A SWOT Analysis view of the

software development industry

Georgios Kormaris
Department of Information and Computing Sciences,
Utrecht University, Utrecht, The Netherlands
gkormari@cs.uu.nl
WWW home page: http://www.cs.uu.nl/

I. Introduction

n the past twenty to thirty years many changes and developments

have taken place in the software industry which started off during
the 1960s mainly in the United States of America and experienced a
revolutionary boom since the 1980s, Steinmueller, (1995).
There are many different ways and methods of developing software
and planning the strategy of a software development company, as we
can derive from many recent research projects. Most of these projects
are usually concerned with the way that software is developed and not
with the way that the strategy of the company as a whole is planned,
Cusumano, MacCormack, Kemerer, & Crandall, (2003). Another
important factor is which techniques and methods are used to analyze
companys environment and how the strategy is formulated and
implemented.
In this paper we analyze a popular method for strategic planning which
has been mostly used for product portfolio planning and strategic
planning on an abstract level, as stated in a research paper by Houben,
Lenie, & Vanhoof, (1999). We will focus our interest in the software
industry and base our research on the case study of the Austrian
software industry as it is presented by Bernroider, (2002). Additionally,
certain guidelines are going to be presented, in order to carry out a
successful internal and external analysis for any software development
company.
Combining these two types of analysis, certain criteria of a companys
core competences and main weaknesses are drawn. This method is
called SWOT Analysis, which was developed by Albert Humphrey
during the 1960s, as part of a research project for Stanford University.
In the following sections we will elaborate on SWOT analysis in Section
II, while an example for a SWOT Analysis diagram for a software
development company will be presented in Section III. Finally, we will
elaborate on the background of the method and how it is related with
other scientific fields or business areas.

SWOT Analysis

II. SWOT Analysis: method description

he initials SWOT stand for Strengths, Weaknesses, Opportunities

and Threats. Jackson, Aparna & Erhardt, (2003), have stated the
following four building blocks, which that the main elements of the
SWOT Analysis matrix; Strengths and Weaknesses are part of the
internal analysis, while Opportunities and Threats are part of the
external analysis of an organization.

Figure 1: A basic SWOT Analysis matrix as described by Jackson, Aparna, & Erhardt,
(2003).

Figure 1 shows that we have some other categorizations within the

matrix of SWOT Analysis and they are divided into elements;

concerning the organization itself which are called Internal

(Strengths and Weaknesses ),
which are about the company and its relationship with its
environment, named External (Opportunities and Threats),
which are Helpful for the organization (Strengths and
Opportunities) and
which are Harmful for the organization (Weaknesses and
Threats).

First of all we have to define the four main building blocks of our
diagram;

Strengths: The strengths of an organization are the core

competencies of the company; these key factors which enable it to
excel in certain aspects and gain all kinds of profit, whether that is
purely economical, organizational or other.

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Weaknesses: We define weaknesses as the flaws that an

organization has, something which means that these weaknesses
might lead to serious problems in the companys strategic planning
and might even lead to worse situations, such as becoming a
serious threat for the organizations existence.
Opportunities: These are certain steps which will help a
company to perform better, generate more profits etc. The
opportunities can be of many different perspectives, such as
entering a new market, or in creating a new business unit and etc.
Threats: As threats we name the potential reasons which might
harm a company, such as a new entrant in the main market of
operation, a big economical recession and other reasons which
might threaten the current position of an organization.

Having defined the main building blocks of the SWOT analysis matrix,
we will dig deeper into these elements and link them with certain
aspects of an organization. The two main aspects of this effort were
already mentioned and they are the Internal and the External aspect of
an organization.
In Chapter 2 of the book by Ward & Peppard, (2008) an important step
in formulating a business strategy is stated, the so called Situation
Analysis, which if put into words answers to the question Where are
we now ?. This is where the Internal and External analysis of an
organization really come into play and help managers realize the
different dimensions of their business

Internal analysis
The internal part of an organization can vary, depending on the size,
but the main principles on which we focus our interest remain the
same and according to Bernroider, (2002) these are the following;

Resources, meaning the available resources which are enabling

the company to develop and deliver the software which it sets
out to provide to its customers.
Capabilities, that is the critical success factors which the
company possesses and that give it a competitive advantage.
Quality, which is quite clear as a term, referring to the quality of
the products / services provided by the company and to the
quality of the internal organization of the company, such as the
quality of the business processes.
Efficiency, meaning how efficient the company is having a solid
structure where all different departments, units and processes
are properly organized and communicate well, in order to have a
smooth operation of the company.
Customer responsiveness, which is not only referring to the
obvious, that is how many customers does a company have, but
also to how extensive is the diversification of a companys

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products, what different price levels exist and how satisfied are
those customers.
Innovation, which is about the level of a companys desire to
invest in new technologies, follow technological breakthroughs,
keep up with the emerging business trends and in which extend
is part of the profits re-invest in research & development.

