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SWOT Analysis: What It Is & How to Do It [Examples + Template]
Jun 23, 202316 min read
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TABLE OF CONTENTS
What Is a SWOT Analysis?
A SWOT analysis is a framework that evaluates a business’ strengths, weaknesses, opportunities, and threats. The acronym "SWOT" stands for these four factors. Performing a SWOT analysis can help you make better business decisions.
The analysis typically involves creating a matrix with the four categories:
In this post, you’ll learn how to do a SWOT analysis. We’ll include examples and also give you a .
Let’s get to it.
Why Is a SWOT Analysis Important?
A SWOT analysis is a valuable framework that can help you evaluate your business from different angles. And discover new ways to grow and improve.
By doing a SWOT analysis, you can:
Which means:
A SWOT analysis can help you make smarter decisions, plan better, and reach your goals faster.
Tip: Use to benchmark yourself against your competitors by comparing traffic acquisition, market share, and audience data.
Gain Insight Into Your Industry
with the Market Explorer Tool
What Are the Components of a SWOT Analysis?
A SWOT analysis evaluates a business or project based on four key factors that can be divided into two categories: internal and external.
Here’s how you might think about filling out a SWOT chart based on these two categories:
Let’s take a look at each component.
Internal Factors
Internal factors are the aspects of your business within your control. They include resources, capabilities, skills, assets, and competitive advantages.
And they can be divided further into two categories: strengths and weaknesses.
Strengths
Strengths are the positive attributes that give you an advantage over competitors. They’re the things that you do well, you’re proud of, and help you stand out.
Some examples of strengths are:
Weaknesses
Weaknesses are your business’s negative attributes that limit your performance or hinder your growth. They’re the things you need to improve, fix, or avoid.
Some examples of weaknesses are:
External Factors
External factors are the aspects of your business that are outside of your control. These can include trends, events, economic changes, and the competitive landscape.
And they can also be divided into two categories: opportunities and threats.
Opportunities
Opportunities are favorable situations or conditions you can leverage to achieve your business goals. In other words, things you can use to your advantage or benefit from.
Some SWOT analysis opportunities examples are:
Threats
Threats are unfavorable situations or conditions that can harm your business. They’re risks or challenges you need to recognize.
Some examples of threats are:
Now that you know about the different components, let’s take a look at exactly how to do a SWOT analysis.
Free SWOT Analysis Template
Why put your results into a SWOT analysis template like this one?
Because it’s easy to read and keeps things organized.
How to Do a SWOT Analysis (6 Simple Steps)
A SWOT analysis is an assessment of your business’s strengths, weaknesses, opportunities, and threats.
But it’s more than that. It’s also a tool to strategically advance your business.
And that means going beyond a simple list of facts.
Here’s how to do a SWOT analysis the right way:
1. Establish Your Goal
Having a goal will help you choose what’s most relevant for your analysis. Otherwise, you might end up with a ton of basic information and no idea of how to apply it to your business.
So, set a goal.
It could be any major decision or change for your business:
What if you can’t think of a goal?
Here’s a handy formula:
(Fill in the blanks.)
My business needs __________. We might meet that need by doing these things:
You can pick more than one goal from that list. Or just the most important one. It’s up to you.
Let’s look at an example:
My business needs more capital to continue operating. We might be able to meet that need by doing these things:
Let’s say you choose the first item—raising prices.
The goal of your SWOT analysis could be something like this:
To find out whether raising prices will result in enough working capital for the business to continue operating.
Again, this is just one example.
Whatever your goal is, keep it top of mind while you complete your SWOT analysis.
2. Assess Strengths
For the next four steps, we’ll walk through how to do each part of the SWOT analysis itself.
The “S” in SWOT stands for strengths. In this step, you’ll list your business’s strengths.
Get started by asking some questions:
What should you include?
At this stage, every idea is a good one. So don’t leave anything out.
We’ll cover how to narrow down your list in the last step.
Remember:
Strengths are internal factors. That means you have control over them. And you can build on them.
Here are some examples of strengths you might list in a SWOT analysis:
If you need help thinking of strengths, use a competitive intelligence toolkit like .
It’ll help you see how you stack up against your competitors in terms of traffic, audience demographics, market share, and much more.
