SWOT Analyzer V2.

1
Intellectual Arbitrage Group
Brian K Seitz (c) 1/2/ 2006

The SWOT (Strength , Weakness, Opportunity, and Threats) Analyzer is a framework to thin
holistic perspective. The Analyzer is also a calculator providing a means of evaluating the r
business.

Instructions:
For each Tab use the dropdown (blue response column) to answer each qu
Once you have completed all four tabs revise you score in the Baseline Tab and su
on in the Recommendations Tab. The revisit each individual SWOT Tab and exam
common issues .

Develop an action plan to address deficiencies in you business model.

For Questions and updates contact:

Brian K Seitz
Intellectual Arbitrage Group
bseitz@intelarbgrp.org or briankseitz@earthlink.net
s a framework to think about your business from a
ns of evaluating the relative strength of you

to answer each question as per the scale.

Baseline Tab and suggestions for improvement
WOT Tab and examine the radar charts for

model.
 Strength Rating
Competence
Cost/Price Competitive
4
Technical Skills Expe

2
Management F

0
Product Development

Marketing Effectiveness Ma

Proprietary Technology Organiz

Competititve
Economies
Pressureof Scale

QID Question Response

SQ-001-01 We have a high level of competence Agree
SQ-001-02 We have competitive skill Agree
SQ-001-03 We are ahead on the experience curve Agree
SQ-001-04 We have adequate finance resources Disagree
SQ-001-05 We have a good reputation with buyers Neither Agree or Disagree
SQ-001-06 We are an acknowledged market leader Neither Agree or Disagree
SQ-001-07 We have well-conceived functional areas Neither Agree or Disagree
SQ-001-08 We have access to economies of scale Disagree
SQ-001-09 We are somewhat insolated from strong competitive pressures Disagree
SQ-001-10 We have proprietary technology Neither Agree or Disagree
SQ-001-11 We have better advertising campaigns than the competition Neither Agree or Disagree
SQ-001-12 We are good at creating new products Agree
SQ-001-13 We have strong management Neither Agree or Disagree
SQ-001-14 We have superior /technological/technical skills Agree
SQ-001-15 We have a cost/price advantage Neither Agree or Disagree
Total
Rating
etence
Competitive Skill
4
Experience Curve

2
Financial Resources

0 Strength Rating
Reputation

Market Leadership

Organizational Design
omies
essureof Scale

Disagree Neither Agree Strength Rating Category

0 0 1 3 Competence
0 0 1 3 Competitive Skill
0 0 1 3 Experience Curve
1 0 0 1 Financial Resources
0 1 0 2 Reputation
0 1 0 2 Market Leadership
0 1 0 2 Organizational Design
1 0 0 1 Economies of Scale
1 0 0 1 Competititve Pressure
0 1 0 2 Proprietary Technology
0 1 0 2 Marketing Effectiveness
0 0 1 3 Product Development
0 1 0 2 Management
0 0 1 3 Technical Skills
0 1 0 2 Cost/Price
3 7 5 32
SCALE
Disagree
Neither Agree or Disagree
Agree
 Weakness Rating
Strategy
Profitability Facilities
4

Cost Structure Managemen

Financial Resources Key Co

0

Marketing Skills Strategy

Market Image Internal Operati

Product/Service LineR&D

QID Question Response

SQ-001-31 We have no clear strategic direction Agree
SQ-001-32 Our facilities are obsolete Neither Agree or Disagree
SQ-001-33 We are lacking managerial depth and talent Neither Agree or Disagree
SQ-001-34 We are missing key skills or competencies Agree
SQ-001-35 We have a poor track record in implementing strategy Neither Agree or Disagree
SQ-001-36 We are plagued with internal operating problems Disagree
SQ-001-37 We are falling behind on Research & Development Disagree
SQ-001-38 We have a narrow product line Agree
SQ-001-39 We have a weak market image Agree
SQ-001-40 We have below average marketing skills Disagree
SQ-001-41 We are unable to finance needed strategy changes Agree
SQ-001-42 We have higher overall costs relative to our key competitors Neither Agree or Disagree
SQ-001-43 We have subpar profitability Neither Agree or Disagree
Total
ng

Facilities

Management

Key Competencies
Weakness Rating

Strategy Implementation

Internal Operations

Disagree Neither Agree Weakness Rating Category SCALE

0 0 1 3 Strategy Disagree
0 1 0 2 Facilities Neither Agree or Disagree
0 1 0 2 Management Agree
0 0 1 3 Key Competencies
0 1 0 2 Strategy Implementation
1 0 0 1 Internal Operations
1 0 0 1 R&D
0 0 1 3 Product/Service Line
0 0 1 3 Market Image
1 0 0 1 Marketing Skills
0 0 1 3 Financial Resources
0 1 0 2 Cost Structure
0 1 0 2 Profitability
3 5 5 28
 Opportunity Rating
Prospects

