SWOT
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SECTION A
SWOT
The SWOT (strengths, Weaknesses, Opportunities and Threats) analysis allows companies to identify the strengths of the company which can capitalised on; the weaknesses of the company need to be addressed; Opportunities available in the market place; and threats from the market place that could affect the company.
Strengths
SWOT analysis is focusing on the key factors which are most pertinent to its achievement or otherwise of its purpose and vision. It does this through identifying the strengths and weaknesses of the organization and the opportunities and threats which (primarily) are impacting on it from outside. In the strategic planning process, via SWOT analysis, the company is able to have a clear understanding of the internal weaknesses and strengths, and the external threats and opportunities available in the industry. Hence generate a strategy for the company to strengthen its internal strengths, minimise the internal weaknesses, exploits external opportunities and avoid external threats.
Weaknesses
SWOT analysis in itself, it doesn't identify what should be done: rather it provides a framework for identifying where strategic opportunities may exist, and how to avoid weaknesses inherent within the organization or threats from outside limiting future growth. Hence it can only used as a tool for identification, but not for strategy generation.
STAKEHOLDERS ANALYSIS
Stakeholder Analysis is a tool used to identify and enlist support from stakeholders. It provides a visual means of identifying stakeholder support so that you can develop an action plan for your project.
Strengths
Stakeholder Analysis is used in the design and management of development programmes to identify:
 The interests of all stakeholders who may affect or be affected by a programme;
 Potential conflicts and risks that could jeopardise a programme;
 Opportunities and relationships to build upon in implementing a programme to help make it a success;
 The groups that should be encouraged to participate in different stages of the activity cycle;
 Ways to improve the programme and reduce, or hopefully remove, negative impacts on vulnerable and disadvantaged groups...