Business Analysis

Business Analysis
Methodologies
• SWOT Analysis
SWOT Analysis
• S- Strength
• W- Weakness
• O- Opportunities
• T- Threats
Thorough analysis conducted by a business
analysis considering
1. The internal factors as Strength and Weakness
2. The external factors as Threats and Opportunities

• SWOT analysis is a four-quadrant analysis for a
business analyst where they places the data as the
answers for each quadrant. A business analyst answers
the questions under each of the quadrants
Advantage:
SWOT analysis is one of the most popular business analysis techniques followed in the industry.
Furthermore, it is easy. It is an enterprise level analysis technique and not only limited to business analysis. It
could be used at any stage of the project if the unit needs it and most of the people know it. Hence, it is
widely used in the industry.
How to Develop a Strategy For Success
• Use SWOT Analysis to assess your organization's

current position before you decide on any new
strategy.
• Find out what's working well, and what's not so

good. Ask yourself where you want to go, how you
might get there – and what might get in your way.
These are big issues, and you'll need a powerful but
simple technique to help you: SWOT Analysis.
What Is a SWOT Analysis?
• You can use SWOT Analysis to make the most of

what you've got, to your organization's best
advantage. And you can reduce the chances of failure,
by understanding what you're lacking, and eliminating
hazards that would otherwise catch you unawares
• Start to craft a strategy that distinguishes you from

your competitors
How to Do a SWOT Analysis
• First, draw up a SWOT Analysis matrix, This is a 2x2

grid, with one square for each of the four aspects of
SWOT. Figure 1 shows what it should look like
How to Do a SWOT Analysis
• Gather a team from a range of functions and levels in your
organization.
• Every time you identify a Strength, Weakness, Opportunity, or

Threat, write it down in the relevant part of the grid.
• To clarify which section an idea belongs to, it may be useful to think

of Strengths and Weaknesses as internal factors – that is, to do with
the organization, its assets, processes, and people
• Think of Opportunities and Threats as external factors, arising from

your market, your competition, and the wider economy.
Strengths (Read for concept
only)
• Strengths are things that your organization does particularly well, or in a way that
distinguishes you from your competitors. Think about the advantages your organization has
over other organizations. These might be the motivation of your staff, access to certain
materials, or a strong set of manufacturing processes.
• Your strengths are an integral part of your organization, so think about what makes it "tick."
What do you do better than anyone else? What values drive your business? What unique or
lowest-cost resources can you draw upon that others can't? Identify and analyze your
organization's Unique Selling Proposition (USP), and add this to the Strengths section.

• Then turn your perspective around and ask yourself what your competitors might see as your
strengths. What factors mean that you get the sale ahead of them?
• Remember, any aspect of your organization is only a strength if it brings you a clear
advantage. For example, if all of your competitors provide high-quality products, then a high-
quality production process is not a strength in your market: it's a necessity.
Weaknesses
(Read for concept only)
• Now it's time to consider your organization's weaknesses. Be honest! A
SWOT Analysis will only be valuable if you gather all the information
you need. So, it's best to be realistic now, and face any unpleasant truths
as soon as possible.
• Weaknesses, like strengths, are inherent features of your organization,

so focus on your people, resources, systems, and procedures. Think
about what you could improve, and the sorts of practices you should
avoid.
• Once again, imagine (or find out) how other people in your market see
you. Do they notice weaknesses that you tend to be blind to? Take time
to examine how and why your competitors are doing better than you.
What are you lacking?
Opportunities
• Opportunities are openings or chances for something positive to happen, but you'll
need to claim them for yourself!
• They usually arise from situations outside your organization, and require an eye to
what might happen in the future. They might arise as developments in the market you
serve, or in the technology you use. Being able to spot and exploit opportunities can
make a huge difference to your organization's ability to compete and take the lead in
your market.
• Think about good opportunities you can spot immediately. These don't need to be
game-changers: even small advantages can increase your organization's
competitiveness. What interesting market trends are you aware of, large or small,
which could have an impact?
• You should also watch out for changes in government policy related to your field. And
changes in social patterns, population profiles, and lifestyles can all throw up
interesting opportunities.
Threats
• Threats include anything that can negatively affect your business from the outside, such as supply
chain problems, shifts in market requirements, or a shortage of recruits. It's vital to anticipate
threats and to take action against them before you become a victim of them and your growth stalls.
• Think about the obstacles you face in getting your product to market and selling. You may notice
that quality standards or specifications for your products are changing, and that you'll need to
change those products if you're to stay in the lead. Evolving technology is an ever-present threat,
as well as an opportunity!
• Always consider what your competitors are doing, and whether you should be changing your
organization's emphasis to meet the challenge. But remember that what they're doing might not be
the right thing for you to do, and avoid copying them without knowing how it will improve your
position.
• Be sure to explore whether your organization is especially exposed to external challenges. Do you
have bad debt or cash-flow problems, for example, that could make you vulnerable to even small
changes in your market? This is the kind of threat that can seriously damage your business, so be
alert.

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1. The internal factors as Strength and Weakness

2. The external factors as Threats and Opportunities

• Use SWOT Analysis to assess your organization's

• Find out what's working well, and what's not so

• You can use SWOT Analysis to make the most of

• Start to craft a strategy that distinguishes you from

• First, draw up a SWOT Analysis matrix, This is a 2x2

• Every time you identify a Strength, Weakness, Opportunity, or

• To clarify which section an idea belongs to, it may be useful to think

• Think of Opportunities and Threats as external factors, arising from

• Weaknesses, like strengths, are inherent features of your organization,

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