External analysis
The external analysis of an enterprise is a task which is a bit more
complicated (see Background and related literature), but it mainly is an
analysis of the current competition and of the market in which the
company operates. In order to give an example of external analysis
factors we will mention some external barriers and drivers as they are
stated by Bernroider, (2002):

Marketing / distribution in foreign countries

Culture, which refers to certain restrictions or difficulties in
communication that might arise due to different languages and
other cultural aspects.
Trade / commerce law issues, which are sometimes different
from country to country and might cause problems when trying
to enter new markets.
EU regulations that might be rather complicated and restrictive
in the standards of quality that must be followed in order to
market a software product in the EU
Market size

Steps and Deliverables

In the process of describing a successful strategy planning procedure
for a software development company, one should go through the
following steps, which include SWOT Analysis, Bernroider, (2002);

Step Activity
1.

Define current situation, create

a mission statement and
abstract business goals.

2.

Analysis of the organizations

external competitive
environment

Pre SWOT
SWOT
Analysis

(Define Opportunities and

Threats)

3.
SWOT
Analysis
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Analysis of the organizations

internal operating environment
(Define Strengths and
4

SWOT Analysis
Weaknesses)

4.

Selection of strategies

5.

Implementation of strategies

Pro SWOT
Pro SWOT
Table 1: The steps that have to be followed in order to carry out a successful SWOT
Analysis as described by Bernroider, (2002).

In step 1, the management board has to derive its mission statement,

which is a rather important statement, since it is the driver of an
organization to become better in the future. Another activity of step 1
is the determination of abstract business goals, which will represent
the actual developments that should take place, in order to fulfill its
mission.
The main activities that constitute SWOT Analysis are carried out
during steps 2 and 3; External and internal analysis are the activities
which help to determine the main building blocks of the SWOT Analysis
matrix; Strengths, Weaknesses, Opportunities and Threats. As it was
previously mentioned, during the external analysis part opportunites in
new or existing markets are defined and threats from competitors,
economic developments etc., are identified. Internal analysis serves as
a mean to gain a complete view of an organizations inner situation
and identify its strengths and weaknesses.
Step 4 is when certain different solutions are constructed and then
certain different strategies are formulated. These strategies may
include a new marketing strategy to acquire a new market segment or
a new cost reduction strategy in order to avoid a certain economic
crisis and other similar strategic decisions.
Finally in Step 5 the organization has to decide which strategic plan is
the most appealing and will result in benefits which are wanted by its
stakeholders and be aligned with its mission statement.

III. SWOT Analysis: example

fter analyzing the principles behind the SWOT Analysis method, it

is time to present an example for this method. For our example we
will carry out a SWOT Analysis of Microsoft, a famous and international
company which develops software (such as the Microsoft Windows
Vista operating system and others) and also designs various kinds of
technology equipment and gadgets.
Step 1
Firstly, we need to define the mission of Microsoft:
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Microsoft states the companys mission at its official corporate website,
which is defined as follows:
At Microsoft, our mission and values are to help people and
businesses through the world realize their full potential
Source: http://www.microsoft.com/about/default.mspx#values

