1. Análise Organizacional
para Vantagem
Competitiva
Milton Jeronimides
Mjeronimides@gmail.comSetembro 9,10 , 2013

2. SWOT Analysis
n a simple framework for generating strategic
alternatives from a situation analysis.
n a simple but powerful framework for analyzing
your company's Strengths and Weaknesses, and
the Opportunities and Threats you face.
n helps you to focus on your strengths, minimize
threats, and take the greatest possible advantage of
opportunities available to you.

3. SWOT Profile
Strengths
ThreatsWeaknesses
Opportunities
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L

4. SWOT Analysis
Internal-External
Analysis
IE Matrix
Analysis Tool
SWOT Analysis
SWOT Matrix

5. SWOT Analysis Matrix
Strengths
Weaknesses
Opportunities
Threats
GOOD NOW
Maintain, build, leverage
BAD NOW
Remedy, stop
GOOD FUTURE
Prioritize, optimize
BAD FUTURE
Counter, minimize

6. STRENGTHS WEAKNESSES
q What advantages does your
organization have?
q What do you do better than
anyone else?
q What unique or lowest-cost
resources do you have access to?
q What do people in your area/
locality see as your strengths?
q What should you avoid?
q What could you improve?
q What are people in your are likely to
see as weaknesses?
OPPORTUNITIES THREATS
q What are the interesting trends
you are aware of?
q Where are the good
opportunities facing you?
q What obstacles do you face?
q What is your competition doing?
q Are the required specifications for your
job, products or services changing?
q Is changing technology threatening
your position?
q Do you have bad debt or cash-flow
problems?
q Could any of your weaknesses
seriously threaten your business?
INTERNALEXTERNAL
SWOTAnalysisDiagram

7. In summary
n Strengths need to be maintained, built upon
or leveraged.
n Weaknesses need to be remedied or
stopped.
n Opportunities need to be prioritized and
optimized.
n Threats need to be countered or minimized.

8. SWOT Analysis: Internal Analysis
n Organizational structure: Does the organizational structure hinder or facilitate
a free flow of information? What about client-responsive implementation of
activities?
n Planning: Have feasible long- and short-term plans been made, involving staff
and community?
n Coordination: How well do different departments of your organization
cooperate and coordinate with each other?
n Staffing: Are staff roles clear? Do staff have consistent training and feedback to
ensure high performance?
n Supervision: Do all staff meet regularly with a supervisor? Do staff view the
supervisor's role as one of guidance, assistance, and support?
n Training: Do you regularly assess training needs of staff?
n Management Information System: Do managers have accurate information on
the progress made toward the objectives of the program?
MANAGEMENTCAPABILITIES

9. SWOT Analysis: Internal Analysis
n Capacity: What is the potential capacity of
your program to provide services? Does the
current level of activities match this capacity?
n Quality: How can you improve quality of care
in your program? What is the level of client
satisfaction?
PROGRAMMINGCAPABILITIES

10. SWOT Analysis: Internal Analysis
n Self-financing: What is your current level of
self-financing?
n Outside funding sources: What are your
current sources of financing? How stable are
these sources?
FINANCINGCAPABILITIES

11. The SWOT should cover all of the
following areas :
n Internal environment of the institution
n faculty and staff
n classrooms, laboratories and facilities (the learning environment)
n current students
n operating budget
n various committees
n research programs
n External environment of the institution
n prospective employers of graduates
n parents and families of students
n competing colleges
n preparatory high schools
n population demographics
n funding agencies

12. Situational Analysis for
Identifying Comparative
Advantage
Breakout Workshop Session

13. STEPS
1. Agreeing on the group’s understanding of
“competitiveness”
2. Identifying S-W-O-T that concern the
competitiveness of a locality
3. Analyzing the S-W-O-T through the lens of
“competitiveness” in a manner that
identifies potential comparative advantages

14. Instruções
1. Discuss the group’s understanding of
“competitiveness.” List ideas that come out
and agree on essential points.
2. Coming out of the result of the trend analysis
(and from previous S-W-O-T exercises), list
as many Strengths, Weaknesses,
Opportunities and Threats that concern the
competitiveness of your locality. Number
them.

15. Instructions…
3. Analyze how the identified Weaknesses
impact on the identified Strengths in terms of
the competitiveness of your locality.
a. Does the Weakness fully negate / cancel out
a Strength? (Mark with “X”)
b. Does the Weakness affect a Strength but
nevertheless can still be addressed /
remedied? (Mark with “?” and identify the
Weakness, e.g. W2)

16. Instructions…
4. Analyze how the identified Threats impact
on the identified Strengths in terms of the
competitiveness of your locality.
a. Does the Threat fully negate / cancel out a
Strength? (Mark with “X”)
b. Does the Threat affect a Strength but
nevertheless can still be addressed /
remedied? (Mark with “?” and identify the
Threat, e.g. T1)

17. Instructions…
5. Analyze how the identified Opportunities
impact on the identified Strengths in terms of
the competitiveness of your locality.
a. Does the Opportunity clearly enhance a
Strength? (Mark with “ü”)
b. Does the Opportunity have the possibility of
enhancing a Strength but will require
considerable effort? (Mark with “?” and
identify the Opportunity, e.g. O3)
6. Mark Strengths that are unaffected with a
“ü”

18. Analysis
n Revisit the listing of Strengths:
n Strengths marked with “ü” are the
“evident” comparative advantage
n Strengths marked with “?” can still be
comparative advantage however the
identified factors (W, T or O) still needs
to be addressed
n Strengths marked with “x” can not be
pursued realistically

19. n Milton Jeronimides worked more than
25 years as an executive in many
corporations. Held several leadership
positions as Marketing Director,
Partner Manager and Service Sales
Manager in Corporations as Microsoft,
Intersystems, TV Globo and Andersen
Consulting. At Microsoft led the
s t r a t e g y a n d m a n a g e d t h e
development of local and global
partner’s products using Microsoft
platform (ERP, CRM and BI). Founded
MCJ company, targeting Market
Development and Alliance Projects
focused on International IT Companies
willing to do business in Latin America.
n Founded MCJ Consultoria, developing
marketing and alliance projects
focused on IT companies
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