Separate internal and external factors
Strengths and weaknesses concern the organization: skills, resources and limitations. Opportunities and threats concern outside conditions. A planned action is not itself an external opportunity.
Support and prioritize the entries
Attach case evidence to each factor. Replace vague labels such as "good service" with a specific capability. Explain how important factors interact, then identify a feasible response and what evidence it needs.
Example
Invented classroom business, not an archive submission or a real company assessment.
- Internal factors
- A fictional bicycle repair shop has experienced mechanics, a strength, but only one workbench, a capacity weakness.
- External factors
- An announced local cycling event offers potential demand. A supplier price increase threatens repair margins.
- Response
- Propose testing booked appointment slots before the event, using existing skills while managing the workbench constraint.
- Check
- Measure job duration, completed repairs and parts costs. The matrix alone does not show that the proposed schedule will increase profit.
Review your draft
Check the evidence and internal/external classification. Prioritize a few consequential factors rather than filling every box with equal numbers of points.
Further reading: OpenStax: using SWOT for strategic analysis.
Past SWOT analysis requests
Real historical request types, described without student text or files.
- SWOT analysis coursework request — September 2021
- SWOT analysis coursework request — September 2021
- SWOT analysis coursework request — September 2021
- SWOT analysis coursework request — September 2021
Common questions
Is a SWOT table enough?
The table organizes factors. An analysis also explains their evidence, significance and implications for a decision.
Can a factor fit more than one box?
Its effect can depend on context. Explain the perspective and evidence instead of duplicating the same claim without analysis.