#PERFECT_STRATEGY_FOR_YOUR ORGANIZATION_TO_MOVE_FORWARD Abstract For small businesses, it is important to analyze all situations carefully before taking any decision. That way, there will be fewer chances of making mistakes and designing strategies that won’t work. To help these businesses, several analytical tools are available like BUSINESS MODEL CANVAS Analysis, LEAN CANVAS Analysis, FEEDBACK CANVAS Analysis, OPEN INNOVATION CANVAS Analysis, PROJECT CANVAS Analysis, and other analysis tools that we will make you discover them in next articles. But here we will show you and explain you in details how to use SWOT Analysis Canvas. However, before you start using a SWOT Analysis template and check out SWOT analysis examples, it is important to understand what this analytical method is all about. Introduction SWOT Analysis is a 2x2 matrix which stands for Strengths, Weaknesses, Opportunities and Threats. By analyzing your business or career in these four areas, you'll be able to cut through the noise, and focus on what really matters. You can use SWOT Analysis to identify a sustainable niche for your company or on a personal level, to help you develop your own career. By understanding your strengths and weaknesses, you can exploit the most relevant opportunities in the marketplace and manage threats that might otherwise take you by surprise. To do your SWOT Analysis you'll need a piece of paper or you can print off the worksheet. And give yourself enough time to think about. It pays to consider each of the four areas in depth, and to try to be as realistic and rigorous as possible. Strength Section Starting with Strengths (internal, helpful factors), ask yourself some “W” key questions like:  What advantages do you have that others don't have (for example, skills, certifications, education, or connections)?  What do you do better than anyone else?  What do people in your market see as your strengths?  What unique or lowest-cost resources can you draw upon that others can't?  What factors mean that you "get the sale"?  What is your organization's Unique Selling Proposition (USP)?  What personal resources can you access?  What do other people (and your boss, in particular) see as your strengths?  Which of your achievements are you most proud of?  What values do you believe in that others fail to exhibit? Are you part of a network that no one else is involved in? If so, what connections do you have with influential people?  Do you have strong research and development capabilities? Manufacturing facilities?  What other positive aspects, internal to your business, add value or offer you a competitive advantage?  What internal resources do you have? Think about the following:   Positive attributes of people, such as knowledge, background, education, credentials, network, reputation, or skills. Tangible assets of the company, such as capital, credit, existing customers or distribution channels, patents, or technology. Consider your strengths from both an internal perspective, and from the point of view of the people around you or from your customers and people in your market. And don't be modest or shy – be as objective as you can. Knowing and using your strengths can make you happier and more fulfilled at work. See our Strengths Finder article for more help on this. Also, if you're having any difficulty identifying strengths, try writing down a list of your personal or organization's characteristics. Some of these will hopefully be strengths! When looking at your strengths, think about them in relation to your competitors. For example, if all of your competitors provide high quality products, then a high quality production process is not strength in your organization's market, it's a necessity Weaknesses Section Moving onto Weaknesses (internal, harmful factors), ask yourself      What could you improve? What should you avoid? What factors lose you sales? What do outsiders see as your weaknesses? What tasks do you usually avoid because you don't feel confident doing them? What will the people around you see as your weaknesses?  Are you completely confident in your education and skills training? If not, where are you weakest?  What are your negative work habits (for example, are you often late, are you disorganized, do you have a short temper, or are you poor at handling stress)?  Do you have personality traits that hold you back in your field? For instance, if you have to conduct meetings on a regular basis, a fear of public speaking would be a major weakness. Again, consider this from a personal/internal perspective and an external perspective. Do other people seem to perceive weaknesses that you don't see? Do co-workers consistently outperform you in key areas? Be realistic – it's best to face any unpleasant truths as soon as possible. Are your competitors doing any better than you? Opportunities Section With Opportunities , you'll want to consider where you’re best opportunities lie.  What interesting trends are you aware of?  What opportunities might arise from changes in technology, government policy, social patterns, and the like? And this is really important what opportunities do your strengths open up for you?  What new technology can help you? Or can you get help from others or from people via the Internet?  What good opportunities can you spot?  What interesting trends are you aware of?  Is there a need in your company or industry that no one is filling?  Is your industry growing? If so, how can you take advantage of the current market?  Do you have a network of strategic contacts to help you, or offer good advice?  What trends (management or otherwise) do you see in your company, and how can you take advantage of them?  Are any of your competitors failing to do something important? If so, can you take advantage of their mistakes?  Do your customers or vendors complain about something in your company? If so, could you create an opportunity by offering a solution?  Useful opportunities can come from such things as: o Changes in technology and markets on both a broad and narrow scale. o Changes in government policy related to your field. o Changes in social patterns, population profiles, lifestyle changes, and so on. o Local events.  You might find useful opportunities in the following: o Networking events, educational classes, or conferences. o A colleague going on an extended leave. Could you take on some of this person's projects to gain experience? o A new role or project that forces you to learn new skills, like public speaking or international relations. o A company expansion or acquisition. Do you have specific skills (like a second language) that could help with the process? A useful approach when looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them. Threats Section Finally Threats, Ask yourself what obstacles you or your company face.  What is your competition doing that you should be worried about?  Do you have bad debt or cash-flow problems and what threats do your weaknesses expose you to?  Are quality standards or specifications for your job, products or services changing?  Is changing technology threatening your position?  Could any of your weaknesses seriously threaten your business?  Are any of your colleagues competing with you for projects or roles?  Is your job (or the demand for the things you do) changing? Performing this analysis will often provide key information – it can point out what needs to be done and put problems into perspective. When you're making your lists, be precise and prioritize, so the most important points are at the top. You'll find that your strengths and weaknesses are often internal to you or your organization, while opportunities and threats often relate to external factors. This is why SWOT Analysis is often called Internal/External Analysis. When you've finished the analysis, you'll have a better understanding of how you can compete successfully, and you'll have made a good start on crafting an effective strategy for success. Example  How to Use SWOT ANALYSIS CANVAS  SWOT ANALYSIS Shit to use : Works Cited Brooks, Chad. (2015). Business News Daily Senior. Kalb, I. (2014, Apr. 2). businessinsider. Mindtools. (n.d.). Mindtools. Retrieved Mindtools, from https://www.mindtools.com/pages/article/newTMC_05.htm MORRISON, M. (2014). Rapidbi. Retrieved Rapidbi, from https://rapidbi.com/swotanalysis/#.Vitoz_krLDc Pestleanalysis. (n.d.). Pestleanalysis. Retrieved 2014 Pestleanalysis, from http://pestleanalysis.com/swot-analysisexamples/ Washington.edu. (n.d.). SWOT ANALYSIS CANVAS.