For example, you could use and see that organic traffic is way up compared to similar sites.
Or that your bounce rate is way lower than others. Either way, it can reveal lots of things.
Just enter up to five competitor domains and choose your market country or region.
Then, compare the results to your own traffic data.
Analyze Any Company’s Online Performance
with the Traffic Analytics Tool
3. Uncover Weaknesses
Your business has weaknesses. And that’s OK—your goal is to make improvements.
Start by writing down your weaknesses. Be honest with yourself. And be thorough.
Here are some questions that can help:
Listing your weaknesses can be a bummer. But there’s good news:
Like strengths, weaknesses are internal factors. That means you have control over them and can use them to improve.
Here are some examples of weaknesses you might include in a SWOT analysis:
4. Consider Opportunities
Opportunities are the “O” in SWOT.
Here are some questions you can think through to uncover opportunities:
It’s easy to confuse “opportunities” with “strengths.”
To avoid that, keep this in mind:
Strengths are internal factors. They exist inside your business.
Opportunities are external factors. They happen outside of your business.
You build on strengths. You use opportunities to your advantage.
It’s a subtle but important distinction.
Here are some examples of opportunities you might list in a SWOT analysis:
Tip: A great way to find opportunities is to use the tool. It’ll help find keywords your competitors are ranking for, but you aren’t. Each of those keywords is an opportunity for you to bring in more traffic.
Find Keyword Opportunities
with the Keyword Gap Tool
5. Identify Threats
Threats are the “T” in SWOT. And they’re the opposite of opportunities.
They’re external factors that could put your business at risk.
Here are some questions that will help you identify threats:
Threats evolve over time based on factors outside of your control. But you can plan for them.
If you’re paying close attention to your industry, you probably know the major threats you face. Write them down in .
Here are some examples of threats you might list in a SWOT analysis:
Enter your domain to find competitors in your market.
Then scroll down to the growth quadrant to see which domains are rising in your industry. You can view competitors by behavior, traffic, and growth metrics.
Learn About Emerging Competitors
with the Market Explorer Tool
6. Narrow Your Lists
At this point, you should have a decent number of items in each of your four SWOT categories. Now, you have to narrow them down.
There’s no set maximum number of items for each category. But keep this in mind:
You don’t want to overwhelm yourself.
Stick to the most important items. Stay focused so you can make impactful changes.
Struggling to narrow your lists? Try the impact effort matrix.
It’s a tool to help you decide which actions could have the greatest impact with the least effort.
And it looks like this:
Here’s how to do it:
When Should You Do a SWOT Analysis?
There’s rarely a wrong time to do a SWOT analysis.
Bottom line:
If you’re looking for clarity on a business move you’re considering, that’s a great time to do one.
Here are some other perfect times to do a SWOT analysis:
Generate a SWOT Analysis in Seconds
with AI Strategic Market Insights
3 Real-World SWOT Examples
Now that we've covered how to perform a SWOT analysis, let's put those steps to the test with some examples.
1. Marketing Agency SWOT Analysis Example
You’re thinking about investing a lot of time and resources into your website’s blog. You know that great, search engine-optimized blog content could earn you more inbound leads over time.
But you’re not sure whether it’s the right move.
So, you do a SWOT analysis to help you decide. The goal is to answer this question:
Should we invest more time and resources into our website content to increase our inbound leads?
Start with your strengths. Here are the fictional marketing agency’s strengths:
Add your weaknesses:
Next up is opportunities:
Finally, list the threats your agency faces:
Table 37
Column 1
Column 2
Strengths
Weaknesses
Opportunities
Threats
There are no rows in this table
That’s it. Of course, now you actually have to do something with this information.
More specifically:
You need to see how your website content is actually performing.
You can use Google Search Console to measure that.
Go to “Search results” and check the box for “Average position.”
Scroll down to see your organic keyword rankings or positions:
These tell you where the website currently stands in Google search results for particular keywords.
In our fictional agency SWOT analysis example, your baseline organic keyword rankings would give you an idea of your starting point.
And in Semrush’s tool, you can find organic competitors. This tells you about the competition you’d face if you invested more in your website content.
