强弱危机分析

在战略计划和战略管理中，SWOT分析法（英语：SWOT analysis，又称强弱危机分析、优劣分析法和道斯矩阵）是一种决策技术，用于识别一个组织自身的优势（Strengths）、劣势（Weaknesses），以及外部竞争上的机会（Opportunities）和威胁（Threats）。

SWOT分析评估组织的战略定位，通常在决策过程的初步阶段使用^[1]，以识别有利和不利的内部和外部因素。SWOT分析的使用者通过提问来分析和列出一个组织或项目的内部优势、劣势，以及外部的机会与威胁，从而找出该组织或项目的竞争优势。

SWOT分析被描述为一种行之有效的战略分析工具^[2]，但也因其局限性受到批评，如分析的静态性、个人偏见对识别关键因素的影响，以及对外部因素的过度强调而导致组织产生反应性战略。因此，多年来学者们已经提出了一些替代SWOT的方法。

概述

“SWOT”这一名称是其四个组成部分的首字母缩写：^[3]

优势（Strengths）：企业或项目相对于其他企业或项目的优势
劣势（Weaknesses）：使企业或项目相对于其他企业或项目的劣势，这些劣势会使得企业或项目处于不利地位
机会（Opportunities）：企业或项目可以利用的、能够为其带来优势的外部环境因素
威胁（Threats）：可能为企业或项目带来麻烦的外部环境因素

内部和外部因素

优势和劣势通常被认为是内部因素，而机会和威胁则通常被认为是外部因素^[4]。一个组织的内部优势与外部机会的匹配程度被称为战略适配度（英语：strategic fit）^[5]^[6]^[7]。

常见的错误

下列两个常见的错误，是新手在进行SWOT分析时，很容易误犯的。有时这样的错误会严重误导分析结果。

在整体目标尚未明确和获得共识前，就进行SWOT分析。

整体的企业或计划案目标都尚未被确认时，可能SWOT团队成员都各想各的，导致SWOT分析也七零八落，最后分析出的结果也无法落实，因为最主要的目标可能有三或五个，甚至不停的改变，如此将造成多头马车的状况。
会造成这种现象，并非是整体目标未被提出的状况；有时可能目标已经提出了，但每个人理解的状况仅在他们脑中，没有经过分享与确认，而造成误解。

将SWOT分析当做可行的策略。

SWOT分析仅是现况，客观的陈述。也许多数人在优势、劣势与威胁面都能做到客观的陈述，但在机会这一象限，许多人会将策略写进去，而非现象。
可以试着将机会想成：“理想情况”（Auspicious Conditions）的描述，这会有助于推出下一步的策略。

在SWOT分析之后

进而需用USED技巧来产出解决方案，USED是下列四个方向的重点缩写，如用中文的四个关键字，会是“用、停、达、御”。USED分别是

如何善用每个优势？ How can we Use each Strength?
如何停止每个劣势？ How can we Stop each Weakness?
如何达成每个机会？ How can we Exploit each Opportunity?
如何抵御每个威胁？ How can we Defend against each Threat?

参考文献

^ Silva, Carlos Nunes. SWOT analysis. Caves, Roger W. (编). Encyclopedia of the city. Abingdon; New York: 劳特利奇. 2005: 444–445. ISBN 978-0415862875. OCLC 55948158. doi:10.4324/9780203484234.
^
描述SWOT是一种行之有效或屡试不爽的战略分析工具的例子：
- Sevier, Robert A. Not SWOT, but OTSW. Thinking outside the box: some (fairly) radical thoughts on how colleges and universities should think, act, and communicate in a very busy marketplace. Hiawatha, Iowa: Strategy Pub. 2001: 46. ISBN 0971059705. OCLC 48165005. Few people realize that there is an inherent danger in conducting a situational analysis using the old tried and true SWOT. The danger is this: When you look inside the organization first, you create a set of glasses through which you will look at the world. In doing so, you are highly likely to overlook significant opportunities and threats. See also Minsky & Aron 2021.
- Staples, Lee. Roots to power: a manual for grassroots organizing 2nd. Westport, Conn.: 格林伍德出版集团. 2004: 136. ISBN 0275969975. OCLC 56085984. The tried and true SWOT Assessment examines positive and negative factors as does a Force Field Analysis, but a SWOT has a particular focus on the upsides and downsides for the action group itself.
- Lambert, Ron; Parker, Tom. Is that your hand in my pocket?: the sales professional's guide to negotiating. Nashville: Nelson Business. 2006: 132. ISBN 0785218777. OCLC 63125604. Before you as a salesperson can develop a strategy, you have to assess the situation. We recommend the tried-and-true SWOT analysis. You start by taking a look at your Strengths and Weaknesses, your Opportunities and any Threats. Then you do exactly the same thing from the perspective of each of your competitors.
^ Ansoff, H. Igor. Strategic issue management. Strategic Management Journal. April 1980, 1 (2): 131–148. JSTOR 2486096. S2CID 167511003. doi:10.1002/smj.4250010204.
^ Minsky, Laurence; Aron, David. Are you doing the SWOT analysis backwards?. 哈佛商业评论. 23 February 2021 [2021-11-07]. The results of a SWOT analysis can be (and almost always are) presented simply as a 2 × 2 grid, with one dimension representing the internal versus external factors, and the other depicting positive versus negative valence. ... To improve the inventory collection, you should start with the external factors, then turn your attention to the firm's internal ones. See also Sevier 2001.
^ Learned, Edmund Philip; Christensen, C. Roland; Andrews, Kenneth R.; Guth, William D. Business policy: text and cases 1st. Homewood, Illinois: Richard D. Irwin, Inc. 1965: 20. OCLC 680327.
^ Andrews, Kenneth R. The concept of corporate strategy. Homewood, Ill.: Dow Jones–Irwin. 1971: 37. ISBN 0870940120. OCLC 151781.
^ Mintzberg, Henry; Ahlstrand, Bruce W.; Lampel, Joseph. The design school: strategy formation as a process of conception. Strategy safari: a guided tour through the wilds of strategic management. New York: Free Press. 1998: 24–25. ISBN 0684847434. OCLC 38354698.

