強弱危機分析

在战略计划和战略管理中，SWOT分析法（英語：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、达、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?

参考文献

^ Silva, Carlos Nunes. SWOT analysis. Caves, Roger W. (编). 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

维基共享资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. (编). 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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