Microsoft is a vast corporation, with customers of all sizes, from big

companies to single users. They develop a large variety of software
packages, such as Microsoft Office, Microsoft Project, Microsoft
Dynamics and others. If we were to define some goals of Microsoft
these would mostly concentrate around the companys desire to rule
the software market worldwide, maintain its current global influence
and overpower its competitors.
Step 2 and Step 3
As mentioned in the method description in Section II, these two steps
are the ones that are directly linked with SWOT Analysis; the steps of
internal and external analysis. Firstly, we have to go through the
external analysis of the market in which Microsoft is active in; this is
not a hard task, since Microsoft is the most dominant software
company since the early 90s, especially in the market of Operating
Systems and other personal computer software, such as Microsoft
Office Suite.
A brief description like that could be the summary of Microsofts
current situation for the external side, but there are other emerging
markets such as the Online office suite market, in which Microsoft only
recently began to show interest in. In such a situation many different
aspects must be taken in account, in order to formulate a good and
solid strategy for the next moves of the company. Competitors in this
market must be evaluated, new opportunities to be identified and
other significant elements which add up to a thorough market
research.
Then we move to the current situation within the company itself and
the strengths and weaknesses that it has; Microsoft is a powerful
company with millions of individual users worldwide and with many
companies using its software products for their businesses to function.
Its weak points might be hard to realize, since Microsoft has been so
successful of the past 20 years but every single detail has to be taken
in account in order to maintain the current situation and if possible to
become even better in the future.

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Figure 2: SWOT Analysis for Microsoft (see Appendix for larger version)

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SWOT Analysis
Step 4 and 5
In the next two steps certain decisions have to be taken and
implemented, about the strategy of Microsoft, but we will not go into
detail, since it is not so close to the subject of the method we are
describing.
The general idea behind these two steps is to formulate a set of
candidate strategies, which could help solve the problem that the
managers are investigating. After carefully examining all possible
solutions and the effects they would have on the organization, one
preferred strategy would be selected and a strategic plan would be
designed.
To mention a couple of examples of what follows, the managers of
Microsoft should decide whether more money should be invested in the
emerging market of Online office or will Microsoft just
to fight
Google, since it seems that Google is the main competitor.

IV. Meta-process model

n Figure 3 we present the meta-process model of the strategic

planning process according to Bernroider, (2002). It is a rather
simple diagram, since most of the activities are closed due to the
fact that they are complicated processes and require many different
steps in order for them to be completed in full detail.
The part of the diagram that is magnified contains the two main
activities, out of which SWOT Analysis consists of, the External and
Internal analysis. The sub-activities of these two main activities are
closed, since they are too complex and not in the context of this
manuscript.
Another fact worth pointing out is the fact that the roles in charge of
the activities in this model are mostly organizational. This is a result of
the high level and abstract nature of these activities which are of a
strategic nature, such as the External and Internal Environment
analysis, which are the two main elements of SWOT Analysis.

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Figure 3: The Meta-Process model of the strategic planning process as described by

Bernroider, (2002). We zoom in the two most important main activities of our

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diagram.
(see Appendix for large version)

V.

Meta-Process model: Activity Table

Activity

Subactivit
y

Description

Corporate
mission and
goals
definition

Define
corporate
mission

Defining the MISSION STATEMENT

is rather significant, since it
reflects on the goals and strategy
that the organization will follow.

Determine
corporate goals

In order to have a well functioning

organization, certain CORPORATE
GOALS must be determined that
will be aligned to the CORPORATE
MISSION.

Define threats

Analyzing the external environment of an

organization helps the managers realize
certain THREATS that might exist, whether
these come from the competitors in a
certain market or a new government policy
etc.

Identify
opportunities

The other result of the external

analysis of an organization is the
identification of possible
OPPORTUNITIES, such as a new
niche in a market or the creation
of a new product.

External
environmen
t analysis

Internal
environmen
t analysis

Define strengths Another important factor of SWOT

Analysis is the definition of an
organizations STRENGTHS. Examples of
a strength could be a certain product, a
department, a planning process etc.
Identify
weaknesses

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But when looking in the internal

situation of an organization we
also encounter certain flaws.
These flaws are called
WEAKNESSES they can be of
many different natures;
organizational, material etc.
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Strategy
selection

Strategy
implementa
tion

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Realize strategic Having analyzed both the external and

internal environment, an organization must
goals
realize its STRATEGIC GOALS, which
define the near and/or distant future of the
organization.
Select future
objectives

While realizing the strategic goals

of an organization, there might be
many different goals for different
timeframes. This is why the
management board has to decide
which are the FUTURE OBJECTIVES
of the organization. These
objectives usually have to be
fulfilled in the near future.

Formulate
strategic plan

Having selected the future

objectives of the company, the
board of managers has to put
everything together and formulate
the STRATEGIC PLAN of the
organization, which then has to
become the driving shaft of the
organization.