外部链接

维基共享资源上的相关多媒体资源：强弱危机分析

[1] Silva, Carlos Nunes. SWOT analysis. Caves, Roger W. (编). Encyclopedia of the city. Abingdon; New York: 劳特利奇. 2005: 444–445. ISBN 978-0415862875. OCLC 55948158. doi:10.4324/9780203484234.

[2] 描述SWOT是一种行之有效或屡试不爽的战略分析工具的例子：
Sevier, Robert A. Not SWOT, but OTSW. Thinking outside the box: some (fairly) radical thoughts on how colleges and universities should think, act, and communicate in a very busy marketplace. Hiawatha, Iowa: Strategy Pub. 2001: 46. ISBN 0971059705. OCLC 48165005. Few people realize that there is an inherent danger in conducting a situational analysis using the old tried and true SWOT. The danger is this: When you look inside the organization first, you create a set of glasses through which you will look at the world. In doing so, you are highly likely to overlook significant opportunities and threats. See also Minsky & Aron 2021.

Staples, Lee. Roots to power: a manual for grassroots organizing 2nd. Westport, Conn.: 格林伍德出版集团. 2004: 136. ISBN 0275969975. OCLC 56085984. The tried and true SWOT Assessment examines positive and negative factors as does a Force Field Analysis, but a SWOT has a particular focus on the upsides and downsides for the action group itself.

Lambert, Ron; Parker, Tom. Is that your hand in my pocket?: the sales professional's guide to negotiating. Nashville: Nelson Business. 2006: 132. ISBN 0785218777. OCLC 63125604. Before you as a salesperson can develop a strategy, you have to assess the situation. We recommend the tried-and-true SWOT analysis. You start by taking a look at your Strengths and Weaknesses, your Opportunities and any Threats. Then you do exactly the same thing from the perspective of each of your competitors.

[3] Sevier, Robert A. Not SWOT, but OTSW. Thinking outside the box: some (fairly) radical thoughts on how colleges and universities should think, act, and communicate in a very busy marketplace. Hiawatha, Iowa: Strategy Pub. 2001: 46. ISBN 0971059705. OCLC 48165005. Few people realize that there is an inherent danger in conducting a situational analysis using the old tried and true SWOT. The danger is this: When you look inside the organization first, you create a set of glasses through which you will look at the world. In doing so, you are highly likely to overlook significant opportunities and threats. See also Minsky & Aron 2021.

[4] Staples, Lee. Roots to power: a manual for grassroots organizing 2nd. Westport, Conn.: 格林伍德出版集团. 2004: 136. ISBN 0275969975. OCLC 56085984. The tried and true SWOT Assessment examines positive and negative factors as does a Force Field Analysis, but a SWOT has a particular focus on the upsides and downsides for the action group itself.

[5] Lambert, Ron; Parker, Tom. Is that your hand in my pocket?: the sales professional's guide to negotiating. Nashville: Nelson Business. 2006: 132. ISBN 0785218777. OCLC 63125604. Before you as a salesperson can develop a strategy, you have to assess the situation. We recommend the tried-and-true SWOT analysis. You start by taking a look at your Strengths and Weaknesses, your Opportunities and any Threats. Then you do exactly the same thing from the perspective of each of your competitors.

[Ansoff1980-3] Ansoff, H. Igor. Strategic issue management. Strategic Management Journal. April 1980, 1 (2): 131–148. JSTOR 2486096. S2CID 167511003. doi:10.1002/smj.4250010204.

[Minsky2021-4] Minsky, Laurence; Aron, David. Are you doing the SWOT analysis backwards?. 哈佛商业评论. 23 February 2021 [2021-11-07]. The results of a SWOT analysis can be (and almost always are) presented simply as a 2 × 2 grid, with one dimension representing the internal versus external factors, and the other depicting positive versus negative valence. ... To improve the inventory collection, you should start with the external factors, then turn your attention to the firm's internal ones. See also Sevier 2001.

[Learned1965-5] Learned, Edmund Philip; Christensen, C. Roland; Andrews, Kenneth R.; Guth, William D. Business policy: text and cases 1st. Homewood, Illinois: Richard D. Irwin, Inc. 1965: 20. OCLC 680327.

[6] Andrews, Kenneth R. The concept of corporate strategy. Homewood, Ill.: Dow Jones–Irwin. 1971: 37. ISBN 0870940120. OCLC 151781.

[Mintzberg1998-7] Mintzberg, Henry; Ahlstrand, Bruce W.; Lampel, Joseph. The design school: strategy formation as a process of conception. Strategy safari: a guided tour through the wilds of strategic management. New York: Free Press. 1998: 24–25. ISBN 0684847434. OCLC 38354698.

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