Scroll down until you see your top organic keywords:
There’s also a competitive positioning map. Which puts your website’s search engine performance in visual context with your competitors:
Check Any Competitor’s Site Performance
with the Domain Overview Tool
2. Local Service Business SWOT Analysis Example
Now, let’s look at an example SWOT analysis for a local service business.
Our example will be about a criminal defense law firm. But many of the principles we’ll explore could apply to other local services businesses:
Let’s dive in:
Your fictional criminal defense law firm operates primarily in the Manhattan area of New York City. You focus on white collar criminal defense but offer other types of criminal defense.
You’re considering an expansion. You want to open a new office on Long Island, New York, and offer your services there.
But you’re not sure whether the expansion will be profitable. To find out, you do a SWOT analysis:
It’s always the same process. Begin with strengths:
Time for your firm’s weaknesses:
On to opportunities:
Finish it off with the threats your firm faces:
Table 38
Column 1
Column 2
Strengths
Weaknesses
Opportunities
Threats
There are no rows in this table
With the SWOT analysis complete, it’s time to take action. To further explore your local market, you could use .
This tool offers a Benchmarking report that shows side-by-side comparisons of main players in your local market.
Go into the tool and click “Find Competitors.”
Then, under “Location,” select your country or region. Enter your domain. And click “Research a market.”
Like this:
You get a detailed market summary:
Here, you’ll find out:
You’ll also get a look at a Growth Quadrant for your market.
The Growth Quadrant shows where your business’s website falls among your competitors.
Are you a leader, established player, niche player, or game changer? And where are your competitors on that scale?
The Growth Quadrant places your website and your competitors within one of those quadrants.
That helps you identify your own positioning and where you could go.
Going back to our law firm thinking about expanding:
The Growth Quadrant could help them understand who the established players are on Long Island. And whether there’s room to break into the market.
Further reading:
3. Ecommerce SWOT Analysis Example
For this next example, let’s imagine you run an ecommerce business. One of your competitors has just offered to buy your brand.
You’re not sure whether you should sell your business or keep it. So, you do a SWOT analysis to get a clearer picture.
You list your strengths:
Next, you list your weaknesses:
Opportunities are up next:
Last but not least, threats:
Table 39
Column 1
Column 2
Strengths
Weaknesses
Opportunities
Threats
There are no rows in this table
Remember: Your next step after actually writing the analysis is to do something.
In this case, you need to make a decision.
If you’ve done your SWOT analysis right, you should have the information you need to make that decision.
Analyze Your Business & Achieve Your Goals
Setting and achieving goals is key to business success. And a SWOT analysis is key to evaluating goals and the ways you can achieve them.
Take your time. Be thoughtful. And your SWOT analysis will lead to results.
The Sustainability SWOT Analysis - A tool for Strategic Sustainability Management & Innovation
Dec 20, 20183 min read
The is a tool for strategic sustainability analysis and decision-making that can be used in combination with the . Whilst the Sustainable Business Model Canvas is based on the classic Business Model Canvas, the Sustainability SWOT analysis is based on the widely used SWOT analysis, and will therefore be easy to learn and use for most professionals. The Sustainability SWOT retains the original classification into two main categories:
Whilst the original SWOT analysis could indeed be used in a way that includes ecological and sociocultural aspects, thereby following a triple-bottom-line approach, this is not what is usually happening in practice.
The Sustainability SWOT addresses this problem by “wrapping” the classical SWOT into a triple-bottom-line context: it forces users to first identify environmental and social trends and challenges, and then conduct a triple-bottom-line SWOT analysis to prioritize concluded actions. This way, a classical tool with high recognition value but low apparent sustainability relevance has been “upgraded” to incentivise professionals to consider environmental and sociocultural issues and force them to include these issues when considering relevant actions to take.
How to use the Sustainability SWOT analysis
The Sustainability SWOT analysis “canvas” is structured into three main sections, this way incentivising a sequential completion by the user.
Step 1: Environmental and Social Challenges and Big Trends
As a first step, the user starts with a broad assessment of “big” environmental and sociocultural challenges and trends. As part of this first step, the user should ask the questions: what do I and others see changing in the world, and which related challenges do arise? This consideration could e.g. include challenges such as increasing water scarcity, climate change induced temperature extremes, an increase in mental illness related to stress and job insecurity or plastic pollution of the oceans. Part of this consideration are also “big trends”, such as demographic shifts (e.g. an aging population, particularly in Germany or Japan) or shifts related to globalisation (e.g. increasing unemployment due to loss of manufacturing jobs in western nations).
