SWOT Analysisとは何ですか？

SWOT analysis is one of the most widely used tools in strategic planning, originally developed at Stanford Research Institute in the 1960s and later popularized through Harvard Business School. The framework divides strategic factors into two dimensions: internal factors (Strengths and Weaknesses — things the organization controls) and external factors (Opportunities and Threats — things the organization must respond to in the market environment). The output is typically a two-by-two matrix that provides a snapshot of the business's strategic position.

Strengths are internal competitive advantages: proprietary technology, a strong brand, cost efficiencies, talented team, or high customer retention. Weaknesses are internal deficiencies: cash flow constraints, skills gaps, aging infrastructure, or over-reliance on a single customer. Opportunities are favorable external conditions: emerging markets, regulatory changes that benefit the business, competitor exits, or shifts in consumer behavior. Threats are external risks: new entrants, substitutes, regulatory crackdowns, supply chain disruptions, or macroeconomic headwinds.

The real value of SWOT comes in the cross-analysis: matching Strengths to Opportunities (SO strategies — how do we use what we're good at to capture market opportunities?), using Strengths to counter Threats (ST strategies), addressing Weaknesses to pursue Opportunities (WO strategies), and minimizing Weaknesses while avoiding Threats (WT strategies). This cross-matrix thinking transforms a static inventory into actionable strategy.

SWOT is most useful as a starting point for strategic discussion rather than a final output. It tends to produce long lists without inherent prioritization, so it works best when combined with other tools like Porter's Five Forces, scenario planning, or OKR-setting processes.