a written summary of the SWOT analysis for

participants to use in planning and implementing your effort

PERFORMING A SWOT ANALYSIS

Here are some general questions in each SWOT category to prompt analysis of
your organization, community, or effort.

Internal

Positives

Negatives

Strengths

Weaknesses

Human resources

What are your own

What could be improved in

Physical resources

advantages, in terms of

your organization in terms of

Financial resources

people, physical resources,

staffing, physical resources,

finances?

funding?

Activities and

What do you do well? What

What activities and processes

processes

activities or processes have

lack effectiveness or are

met with success?

poorly done?

Opportunities

Threats

Future trends - in

What possibilities exist to

What obstacles do you face

your field or the

support or help your effort - in

that hinder the effort - in the

Past experiences

External

culture

the environment, the people

environment, the people you

The economy

you serve, or the people who

serve, or the people who

Funding sources

conduct your work?

conduct your work?

What local, national, or

What local, national, or

international trends draw

international trends favor

interest to your program?

interest in other or competing

Is a social change or

programs?

demographic pattern

Is a social change or

favorable to your goal?

demographic pattern harmful

Is a new funding source

to your goal?

available?

Is the financial situation of a

Have changes in policies

funder changing?

made something easier?

Have changes in policies made

Do changes in technology hold

something more difficult?

new promise?

Is changing technology

(foundations,
donors,
legislatures)

Demographics

The physical
environment

Legislation

Local, national, or
international
events

threatening your
effectiveness?

INTRODUCTION OF SWOT ANAYLISIS

A SWOT analysis (alternatively SWOT matrix) is a structured planning method
used to evaluate the strengths, weaknesses, opportunities and threats involved in
a project or in a business venture. A SWOT analysis can be carried out for a product, place,
industry or person. It involves specifying the objective of the business venture or project and
identifying the internal and external factors that are favorable and unfavorable to achieve that
objective. Some authors credit SWOT to Albert Humphrey, who led a convention at the
Stanford Research Institute (now SRI International) in the 1960s and 1970s using data
from Fortune 500companies.[1][2] However, Humphrey himself does not claim the creation of
SWOT, and the origins remain obscure. The degree to which the internal environment of the
firm matches with the external environment is expressed by the concept of strategic fit.

Strengths: characteristics of the business or project that give it an advantage over

others.

Weaknesses: characteristics that place the business or project at a disadvantage

relative to others.

Opportunities: elements that the project could exploit to its advantage.

Threats: elements in the environment that could cause trouble for the business or
project.

Identification of SWOTs is important because they can inform later steps in planning to
achieve the objective.
First, the decision makers should consider whether the objective is attainable, given the
SWOTs. If the objective is not attainable a different objective must be selected and the
process repeated.
Users of SWOT analysis need to ask and answer questions that generate meaningful
information for each category (strengths, weaknesses, opportunities, and threats) to make
the analysis useful and find their competitive advantage.

Internal and external factors

So it is said that if you know your enemies and know yourself, you can win a hundred
battles without a single loss. If you only know yourself, but not your opponent, you may
win or may lose. If you know neither yourself nor your enemy, you will always endanger
yourself.
The Art of War by Sun Tzu
SWOT analysis aims to identify the key internal and external factors seen as important to
achieving an objective. SWOT analysis groups key pieces of information into two main
categories:
1. internal factors the strengths and weaknesses internal to the organization
2. external factors the opportunities and threats presented by the environment
external to the organization
Analysis may view the internal factors as strengths or as weaknesses depending upon
their effect on the organization's objectives. What may represent strengths with
respect to one objective may be weaknesses (distractions, competition) for another

objective. The factors may include all of the 4Ps; as well

as personnel, finance, manufacturing capabilities, and so on.
The external factors may include macroeconomic matters, technological
change, legislation, and sociocultural changes, as well as changes in the marketplace
or in competitive position. The results are often presented in the form of a matrix.
SWOT analysis is just one method of categorization and has its own
weaknesses. For example, it may tend to persuade its users to compile lists rather
than to think about actual important factors in achieving objectives. It also presents
the resulting lists uncritically and without clear prioritization so that, for example,
weak opportunities may appear to balance strong threats.
It is prudent not to eliminate any candidate SWOT entry too quickly. The
importance of individual SWOTs will be revealed by the value of the strategies they
generate. A SWOT item that produces valuable strategies is important. A SWOT item
that generates no strategies is not important.

