Analisis SWOT

Analisis SWOT (singkatan bahasa Inggris dari “kekuatan”/strengths, “kelemahan”/weaknesses, “kesempatan”/opportunities, dan “ancaman”/threats) adalah metode perencanaan strategis yang digunakan untuk mengevaluasi kekuatan, kelemahan, peluang, dan ancaman dalam suatu proyek atau suatu spekulasi bisnis. Proses ini melibatkan penentuan tujuan yang spesifik dari spekulasi bisnis atau proyek dan mengidentifikasi faktor internal dan eksternal yang mendukung dan yang tidak dalam mencapai tujuan tersebut.

Teknik ini dibuat oleh Albert Humphrey, yang memimpin proyek riset pada Universitas Stanford pada dasawarsa 1960-an dan 1970-an dengan menggunakan data dari perusahaan-perusahaan Fortune 500.



  • What are your advantages?
  • What do you do well?
  • What do other people see as your strengths?

(Consider this from your own point of view and from the point of view of the people you deal with. Don`t be modest – be realistic. If you are having any difficulty with this, try writing down a list of your characteristics. Some of these will hopefully be strengths!)


  • What could you improve?
  • What do you do badly?
  • What should you avoid?

(Again, consider this from an internal and external basis – do other people seem to perceive weaknesses that you do not see? Are your competitors doing any better than you? It is best to be realistic now, and face any unpleasant truths as soon as possible).


  • Where are the good opportunities facing you?
  • What are the interesting trends you are aware of?

Useful opportunities can come from such things as: -Changes in technology and markets on both a broad and narrow scale -Changes in government policy related to your field -Changes in social patterns, population profiles, lifestyle changes, etc.- Local Events


  • What obstacles do you face?
  • What is your competition doing?
  • Are the required specifications for your job, products or services changing?
  • Is changing technology threatening your position?
  • Do you have bad debt or cash-flow problems? etc.


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