Design
organizational
structure

In order to implement the

STRATEGIC PLAN successfully,
there has to be a certain
organization of the corporation.
This is called an ORGANIZATIONAL
STRUCTURE and it differs among
companies. It can be as simple as
an organization chart, up to
complicated organizational
structures for different kinds of
processes and functions of a
corporation.

Design control
systems

Implementing the STRATEGIC

PLAN is based upon a certain
ORGANIZATIONAL STRUCTURE but
it cant be properly implemented
without a certain CONTROL
SYSTEM. It is used to monitor all
different aspects of an
organization, from machine
performance to email restrictions
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for better staff efficiency.
Table 2: The activity table of the meta-process model

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VI. Meta-deliverable model

n Figure 4 we present the meta-deliverable model in which we can

see that the strategic planning process is quite simple in concept
and most of the relations included are straight forward, since many of
the concepts can be the result of separate activities. This is in
correspondence with figure 3, where we identified many closed
activities, which are too complex to describe in this paper.
A relation that is worth pointing out for the readers is the relation
between the External and Internal environment analysis; these two
concepts combined result in the concept of SWOT Analysis, which in
turn affects the definition of the organizations future objectives. This is
one of the reasons why SWOT Analysis has been used so broadly and
why it has become a useful tool for managers, helping them realize
certain goals and objectives for the future of their organizations.

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Figure 4: The Meta-Deliverable model of strategic planning, which includes SWOT

Analysis.
(see Appendix for large version)

VII.

Meta-deliverable model: Concept table

Concept

Description

MISION STATEMENT

A mission statement is an
unambiguous statement of what the
organization does and its long-term
purpose (Ward & Peppard, 2008).

STRATEGIC
OBJECTIVES

A goal / objective is the target that

the organization is setting to take it
toward achieving its vision (Ward &
Peppard, 2008).

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LIST OF THREATS

A threat is any unfavourable

situation in the organisation's
environment that is potentially
damaging to its strategy. The threat
may be a barrier, a constraint, or
anything external that might cause
problems, damage or injury
(Richards, 2009).

LIST OF
OPPORTUNITIES

An opportunity is any favourable

situation in the organisation's
environment. It is usually a trend or
change of some kind or an
overlooked need that increases
demand for a product or service
and permits the firm to enhance its
position by supplying it (Richards,
2009).

LIST OF STRENGTHS

A strength is a resource or capacity

the organisation can use effectively
to achieve its objectives (Richards,
2009).

LIST OF WEAKNESSES

A weakness is a limitation, fault, or

defect in the organisation that will
keep it from achieving its
objectives (Richards, 2009).

SWOT ANALYSIS

An assessment of Strengths,
Weaknesses, Opportunities and
Threats. SWOT Analysis is used
within organizations in the early
stages of strategic and marketing
planning. It is also used in problem
solving, decision making or for
making staff aware of the need for
change, (BNET, 2009).

FUTURE CORPORATE
OBJECTIVES

A goal / objective is the target that

the organization is setting to take it
toward achieving its vision (Ward &
Peppard, 2008).

STRATEGIC PLAN

A comprehensive, integrative
program that considers, at
minimum, the future of current
decisions, overall policy,

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SWOT Analysis

ORGANIZATIONAL
STRUCTURE

CONTROL SYSTEM

organizational development and

links to operational plans. (U.S.
Environmental Protection Agency,
2007).
Organizational structure is the form
of an organization that is evident in
the way divisons,departments,
functions and people link together
and interact. (BNET, 2009).
A system for controlling the
operation of another system
(Princeton WordNet Search, 2009)

Table 3: Concept table for the Meta-Deliverable model

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VIII.

Process Deliverable Diagram

ombining the previously presented meta-models in figures 3 & 4,

we result in the process deliverable diagram. This diagram shows
the relations between the activities shown in the meta-process model
of figure 3 and the concepts shown in the meta-deliverable mode of
figure 4. These relations are quite simple, since the concepts that are
derived from the activities are in general quite abstract.

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SWOT Analysis

Figure 5: The Process Deliverable Diagram

(see Appendix for large version)

IX.