Use
The usefulness of SWOT analysis is not limited to profit-seeking organizations.
SWOT analysis may be used in any decision-making situation when a desired endstate (objective) is defined. Examples include: non-profit organizations,
governmental units, and individuals. SWOT analysis may also be used in pre-crisis
planning and preventivecrisis management. SWOT analysis may also be used in
creating a recommendation during a viability study/survey.

Strategy building
SWOT analysis can be used effectively to build organization or personal
strategy. Steps necessary to execute strategy-oriented analysis involve: identification
of internal and external factors (using popular 2x2 matrix), selection and evaluation
of the most important factors and identification of relations existing between internal
and external features.[3]
For instance: strong relations between strengths and opportunities can suggest
good condition of the company and allow using aggressive strategy. On the other
hand strong interaction between weaknesses and threats could be analyzed as
potential warning and advise for using defensive strategy.[citation needed]

Matching and converting

One way of utilizing SWOT is matching and converting. Matching is used to
find competitive advantage by matching the strengths to opportunities. Converting is
to apply conversion strategies to convert weaknesses or threats into strengths or
opportunities. An example of conversion strategy is to find new markets. If the threats
or weaknesses cannot be converted, a company should try to minimize or avoid them.
[4]

SWOT landscape analysis

The SWOT-landscape systematically deploys the relationships between overall
objective and underlying SWOT-factors and provides an interactive, query-able 3D
landscape.
The SWOT-landscape grabs different managerial situations by visualizing and
foreseeing the dynamic performance of comparable objects according to findings by
Brendan Kitts, Leif Edvinsson and Tord Beding (2000).[8]
Changes in relative performance are continually identified. Projects (or other units of
measurements) that could be potential risk or opportunity objects are highlighted.
SWOT-landscape also indicates which underlying strength/weakness factors that have
had or likely will have highest influence in the context of value in use (for ex. capital
value fluctuations).

Corporate planning
As part of the development of strategies and plans to enable the organization to
achieve its objectives, that organization will use a systematic/rigorous process known
as corporate planning. SWOT alongside PEST/PESTLE can be used as a basis for the
analysis of business and environmental factors.

Set objectives defining what the organization is going to do

Environmental scanning

Internal appraisals of the organization's SWOT, this needs to include an

assessment of the present situation as well as a portfolio of products/services
and an analysis of the product/service life cycle

Analysis of existing strategies, this should determine relevance from the results
of an internal/external appraisal. This may include gap analysis which will look at
environmental factors

Strategic Issues defined key factors in the development of a corporate plan

which needs to be addressed by the organization

Develop new/revised strategies revised analysis of strategic issues may mean

the objectives need to change

Establish critical success factors the achievement of objectives and strategy

implementation

Preparation of operational, resource, projects plans for strategy implementation

Monitoring results mapping against plans, taking corrective action which may
mean amending objectives/strategies.
Marketing
Main article: Marketing management
In many competitor analyses, marketers build detailed profiles of each competitor
in the market, focusing especially on their relative competitive strengths and
weaknesses using SWOT analysis. Marketing managers will examine each
competitor's cost structure, sources of profits, resources and competencies,
competitive positioning and product differentiation, degree of vertical integration,
historical responses to industry developments, and other factors.
Marketing management often finds it necessary to invest in research to collect the
data required to perform accurate marketing analysis. Accordingly, management
often conducts market research (alternately marketing research) to obtain this
information. Marketers employ a variety of techniques to conduct market
research, but some of the more common include:

Qualitative marketing research, such as focus groups

Quantitative marketing research, such as statistical surveys

Experimental techniques such as test markets

Observational techniques such as ethnographic (on-site) observation

Marketing managers may also design and oversee various environmental scanning
and competitive intelligence processes to help identify trends and inform the
company's marketing analysis.
Below is an example SWOT analysis of a market position of a small
management consultancy with specialism in HRM.

