強弱危機分析

在戰略計劃和戰略管理中，SWOT分析法（英語：SWOT analysis，又稱強弱危機分析、優劣分析法和道斯矩陣）是一種決策技術，用於識別一個組織自身的優勢（Strengths）、劣勢（Weaknesses），以及外部競爭上的機會（Opportunities）和威脅（Threats）。

SWOT分析評估組織的戰略定位，通常在決策過程的初步階段使用^[1]，以識別有利和不利的內部和外部因素。SWOT分析的使用者通過提問來分析和列出一個組織或項目的內部優勢、劣勢，以及外部的機會與威脅，從而找出該組織或項目的競爭優勢。

SWOT分析被描述為一種行之有效的戰略分析工具^[2]，但也因其局限性受到批評，如分析的靜態性、個人偏見對識別關鍵因素的影響，以及對外部因素的過度強調而導致組織產生反應性戰略。因此，多年來學者們已經提出了一些替代SWOT的方法。

概述

「SWOT」這一名稱是其四個組成部分的首字母縮寫：^[3]

優勢（Strengths）：企業或項目相對於其他企業或項目的優勢
劣勢（Weaknesses）：使企業或項目相對於其他企業或項目的劣勢，這些劣勢會使得企業或項目處於不利地位
機會（Opportunities）：企業或項目可以利用的、能夠為其帶來優勢的外部環境因素
威脅（Threats）：可能為企業或項目帶來麻煩的外部環境因素

內部和外部因素

優勢和劣勢通常被認為是內部因素，而機會和威脅則通常被認為是外部因素^[4]。一個組織的內部優勢與外部機會的匹配程度被稱為戰略適配度（英語：strategic fit）^[5]^[6]^[7]。

常見的錯誤

下列兩個常見的錯誤，是新手在進行SWOT分析時，很容易誤犯的。有時這樣的錯誤會嚴重誤導分析結果。

在整體目標尚未明確和獲得共識前，就進行SWOT分析。

整體的企業或計畫案目標都尚未被確認時，可能SWOT團隊成員都各想各的，導致SWOT分析也七零八落，最後分析出的結果也無法落實，因為最主要的目標可能有三或五個，甚至不停的改變，如此將造成多頭馬車的狀況。
會造成這種現象，並非是整體目標未被提出的狀況；有時可能目標已經提出了，但每個人理解的狀況僅在他們腦中，沒有經過分享與確認，而造成誤解。

將SWOT分析當做可行的策略。

SWOT分析僅是現況，客觀的陳述。也許多數人在優勢、劣勢與威脅面都能做到客觀的陳述，但在機會這一象限，許多人會將策略寫進去，而非現象。
可以試著將機會想成：「理想情況」（Auspicious Conditions）的描述，這會有助於推出下一步的策略。

在SWOT分析之後

進而需用USED技巧來產出解決方案，USED是下列四個方向的重點縮寫，如用中文的四個關鍵字，會是「用、停、達、禦」。USED分別是

如何善用每個優勢？ How can we Use each Strength?
如何停止每個劣勢？ How can we Stop each Weakness?
如何達成每個機會？ How can we Exploit each Opportunity?
如何抵禦每個威脅？ How can we Defend against each Threat?

參考文獻

^ Silva, Carlos Nunes. SWOT analysis. Caves, Roger W. (編). Encyclopedia of the city. Abingdon; New York: 勞特利奇. 2005: 444–445. ISBN 978-0415862875. OCLC 55948158. doi:10.4324/9780203484234.
^
描述SWOT是一種行之有效或屢試不爽的戰略分析工具的例子：
- 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.: 格林伍德出版集團. 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?. 哈佛商業評論. 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.

外部連結

維基共享資源上的相關多媒體資源：強弱危機分析

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

[2] 描述SWOT是一種行之有效或屢試不爽的戰略分析工具的例子：
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.: 格林伍德出版集團. 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.: 格林伍德出版集團. 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?. 哈佛商業評論. 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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