SWOT ANALYSIS
A short- hand summary of a
Situational Analysis
SWOT
This is often done for organisations but not
often for cities/towns/regions
SWOT
SWOT stands for:
Strengths,
Weaknesses,
Opportunities and
Threats.

SWOT
STRENGTHS AND WEAKNESS
These are internal aspects of your
organisation/town/city which are helping
you or preventing you from achieving your
objectives.
SWOT
Each aspect needs to be considered and
listed as either a Strength or a Weakness.
[Some things might be both]
The idea is to establish ways of exploiting
the strengths and overcoming the
weaknesses.
SWOT
 OPPORTUNITIES AND THREATS
 These are external considerations which have an
influence on the organisation but over which you have no
direct control:
 • sector changes [ e.g. in music or technologies etc,]
 • funding for infrastructure
 • Local Authority or City changes [new laws]
 • competition – other towns
 • urban development
 • demographic changes [potential workforce is changing
– population is getting older, young people leaving]
SWOT
The idea here is that you consider
strategies for overcoming threats
and making the opportunities
work for you.
SWOT
Having completed the SWOT Analysis it
is time to make this information begin to
work for you by drawing out the
conclusions and implications.
These implications form the starting point
of the strategic plan.
SWOT
At this stage you have gained an idea of
the present performance of your
organisation . Before a plan can actually
be devised it is important to go into greater
detail in analysing and deciding upon:
• Who or what you are competing against
• How you want to be seen as a city/town.
What do you want to be known for