Strengths

Weaknesses

Opportunities

Reputation in
marketplace

Shortage of
consultants at
operating level
rather than partner
level

Well established
position with a
well defined
market niche

Expertise at
partner level in
HRM
consultancy

Unable to deal with Identified market

multi-disciplinary for consultancy in
assignments
areas other than
because of size or HRM
lack of ability

Threats

Large
consultancies
operating at a
minor level

Other small
consultancies
looking to invade
the marketplace

SWOT Analysis in Community Organization

The SWOT analysis has been utilized in community work as a tool to identify
positive and negative factors within organizations, communities, and the
broader society that promote or inhibit successful implementation of social
services and social change efforts.[11] It is used as a preliminary resource,
assessing strengths, weaknesses, opportunities, and threats in a community
served by a nonprofit or community organization.[12] This organizing tool is
best used in collaboration with community workers and/or community
members before developing goals and objectives for a program design or
implementing an organizing strategy.The SWOT analysis is a part of the
planning for social change process and will not provide a strategic plan if
used by itself. After a SWOT analysis is completed a social change

organization can turn the SWOT list into a series of recommendations to

consider before developing a strategic plan.
A simple SWOT Analysis used in Community Organizing
Strengths and Weaknesses: These are the internal factors within an
organization.

Human resources

Finances

Internal advantages/disadvantages of the Organization

Physical resources

Experiences including what has worked or has not worked in the past

Opportunities and Threats: These are external factors stemming from

community or societal forces.

Trends (new research)

Societys cultural, political, and economic ideology

Funding sources

Current events

Societal oppression

Although the SWOT analysis was originally designed as an organizational

method for business and industries, it has been replicated in various
community work as a tool for identifying external and internal support to
combat internal and external opposition. The SWOT analysis is necessary to
provide direction to the next stages of the change process. It has been utilized
by community organizers and community members to further social justice in
the context of Social Work practice.

Application in Community Organization

Elements to Consider
Elements to consider in a SWOT analysis include understanding the
community that a particular organization is working with. This can be done

via public forums, listening campaigns, and informational interviews. Data

collection will help inform the community members and workers when
developing the SWOT analysis. A needs and assets assessment are tooling
that can be used in order to identify the needs and existing resources of the
community. When these assessments are done and data has been collected, an
analysis of the community can be made which will inform the SWOT
analysis.
Steps for Implementation
A SWOT analysis is best developed in a group setting such as a work or
community meeting. A facilitator can conduct the meeting by first explaining
what a SWOT analysis is as well as identifying the meaning of each term.[11]
One way of facilitating the development of a SWOT analysis includes
developing an example SWOT with the larger group then separating each
group into smaller teams to present to the larger group after set amount of
time.[11] This allows for individuals, who may be silenced in a larger group
setting, to contribute. Once the allotted time is up, the facilitator may record
all the factors of each group onto a large document such as a poster board and
then the large group, as a collective, can go work through each threat and
weaknesses to explore options that may be used to combat negative forces
with the strengths and opportunities present within the organization and
community.[11] A SWOT meeting allows participants to creatively brainstorm,
identify obstacles and strategize possibly solutions to these limitations.
When to use SWOT
The use of a SWOT analysis by a community organization are as follows: to
organize information, provide insight into barriers[15] that may be present
while engaging in social change processes, and identify strengths available
that can be activated to counteract these barriers.
A SWOT analysis can be used to:

Explore new solutions to problems

Identify barriers that will limit goals/objectives

Decide on direction that will be most effective

Reveal possibilities and limitations for change

To revise plans to best navigate systems, communities, and organizations

As a brainstorming and recording device as a means of communication

To enhance credibility of interpretation to be utilized in presentation to

leaders or key supporters.