Background and related literature

n order to gain some more insight in the creation of the SWOT

Analysis method, it would be useful to know some more details about
its origin; this is where we come to a paradox, since little is actually
known on how the method was developed. There actually are no
papers that first present the method, due to the fact that it was
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SWOT Analysis
created during a research project funded by a large number of
companies, making it rather confidential.
As stated in an article by Chapman, A., (2008) about SWOT Analysis
and its origin,
SWOT analysis came from the research conducted at Stanford
Research Institute from 1960-1970. The background to SWOT
stemmed from the need to find out why corporate planning failed. The
research was funded by the fortune 500 companies to find out what
could be done about this failure. The Research Team were Marion
Dosher, Dr Otis Benepe, Albert Humphrey, Robert Stewart, Birger Lie.
It is easy to understand that SWOT Analysis can be used in many
different areas of management, thus a method which gives managers
the opportunity to analyze a certain problem and put to paper the pros
and cons of a situation or a company. Therefore, it helps them to begin
their research in the certain problem and provides the basic concepts
in order to decide what the next move will be. For example, it is also
used for marketing management to define whether a new market
entrance would be profitable or would it be beneficial to create new
products, Wilson & Gilligan, (2005).
Another interesting quote from the article by Chapman, A., (2008)
would be the following;
A SWOT analysis measures a business unit, a proposition or idea; a
PEST analysis measures a market.
According to this quote, a market in which a company is active in
should be well measured. Current trends in marketing analysis usually
start with the external analysis dimension of the SWOT Analysis matrix.
Following this trend, firstly we examine an organizations external
environment and how it is identified and analyzed. Being more specific,
software companies have to pay close attention to their external
environment, since competition and market status play a huge role in
the success of a software company.
In his research paper, Bernroider, (2002) states that many companies
tend to use another, complementary, method in order to analyze their
external environment and in continuum to define certain their
Opportunities and Threats. The two most broadly used methods are
PEST (or PESTEL) and the 5 Forces model by Porter, (1998) and also
stated by Grundy, (2006).
PEST stands for Political, Economical, Social and Technological and it
revolves around these dimensions of the external environment of an
organization, in order to define potential threats and/or opportunities.
The 5 forces model by Porter is a rather known model, which consists
of the five main elements of a companys environment; (Existing)
Competitors, (Bargaining power of) Suppliers, (Bargaining power of)

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Buyers, (Threat of possible) Substitutes and (Threat of possible)
New Entrants.
SWOT Analysis is high level method and quite abstract, therefore it can
be used by many different types of organizations; from software
companies, which are addressed in this paper-, other businesses of all
types and sizes, up to universities and other large institutions.
To set some examples of the multidisciplinary nature of the SWOT
Analysis method, Guzmn, Moreno, & Tejada, (2008) used it in order to
define all different aspects of the travel agencies in the area of
Andalucia, a higly touristic area of Spain. In another case study, Dyson,
(2004), used SWOT Analysis in order to define the main strengths,
weaknesses, opportunites and threats of the University of Warwick.
Despite all of these examples, another advantage of SWOT Analysis is
that it can be easily combined with other methods and techniques,
such as PEST & the 5 forces model mentioned above, in order to
conduct thorough research of a specific company, product or even just
an idea. It can also be used to create new hybrid tools and/or methods
in order to create a new customized solution for a specific problem that
an organization might face. For example Houben, Lenie, & Vanhoof,
(1999) used SWOT Analysis to create a knowledge based system for
small and medium enterprises.
To sum up, SWOT Analysis is a useful tool for decision making and for
organizing ones thinking about a certain situation or idea, whether that
is a companys current situation, a certain problem within a companys
process etc. It should be combined with other analyzing techniques, in
order to achieve a high level of analysis of a company, so as to
succeed and make the most rewarding and efficient choices, since the
final result of SWOT Analysis is to formulate a general plan for a new
strategy and ways to implement it.