This first step makes sure that external environmental and sociocultural challenges and trends are at least considered when making decisions, and increases the likelihood that they actually affect those decisions. This is important, because the often lamented lack of consideration for externalities by businesses is in part a consequence of a lack of awareness of employees. Awareness-raising therefore can have a significant impact on corporate decision-making, in addition to its educational impact, as it may make any misalignment between a companies proclaimed values and its actions obvious. This awareness of values misalignment can indeed have a profound positive impact, as .
Step 2: SWOT Analysis with a triple-bottom-line focus
Following step one, the classical part of the SWOT analysis can be performed. However, the user is prompted to not only consider the challenges and trends defined in the first section, but also to evaluate Strengths, Opportunities, Weaknesses and Threats with particular regard to environmental and sociocultural aspects, and innovative ways to address them (e.g. via cooperations with value chain partners on supply chain transparency). This way, the Sustainability SWOT analysis can also initiate innovation and business transformation.
Step 3: Prioritisation and Action
In the final part, the user of the Sustainability SWOT Analysis should prioritise gained insights and, in case the exercise is intended to influence senior management in a cooperation, identify strong messages and their links to the company values. Finally, a sensible strategy for taking short-, mid- and long-term action can be derived.
Conclusion
Due to the fact that the Sustainability SWOT Analysis is based on the familiar classical SWOT, it’s implementation into the processes of a traditional company is straightforward. The Sustainability SWOT enables both strategic analysis and decision-making and may initiate innovation, due to its emphasis on identifying potentially disruptive “big trends”. The Sustainability SWOT is useful to work across internal departments as well as with suppliers, customers and other stakeholders to create long-term sustainable business value. In combination with the and the , the represents a for sustainable innovation and management.
Information on SWOT analysis, particularly in the context of sustainability, can be found in the following sources:
Key Concepts of SWOT Analysis and Sustainability SWOT Analysis:
These sources emphasise that both traditional and sustainability-focused SWOT analyses are valuable for strategic planning. By incorporating environmental and social dimensions, the Sustainability SWOT helps organisations to address modern challenges, identify areas for improvement, and develop more sustainable and resilient business strategies, as well as adapt its mission and vision.
Develop a sustainability SWOT analysis for your stakeholder that accounts for the current situation. This could help you to adjust your mission and vision and give your arguments in a later discussion on why your organization is a good riparian • organization.
SWOT
Strengths
Strengths
What are we good at?
Which strengths did customers or partners emphasize?
In which areas are we superior to our competitors?
What is unique to our company or offerings?
What are our advantages (i.e., intellectual property, technical facilities)?
Weaknesses
What can we improve?
Where are our customer or partners unsatisfied? Where are we inferior to our competitors? Where do we lack resources or knowledge?
Opportunities
From which trends can we profit?
Which of our strengths can be valuable for potential partners? Which adjacent markets can be tapped?
Are there geographic regions with less competition?
Threats
What plans do our competitors have?
How do our weaknesses make us vulnerable?
For which market trends are we unprepared?
Which economic or political developments can impact our business?
Sustainability SWOT analysis
Environmental&Social challenge &big trend
Challenges
What do you and others see changing? For example:
— Natural resource scarcity — Water availability
— Waste & hazard
— Global warming
— Climate variability & extremes
Trends
Trends
What are the sustainability relevant big trends? For example:
— Innovation & technology advances — Demographic & social shifts
— Global economic dynamics
— Political & regulatory requirements
Strengths, Opportunities, Weaknesses & Threats
Strengths
Strengths
How can our strengths address environmental challenges? Start with traditional list of your companies' strengths, extend
the list to the partners in your value chain
Consider core and transferable strengths (i.e., R&D, Engineering)
Weaknesses
Weaknesses
Who has similar weaknesses or faces similar risks?
Start with risks resulting from environmental challenges impacting markets (e.g., operations, regulation, commodity prices)
Inclu de partners in lis
Opportunities
Opportunities
Look at threats that currently are not addressed, and how you
can address these threats
Consider the business value that can be created with new
products, services and business practices
Threats
Where are environmental challenges threatening future business value?