Benefits
The SWOT analysis in Social Work practice framework is beneficial because
it helps organizations decide whether or not an objective is obtainable and
therefore enables organizations to set achievable goals, objectives, and steps
to further the social change or community development effort.[ It enables
organizers to take visions and produce practical and efficient outcomes in
order to effect long-lasting change, and it helps organizations gather
meaningful information in order to maximize their potential.[Completing a
SWOT analysis is a useful process regarding the consideration of key
organizational priorities, such as gender and cultural diversity, and
fundraising objectives.
Limitations
Critiques include the misuse of the SWOT analysis as a technique that can be
quickly designed without critical thought leading to a misrepresentation of
Strengths, Weaknesses, Opportunities and Threats within an organization's
internal and external surroundings. Another limitation includes the
development of a SWOT analysis simply to defend previously decided goals
and objectives. This misuse leads to limitations on brainstorming possibilities
and "real" identification of barriers. This misuse also places the
organizations interest above the well being of the community. Further, a
SWOT analysis should be developed as a collaborative with a variety of
contributions made by participants including community members. The
design of a SWOT analysis by one or two community workers is limiting to
the realities of the forces specifically external factors, and devalues the
possible contributions of community members.

INTRODUCTION OF TATA MOTORS

The company was established in 1935 as a locomotive manufacturing unit and later
expanded its operations to commercial vehicle sector in 1954 after forming a joint
venture with Daimler-Benz AG of Germany.

Ratan N Tata is the chairman of Tata Sons, the Tata promoter company.

Tata Motors Ltd is a multinational corporation headquartered in Mumbai,

India. Part of the Tata Group, it was formerly known as TELCO (TATA
Engineering and Locomotive Company). Tata Motors has a consolidated revenue of
USD 16 billion after the acquisition of British automotive brands Jaguar and Land
Rover in 2008.

It is India's largest company in the automobile and commercial vehicle sector

with upwards of 70% cumulative market share in the domestic commercial vehicle
segment, and had a 0.81% share of the world market in 2007.

Second largest manufacturer of commercial vehicles in the world. The company

is the worlds fourth largest truck manufacturer, and the worlds second largest bus
manufacturer. In India Tata ranks as the leader in every commercial vehicle segment,
and is in the top 3 makers of passenger cars

It is India's largest company in the automobile and commercial vehicle sector

with upwards of 70% cumulative market share in the domestic commercial vehicle
segment, and had a 0.81% share of the world market in 2007.

Second largest manufacturer of commercial vehicles in the world. The company

is the worlds fourth largest truck manufacturer, and the worlds second largest bus
manufacturer. In India Tata ranks as the leader in every commercial vehicle segment,
and is in the top 3 makers of passenger cars

The company is the world's fourth largest truck manufacturer, and the world's second
largest bus manufacturer.

The company's 24,000 employees are guided by the vision to be "best in the manner
in which we operate, best in the products we deliver, and best in our value system
and ethics.

Tata Motors is also expanding its international footprint, established through exports
since 1961.

Tata Motors is committed to improving the quality of life of communities by working

on four thrust areas employability, education, health and environment.

Tata Motors In India

Tata Motors Limited is Indias largest automobile company, with revenues of

35,651.48 crore (US$ 7.74 billion) in 2007-08.

The companys manufacturing base in India is spread across Jamshedpur (Jharkhand),

Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad
(Karnataka).

Following a strategic alliance with Fiat in 2005, it has set up an industrial joint
venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both
Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at
Sanand (Gujarat).

The companys dealership, sales, services and spare parts network comprises over
3500 touch points.

Tata has been actively acquiring and joint venturing with other companies during the
past five years. The purchase of Daewoo Commercial Vehicles (2004), a minority
investment in Spanish bus and coach manufacturer Hispano Carrocera (2005), an
alliance with Fiat, a joint venture with Brazilian bus and coach manufacturer
Marcopolo and with Thailands Thonburi Automotive Assembly Plant Company
(2006).

2008 heralded two major events: the purchase of Britains icons Jaguar Land Rover
and the launch of the Tata Nano, the Peoples Car for 100,000 rupees or
approximately $2,100. Seating 4, the Nano is a mere 10 feet long and has a 4 gallon
fuel tank.