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X. References
Alonso, I. A., Verdn, J. C., & Caro, E. T. (2008). The Importance of IT Strategic
Demand Management in Achieving the Objectives of the Strategic Business
Planning. 2008 International Conference on Computer Science and Software
Engineering (pp. 235-238). IEEE Computer Society.
BNET Business Network. (2009). BNET Business Network. Retrieved 3 5, 2009,
from Strategic Goal: Definition and additional resources from BNET:
http://dictionary.bnet.com/definition/strategic+goal.html
BNET Business Network. (2009). BNET Business Network. Retrieved 3 20, 2009,
from Organizational Structure: Definition and additional resources from BNET:
http://dictionary.bnet.com/definition/organization+structure.html
BNET Business Network. (2009). BNET Business Network. Retrieved 3 5, 2009,
from SWOT Analysis: Definition and additional resources from BNET:
http://dictionary.bnet.com/index.php?d=SWOT+Analysis
Bernroider, E. (2002). Factors in SWOT Analysis Applied to Micro, Small-toMedium, and Large Software Enterprises: An Austrian Study. European
Management Journal , 20 (5), 562-573.
Chapman, A. (2008). SWOT analysis method and examples. Retrieved 2009, from
http://www.businessballs.com:
http://businessballs.com/swotanalysisfreetemplate.htm
Cusumano, M., MacCormack, A., Kemerer, C. F., & Crandall, B. (2003). Software
Development Worldwide: The State of the Practice. IEEE Software .
Dyson, R. G. (2004). Strategic development and SWOT analysis at the University
of Warwick. European Journal of Operational Research , 152, pp. 631-640.
Fowler, M. (2003). UML Distilled: A Brief Guide to the Standard Object Modeling
Language (3rd Edition). Addison-Wesley Professional.
Grundy, T. (2006). Rethinking and reinventing Michael Porter's five forces model.
Strategic Change , 15 (5), 213-229.
Guzmn, J., Moreno, P., & Tejada, P. (2008, September). The tourism SMEs in the
global value chains: the case of Andalusia. Service Business , 2, pp. 187-202.
Houben, G., Lenie, K., & Vanhoof, K. (1999). A knowledge-based SWOT-analysis
system as an instrument for strategic planning in small and medium sized
enterprises. Decision Support Systems , 26, 125-135.
Jackson, S. E., Aparna, J., & Erhardt, L. N. (2003, May 21). Recent Research on
Team and Organizational Diversity: SWOT Analysis and Implications. Journal of
Management , 29 (6), pp. 801-830.
Porter, M. (1998). How competitive forces shape strategy. In M. Porter, On
Competition (pp. 21-38). Boston, MA.: Harvard Business School Press.
Prefontaine, L., & Bourgault, M. (2002). Strategic Analysis and Export Behavior of
SMEs: A Comparison Between the United States and Canada. International Small
Business Journal , 20, pp. 123-138.
Princeton WordNet Search. (2009). WordNet Search 3.0. Retrieved 3 5, 2009,
from Princeton WordNet: http://wordnetweb.princeton.edu/perl/webwn?s=control
%20system

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Richards, H. (2009). University of Cambridge. Retrieved 3 9, 2009, from SWOT
(Strengths, Weaknesses, Opportunities, Threats):
http://www.ifm.eng.cam.ac.uk/dstools/paradigm/swot.html
Steinmueller, E. (1995). The U.S. Software Indus : An Analysis and Interpretive
History. In D. C. Mowery, The International Computer Software Indus . Oxford
University Press.
U.S. Environmental Protection Agency. (2007). U.S. Environmental Agency
Retrieved 3 21, 2007, from US EPA Program Evaluation Glossary:
http://www.epa.gov/evaluate/glossary/s-esd.htm
Ward, J., & Peppard, J. (2008). Strategic Planning for Information Systems, third
edition. John Wiley & Sons, LTD.
Wilson, R. M., & Gilligan, C. (2005). Strategic Marketing Management, Third
Edition: planning, implementation and control. Butterworth-Heinemann.
Zheng, Y., & Mou, Z. (2008). Organizational Structure Adjustment of Agent Team
Based on Task. 2008 International Conference on Computer Science and
Software Engineering (pp. 557-560). IEEE Computer Society.

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XI.Appendix

Figure 6: Larger version of the SWOT Analysis example, where we analyze Microsoft

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Figure 7: Larger version of the meta-process diagram

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Figure 8: Larger version of the meta-deliverable diagram

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Figure 9: Larger version of the Process Deliverable Diagram

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SWOT Analysis Template

STRENGTHS

WEAKNESSES

N
T
E
R
N

Define the strong points of

the organization

Define the weaknesses of

the organization

Core competences

Certain flaws or mistakes

that have been identified

A
L
E

OPPORTUNITIES

THREATS

X
T
E
R
N

Identify new
opportunities in the
market and in the
general external
environment

Identify certain threats

from the external
environment of the
organization, such as
threats from
competitors.

L
Table 4: A template for SWOT Analysis

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