Regulatory Overhead 4 Markets

Market Growth Pr
0

Rival Complacency Prod

Foreign Trade
Vertical Integration

QID Question Response Disagree

SQ-001-34 There are additional customer groups that we could serve Yes 0
SQ-001-35 There are new markets or market segments to enter Yes 0
SQ-001-36 We can expand our products/service line to meet customer needs Yes 0
SQ-001-37 We can diversify into related products Maybe 0
SQ-001-38 We can control sourcing or supply activities (vertical integration) Yes 0
SQ-001-39 Falling trade barriers are opening foreign markets to us Maybe 0
SQ-001-40 Our rivals are becoming complacent Maybe 0
SQ-001-41 The market is growing faster than in the past Yes 0
SQ-001-42 Fewer regulatory requirements will make doing business easier for us Maybe 0
Total 0
unity Rating
s

Markets

Product/Service Enhancement
Opportunity Rating

Product Line Expansion

al Integration

Neither Agree Opportunity Rating Category SCALE

0 1 3 Prospects No
0 1 3 Markets Maybe
0 1 3 Product/Service Enhancement Yes
1 0 2 Product Line Expansion
0 1 3 Vertical Integration
1 0 2 Foreign Trade
1 0 2 Rival Complacency
0 1 3 Market Growth
1 0 2 Regulatory Overhead
4 5 23
 Threat Rating
Foreign Competition
Technology 4 Substitute Products

Entry Barriers 2 Market Grow

0
Demographics Foreign T

Market Requirements Regulatory Over

Buyer/SupplierBusiness
Power Cycle/Climate

QID Question Response Disagree Neither

SQ-001-43 Low-cost foreign competitors are entering the market No 1 0
SQ-001-44 Sales of substitute product/services are rising Maybe 0 1
SQ-001-45 The market is growing more slowly than we expected Maybe 0 1
There are adverse shifts in foreign exchange rates and/or
SQ-001-46 trade policies No 1 0
SQ-001-47 Regulatory requirements are becoming onerous No 1 0
We are vulnerable to changes in the business cycle or to
SQ-001-48 recessions Yes 0 0
Our customers and/or suppliers are enjoying growing
SQ-001-49 bargaining power Yes 0 0
Buyer's needs and tastes are changing in directions that
SQ-001-50 point away from our current expertise Maybe 0 1
Demographic changes are having a negative impact on
SQ-001-51 business Maybe 0 1
SQ-001-52 It's easy to enter this industry (very low barriers to entry) Yes 0 0
Technology could change this industry with little or no
SQ-001-53 warning Yes 0 0
Total 3 4
ing

Substitute Products

Market Growth

Threat Rating
Foreign Trade Environment

Regulatory Overhead

e/Climate

Agree Threat Rating Category SCALE

0 1 Foreign Competition No
0 2 Substitute Products Maybe
0 2 Market Growth Yes

0 1 Foreign Trade Environment

0 1 Regulatory Overhead

1 3 Business Cycle/Climate

1 3 Buyer/Supplier Power

0 2 Market Requirements

0 2 Demographics
1 3 Entry Barriers

1 3 Technology
4 23
 Strategic Baseline
Total Strengths

40

20

Total Threats 0 Total Opportunities

Column G

Total Weaknesses

Total Strengths 32

Total Opportunities 23

Total Strenght and Opportunity 55

Strategic Baseline 4
seline
ngths

Total Opportunities
Column G

Total Strengths 32
Total Opportunities 23
Total Weaknesses 28
Total Threats 23

nesses

Total Weaknesses 28

Total Threats 23

Total Weaknesses and Threats 51

Recommendations

Identify key factors effecting business reputation and develop a mitigation plan to address as well as exploit advantages
Develop strategic & tactical plans to focus on becoming a market leader in one area and execute
Analyze organizational/functional design for efficiency and effectiveness
Develop strategies to create economies of scale for key product/service offerings
Develop strategies to differentiate product/service, sales or distribution to create protected markets
Determine if patent, copyright and trade secret intellectual property is, can and should developed
Perform a Marketing Audit and Benchmark leading competitor to determine efficiency and effectiveness
Develop and manage a formal ideation and innovation process

Develop or acquire technical skills

0
0

0
0
0

0
0

0
0

0
0
0
0
0
0

0
0
Compensation Strategies
Identify critical and core competencies needed for business and develop

Reduce cycle time and increase learning to accelerate experience curve or acquire experience staff in key areas
Develop financial strategies to acquire needed funding for operating capital and/or expansion
Identify key factors effecting business reputation and develop a mitigation plan to address as well as exploit
advantages
Develop strategic & tactical plans to focus on becoming a market leader in one area and execute
Analyze organizational/functional design for efficiency and effectiveness
Develop strategies to create economies of scale for key product/service offerings
Develop strategies to differentiate product/service, sales or distribution to create protected markets
Determine if patent, copyright and trade secret intellectual property is, can and should developed
Perform a Marketing Audit and Benchmark leading competitor to determine efficiency and effectiveness
Develop and manage a formal ideation and innovation process
Develop or acquire management skills
Develop or acquire technical skills
Develop strategies to improve economies of scale, profit margins and efficiencies