Tatas competitive price advantage will be under pressure as environmental

regulations are tightened,

There is a trending rise in diesel fuel costs which will hurt Tatas line of products

Tata's Global Operations

Jaguar Land Rover, a business comprising the two iconic British brands that was
acquired in 2008.

In 2004, it acquired the Daewoo Commercial Vehicles Company, South Koreas

second largest truck maker. Today two-thirds of heavy commercial vehicle exports out
of South Korea are from Tata Daewoo.

In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a Spanish bus and
coach.

Tata Motors has expanded its production and assembly operations to several other
countries including South Korea, Thailand, South Africa and Argentina and is
planning to set up plants in Turkey, Indonesia and Eastern Europe.

Tata also has franchisee/joint venture assembly operations in Kenya, Bangladesh,

Ukraine, Russia and Senegal.

Tata has dealerships in 26 countries across 4 continents.

Tata Motors continued its product line expansion through the introduction of new
products into the market range of buses (Starbus & Globus) as well as trucks (Novus).

Though Tata is present in many countries it has only managed to create a large
consumer base in the Indian Subcontinent namely India, Bangladesh, Bhutan, Sri
Lanka and Nepal and has a growing consumer base in Italy, Spain and South Africa

Passenger Cars and Utility vehicles

Tata Sumo/Spacio

Tata Safari

Tata Indica

Tata Vista

Tata Indigo

Tata Manza

Tata Indigo Marina

Tata Winger

Tata Magic

Tata Nano

Tata Xenon XT

Tata Aria

Commercial vehicles

Tata Ace

Tata TL/Telcoline/207 DI Pickup Truck

Tata 407 Ex and Ex2

Tata 709 Ex

Tata 809 Ex and Ex2

Tata 909 Ex and Ex2

Tata 1109 (Intermediate truck)

Tata 1510/1512 (Medium bus chassis)

Tata 1612/1616 (Heavy bus chassis)

Tata 1618 (Semi Low Floor bus chassis)

Tata 1610/1623 (Rear Engined Low Floor bus chassis)

Tata 1613/1615 (Medium truck)

Tata 2515/2516 (Medium truck)

Tata Starbus (Branded Buses for city,inter city,school bus and standard passenger
transportation)

Tata Globus (Range of fully built luxury coaches)

Tata Hispano Globus (Rear Engined Inter city coach)

Tata Marcopolo Bus (Low Floor, Semi Low Floor buses for Mass Rapid Transit
and also standard passenger transportation Buses)

Tata 3015 (Heavy truck)

Tata 3118 (Heavy truck) (8X2)

Tata 3516 (Heavy truck)

Tata 4018 (Heavy truck)

Tata 4923 (Ultra-Heavy truck) (6X4)

Tata Novus (Heavy truck designed by Tata Daewoo)

Tata Prima (The World Truck designed by Tata Motors and Tata Daewoo)

Military Vehicles

Tata LSV (Light Specialist Vehicle)

Tata 2 Stretcher Ambulance

Tata 407 Troop Carrier, available in hard top, soft top, 4x4, and 4x2 versions

Tata LPTA 713 TC (4x4)

Tata LPT 709 E

Tata SD 1015 TC (4x4)

Tata LPTA 1615 TC (4x4)

Company Profile
Tata Motors Limited is India's largest automobile company, with consolidated
revenues of INR 2,62,796 crores (USD 42.04 billion) in 2014-15. It is the leader in
commercial vehicles in each segment, and among the top in passenger vehicles with winning
products in the compact, midsize car and utility vehicle segments.
The Tata Motors Group's over 60,000 employees are guided by the mission "to be passionate
in anticipating and providing the best vehicles and experiences that excite our customers
globally."
Established in 1945, Tata Motors' presence cuts across the length and breadth of India.
Over 8 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune
(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and
Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an
industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce
both Fiat and Tata cars and Fiat powertrains. The company's dealership, sales, services and
spare parts network comprises over 6,600 touch points, across the world.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has
emerged as an international automobile company. Through subsidiaries and associate
companies, Tata Motors has operations in the UK, South Korea, Thailand, South Africa and
Indonesia. Among them is Jaguar Land Rover, acquired in 2008. In 2004, it acquired the
Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The
rechristened Tata Daewoo Commercial Vehicles Company has launched several new products
in the Korean market, while also exporting these products to several international markets.
Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata
Daewoo. In 2006, Tata Motors formed a 51:49 joint venture with the Brazil-based,
Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built
buses and coaches for India - the plant is located in Dharwad. In 2006, Tata Motors entered
into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to
manufacture and market the company's pickup vehicles in Thailand, and entered the market
in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint venture with Tata Africa
Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn, north of Pretoria. The