Consider both direct threats as well as threats to partners in value chain
Look upstream and downstream and identify opportunities for joint action
Environmental & social challenegs & big trend
Prioritize
Prioritize
Which insights will influence senior company stakeholders most?
Prioritize according to company vision and strategy
Identify strong messengers
Emphasize findings that would resonate with CEO and senior
management
Internal and External Evaluation
Assessing WWF’s internal characteristics as well as their external position with regards to the
organization’s opportunities and threats is a crucial step in devising effective and efficient
strategies. Through evaluating WWF’s internal and external environment, the strategists will
have a very good idea of the things that they can strengthen and improve using the resources
that they have. Assessments of these factors are made below using the following strategic tools:
Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), and Competitive Profile
Matrix (CPM).
Internal Factor Evaluation
WWF’s key strengths and weaknesses are listed below and evaluated through assigning
weights and ratings based on their impact to the organization. WWF’s current and previous
operations, organizational structure, financial statements, and other internal aspects are taken
into consideration.
Key Internal Factors
Weigh
t Rating Weighte
d Score
Strengths
9
1
Had an expense of only $0.0985 for each $1 raised making
it one of the top non-profit organizations. ($291.49M
operating revenue were generated in 2014 from $28.7 M
fundraising expense).
0.09 4 0.36
2 77% of revenues were spent in direct support of
conservation programs.
0.06 4 0.24
3
World’s largest independent, nonprofit conservation
organization with a strong brand name and a long,
respected history of successful track records.
0.07 4 0.28
4 Administrative expense and fundraising expenses represent
only 4.8% and 10.8% of total expenses respectively.
0.06 4 0.24
5
Has great global presence (operates in 100 countries, 1M
members in the US, 5M members globally, 6200 fulltime
staff).
0.06 4 0.24
6 Partnership with big organizations such as UNEP, IUCN,
Coca Cola, Avon, etc., in achieving WWF's objectives.
0.05 4 0.2
7
The current ratio increased from 2.28 in 2013 to 2.35 in
2014 while the working capital has a ratio of 1.59:1.
0.04 4 0.16
8 Strong organizational code of ethics to remain global,
independent, multicultural, and nonparty political.
0.02 3 0.060
9
WWF's 10-year goal to "measurably conserve 15 to 20 of
the world's most important eco-regions.
0.02 3 0.06
1
0
WWF's successful past projects including Wildlands and
Human Needs initiative on the co-existence of both rural
people and wild animals without having negative impact on
the natural habitats.
0.02 3 0.06
1
1
In support of global conservation, Bank of America has
offered a WWF Visa card since 2009
0.03 3 0.09
1
2
Renewal of partnership with Coca Cola (partner since 2007)
until the year 2020. The partnership focuses on reducing
the carbon content & sustaining fresh water supplies.
0.04 3 0.12
1
4
Recognizing its impact on the environment, Avon - a large
producer of brochures and consumer paper products with
distribution in over 120 countries, has partnered with WWF
0.04 3 0.12
10
in two key areas.
Weaknesses
1
In-kind contribution decreased by 27% from $64.3M in 2013
to $46.96M in 2014 which is not good since funding relies
heavily on contribution.
0.07 1 0.07
2
Operating Expense on Public Education Program
decreased by 20.83% from $81.74M in 2013 to $64.71M in
2014.
0.05 1 0.05
3 Have a broad focus, mission, and vision which may be
difficult to attend to.
0.06 1 0.06
4
Have dual title in their Organizational Structure such as that
for President and CEO, and Senior Vice President and
General Counsel.
0.04 1 0.04
5
WWF's stand in Cecil the Lion's killing issue when they
tolerated hunting for sports.
0.03 1 0.03
6 Individuals contributed 32% while corporations contributed
only 4% of total revenue.
0.03 2 0.06
7 Bequests, endowments, and split income gifts decreased
by 58.27% from $29.21M in 2013 to $12.19M in 2014.
0.02 2 0.04
8 No distinguishing characteristic from competitors. 0.05 2 0.1
9 Even with WWF's efforts to save Rhinos, still, Rhino
poaching has increased by 9,346% from 2007 to 2014.
