swot分析模型英文

海因茨·韦里克（Heinz Weihrich）：SWOT矩阵的创始人，美国旧金山大学国际管理和行为科学教授 美国旧金山大学国际管理和行为科学教授。swot矩阵的创始人,该方法现在被广泛应用于战略制定领域。他目前的研究领域包括如何提高企业和国家的全球竞争力战略管理管理卓越和全球化领导。

海因茨·韦里克。

SWOT矩阵的创始人，美国旧金山大学国际管理和行为科学教授。swot矩阵的创始人，该方法现在被广泛应用于战略制定领域。他目前的研究领域包括如何提高企业和国家的全球竞争力战略管理管理卓越和全球化领导。

韦里克博士在美国和其他国家发表了100多篇文章，其中有许多刊登在全球著名的杂志上，如《人力资源规划》、《系统管理》、《国际管理周刊》、《欧洲商业周刊》、《管理者学会》等等，并曾于1999年获得一本杂志上最佳论文的殊荣。

扩展资料：

SWOT分析法常常被用于制定集团发展战略和分析竞争对手情况，在战略分析中，它是最常用的方法之一。

成功应用SWOT分析法的简单规则：

1、进行SWOT分析的时候必须对公司的优势与劣势有客观的认识。

2、进行SWOT分析的时候必须区分公司的现状与前景。

3、进行SWOT分析的时候必须考虑全面。

4、进行SWOT分析的时候必须与竞争对手进行比较，比如优于或是劣于你的竞争对手。

5、保持SWOT分析法的简洁化，避免复杂化与过度分析。

6、SWOT分析法因人而异。

参考资料来源：百度百科——海因茨·韦里克

SWOT analysis is an important tool for auditing the overall strategic position of a business and its environment. The Key Distinction - Internal and External IssuesStrengths and weaknesses are Internal factors. For example, a strength could be your specialist marketing expertise. A weakness could be the lack of a new product. Opportunities and threats are external factors. For example, an opportunity could be a developing distribution channel such as the Internet, or changing consumer lifestyles that potentially increase demand for a company's products. A threat could be a new competitor in an important existing market or a technological change that makes existing products potentially obsolete.

Strength and weakness analysis is an internal company exercise to gauge your ability to compete effectively. Opportunity and threat analysis is an external exercise centered on competitors and the external environment that affect a company's ability to compete effectively. Taken together, they are referred to as SWOT analysis.Each distribution channel alternative and sales force option carries specific costs that can be estimated in most industries and categories.Small businesses need to network with potential or current customers, industry associations, trade suppliers, and competitors to help answer these questions. Key questions are:What are the barriers (difficulties) to entering this product category via each distribution channel? How much do various distribution channels cost to successfully enter? Over what period of time is this money being spent? Should we distribute our business products locally, regionally, nationally? And in what order, or through all channels at the same time? Are some or all of the items we sell subject to varying product life cycles? How do our products compare to competitor product life cycles by channel? What types of competitive spending, promotions, advertising, and field sales response will our business entry encounter by type of distribution channel? Other considerations. In some categories of small business, other factors should be considered, such as:ease and affordability of entering the product category geographic locations of customers existing competitors' market shares product life cycle by channel (e.g., vending products may reach saturation in a few months, or have only seasonal distribution) absolute size of competitors and their financial resources For an example of how SWOT analysis might be conducted for a small service company, see our case study.——————————————————————————————————————————Case Study: Life Designs ArchitectureOur independent architect who specializes in designing residential homes, Life Designs, has a strengths, weaknesses, opportunities, and threats (SWOT) list that includes:Strengths:ability to respond quickly to customer demands and changes ability to make acceptable margins on small jobs, with low overhead high-quality of work and experience reputation for being affable, honest, and easy to work with reputation for good value of services and prices appeal to customers of working directly with the architect/principal Weaknessesvery limited financial, personnel, and time resources a limit of three to four projects at any given time inability to sell and work on a project at the same time not having a personal relationship with influential local business leaders being known for a limited number of architectural design "styles" Opportunitiesa growing market for new homes and more upscale homeowners moving to the area, fostered by a growing local economy a chance to contract with a local developer for an exclusive agreement a chance to work with the university architectural design department as a visiting lecturer a chance to relocate his office from his home to a co-op business office center, with shared secretaries, receptionist, conference rooms, and computers the availability of hiring independent sales reps to work with residential owners, real estate firms, and contractors Threatsa growing amount of advertising and business inroads by outside regional and national firms in the local area new local zoning codes and state/federal legislation increasing the cost of new home and remodeling/addition work increasing costs of building materials a possible shortage of skilled building trade people in the area a new competitor in the area specializing in residential home design, especially in his known "style" of design

S.W.O.T.分析法是竞争情报分析常用的方法之一。所谓SWOT（态势）分析，就是将与研究对象密切相关的各种主要内部优势因素（Strengths）、弱点因素（Weaknesses）、机会因素（Opportunities）和威胁因素（Threats），通过调查罗列出来，并依照一段的次序按矩阵形式排列起来，然后运用系统分析的思想，把各种因素相互匹配起来加以分析，从中得出一系列相应的结论（如对策等）。