plant can assemble, semi knocked down (SKD) kits, light, medium and heavy commercial
vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports
since 1961. The company's commercial and passenger vehicles are already being marketed in
several countries in Europe, Africa, the Middle East, South East Asia, South Asia, South
America, Australia, CIS and Russia. It has franchisee/joint venture assembly operations in
Bangladesh, Ukraine, and Senegal.
The foundation of the company's growth over the last 70 years is a deep
understanding of economic stimuli and customer needs, and the ability to translate them into
customer-desired offerings through leading edge R&D. With over 4,500 engineers, scientists
and technicians the company's Engineering Research Centre, established in 1966, has enabled
pioneering technologies and products. The company today has R&D centres in Pune,
Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Italy, Spain, and the UK.
It was Tata Motors, which launched the first indigenously developed Light
Commercial Vehicle in 1986. In 2005, Tata Motors created a new segment by launching the
Tata Ace, India's first indigenously developed mini-truck. In 2009, the company launched its
globally benchmarked Prima range of trucks and in 2012 the Ultra range of international
standard light commercial vehicles. In their power, speed, carrying capacity, operating
economy and trims, they will introduce new benchmarks in India and match the best in the
world in performance at a lower life-cycle cost.
Making strides in the Commercial Vehicle Business, in March 2014, Tata Motors also
took the lead to bring a world renowned motorsport to India, with the T1 Prima Truck Racing
Championship. This unique initiative witnessed over 45,000 spectators in 2015 at the Buddh
International Circuit. This will be an annual property, edged on motorsport calendars globally
and Tata Motors continues to promote its flagship brand, Prima, through this initiative.
Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998,
the Tata Indica, India's first fully indigenous passenger car.
In January 2008, Tata Motors unveiled the world famous, the Tata Nano and
subsequently launched, as planned, in India in March 2009, Since its inception, it was
developed to meet the needs of an attractive and affordable entry level car. The Nano has
evolved over time, with the needs of its customers, to become a feature-rich compact

hatchback. The Company has introduced the new generation range called the GenX Nano in
May 2015.
In July 2014, Tata Motors expanded its footprint in the petrol market, with the launch
of its indigenously developed and globally benchmarked Revotron 1.2T engine, India's First
1.2 Litre MPFi Turbocharged Petrol Engine and the first from the new generation Revotron
engine series.
This was followed by the launch of Tata Zest in August 2014, a stylish compact sedan
which comes with new design language, best-in-class performance with unparalleled driving
pleasure. Bringing its Horizonext strategy at play, the Company introduced its sporty,
premium hatchback, Tata Bolt in January 2015. The Zest and Bolt have largely led the
recovery for the passenger vehicle business and continue to receive good response from
customers.
Tata Motors is equally focussed on environment-friendly technologies in emissions
and alternative fuels. It has developed electric and hybrid vehicles both for personal and
public transportation. It has also been implementing several environment-friendly
technologies in manufacturing processes, significantly enhancing resource conservation.
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
automotive vehicle components manufacturing and supply chain activities, vehicle financing,
and machine tools and factory automation solutions.
Tata Motors is committed to improving the quality of life of communities by working
on four thrust areas - employability, education, health and environment. The activities touch
the lives of more than a million citizens. The company's support on education and
employability is focused on youth and women. They range from schools to technical
education institutes to actual facilitation of income generation. In health, the company's
intervention is in both preventive and curative health care. The goal of environment
protection is achieved through tree plantation, conserving water and creating new water
bodies and, last but not the least, by introducing appropriate technologies in vehicles and
operations for constantly enhancing environment care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent
future.