0.03 2 0.06
10
Total asset turnover decreased from 0.61% in 2013 to
0.59% in 2014.
0.02 2 0.04
Total 1 2.78
WWF’s major strength lies in its efficient funding and utilization of resources and
expenses. The name that it has established for decades in an international scale has also given
them an edge as well as the experience the organization has garnered during those more than
50 years of existence. These reputation and experiences has led them into establish strong
partnerships and connections with different governments and other big organization which gave
11
them better access and resources into achieving its mission and vision. However, becoming
very big and globally known also has its drawbacks. WWF’s major weakness would include the
decrease in their in-kind contributions which is not good since their operations rely heavily on
donations (with them being a non-profit organization). This may be because of the organization
being too wide that more eyes are on them giving rise to controversies such as its view on the
killing of Cecil the Lion wherein they tolerated trophy hunting. WWF also has very broad mission
and vision which may be difficult to address.
External Factor Evaluation
WWF’s opportunities and threats are listed below and evaluated through assigning weights and
ratings based on their impact to the organization. The following factors below are a summary of
the information gained from WWF’s external environment.
Key External Factors Weigh
t
Ratin
g
Weighte
d Score
Opportunities
1. Expansion of WWF Office to Myanmar after partnering with
the government (regarded as rich natural capital; 3 pristine
rivers, over 250 mammal species, more than 10000 bird
species)
0.06 3 0.18
2. Global awareness for wildlife welfare on many fronts was
raised due to the death of Cecil (a lion) by a hunter named
Palmer
0.05 3 0.15
3. Increase of 12% contribution from 2013-2014 for non-profit
organizations, philanthropy is now becoming more prevalent.
0.04 2 0.08
4. In 2014, HP Canada partnered with WWF to launch Spring
Things – which creates a link between employees and
environmental conservation through events and campaigns
0.05 3 0.15
12
5. In 2014, WWF worked with the Namibian Ministry of
Environment and Tourism to field test an integrated network of
technologies. In the second phase, WWF will work with
additional governments, including Nepal and Kenya, to
implement the project under different field conditions.
0.06 3 0.18
6. A US government legislation was implemented - Wildlife
Trafficking Enforcement Act, which increased the penalties
associated with wildlife trafficking
0.05 3 0.15
7. Establishment the Bioplastic Feedstock Alliance, where
leading global companies have committed to the development of
plastics made from plant-based material
0.06 3 0.18
8. 1 billion people rely on fish as an important part of their diet
and that more than 520 million livelihoods are supported by
fishing and it related activities.
0.06 3 0.18
9. According to National Geographic, 68% of consumers in 18
countries believe that climate changes are due to human actions
0.07 2 0.14
10. According to Fortune, 100 companies report savings of$1.1
billion annually through energy efficiency and renewable energy.
0.05 2 0.1
11. According to New York Times, number of nonprofits has
increased 60% in the
last decade.
0.03 2 0.06
Threats
1. The Nature Conservancy’s research shows that currently
half of the world’s major rivers are seriously polluted and/or
depleted and that within 10 years, most people on the planet will
face water shortages
0.05 3 0.15
2. Global condition of wildlife and wild areas has steadily
declined, especially in the ocean, 60 percent of the world’s
ecosystems declined.
0.06 2 0.12
3. World’s population expected to grow to 9 billion by 2050 and
the demand for food is expected to double
0.05 2 0.1
13
4. Leading hazards to human health are climate change,
stratospheric ozone depletion, changes in ecosystems due to
loss of biodiversity, changes in hydrological systems and the
supply of freshwater, land degradation, and stresses on food-
producing systems.
0.04 3 0.12
5. Only 3.4% of oceans are being protected - they might cover
over 70% of our planet’s surface, but even the vast majority of
the world’s few marine parks and reserves are protected in
name only.
0.03 2 0.06
6. International Panel on Climate Change (IPCC) forecasts a
temperature rise of 2.5 degrees
0.04 2 0.08
7. The Brazilian economy contracted 0.2 in quarter 3 of 2014,
following a drop in the previous period. This is a threat to
conservation efforts especially in the Amazon Rainforest
0.02 2 0.04
8. Globally, the loss of forests at a staggering 48 football fields
per minute
0.04 2 0.08
9. Wildlife population of mammals, birds, reptiles, amphibians,
and fish have declined by 52% over the last 40 years
0.04 2 0.08
10. According to GEF organization, the land degradation affects
33% of the earth’s land surface, with consequences affecting
more than 2.6 billion in more than 100 countries
0.05 3 0.15
Total 1 2.62
Partnering with commercial companies to start joint project initiatives is one of the main
opportunities available to WWF. Collective efforts with business establishments and the
government distinctly outweigh all the other opportunities. Being with these entities who are into
conserving nature, serves as a stepping stone for companies to allocate funds in supporting a
sustainable eco-management system.
One cannot reverse the negative impact done by several commercial industries
anymore. What can be done is to assist them in managing future developments that can reach a
sustainable environment where conservation efforts work together with entities that need
resources to supply manufacturing and growth.
14
The threats illustrated in the EFE matrix are environmental issues which are critical and
if not addressed properly can lead to scarce resources and damaged natural resources. “Global
condition of wildlife and wild areas has steadily declined, especially in the ocean, 60 percent of
the world’s ecosystems declined.” Increase in the demand for food supply, pollution and the
decline in wildlife population pose a threat to countries that have a bigger population to supply
and to protect.
SWOT Matrix
The strategies created using the SWOT Matrix made use of all available
information regarding WWF's internal and external environment. In addition, the
modification in the mission and vision statement of the company was also incorporated
in the matching of key external and internal factors. Basically, the strategies formulated
using the SWOT Matrix aims to capitalize WWF's strengths, exploit all possible
opportunities, minimize or completely eliminate weaknesses and mitigate threats.
16
SO Strategies
1. Increase advertising cost to 10% to capture 15% increase in contribution (in-kind
and monetary) from private institutions following the trend of philanthropy. (S3,
S5,O3)
2. Launch Eyes on the Sea project with the US and other governments that will
completely ban illegal fishing (S3,S5,O6,O8)
3. Highlight WWF's efficiency in managing expenses to gain funding from
governments seeking to donate. (S1,S2,S4,O3)
4. Use partnership with Avon to commanage Salonga National Park in the
Democratic Republic of Congo with the aim of addressing illegal logging,
biodiversity loss and to support local livelihoods. (S14, O9)
5. Form a team that would assess Myanmar's natural resources which would
include identifying where they are located, what benefits they provide to people
and how they might change under different climate change and development
scenarios. This assessment may enable better policy decisions for the country as
a whole. (S5, O1)
6. Continue partnering with the US government, other governments and TRAFFIC
to put increased security on wild land trafficking by launching the project Fight
for the Wild (S10, O6)
7. Form a partnership with Durrell Wildlife Conservation Trust and Dreamworks
Productions to launch the project, SAVE MAURICE, which aims to increase the
protection provided to lemurs and other wildlife in the Madagascar forest. (S9,
O11)
8. Provide trainings and immersions to employees to encourage employee
commitment. (S5, O4, O9)
WO Strategies
1. Increase spending in public education by 10% to encourage increasing
awareness of environmental issues (W2, O2, O9)
2. Increase bequests, endowments and split income gifts by 10% by capturing a
portion of the increasing trend of philanthropy (advertisements) (W7,O11)
3. Disrupt global tiger trade in Myanmar through Wildlife Crime Law Reinforcement
and promotion of new wildlife legislation to improve brand image (W5, O1)
17
ST Strategies
1. Use partnership with Coca-Cola to promote sustainable packaging of commercial
products (S12, T4 )
2. Increase investment in R&D by 10% that would aim to capture the environmental
situation which would aid WWF in their efficient planning of conservation efforts
and monitoring emerging threats (S5 + S9 + T1 + T2 + T3 + T4 + T5 + T6 + T7 +
T8 + T9 + T10)
3. Partner with the local government to enforce more effective policies to
communities surrounding the Yangtze river regarding proper disposal of
agricultural waste (S10, T2)
WT Strategies
1. Rectify taint in brand image by improving current projects on wildlife conservation
(W5, T2, T9)
2. Consider partnering with other NPOs on projects regarding climate change (W8,
T4,T6)
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