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Mstari 38: ===Ushahidi katika Matumizi ya SWOT=== Uchambuzi wa SWOT huweza kupunguza mikakati inayofikiriwa katika tathmini. "Aidha, watu ambao wanatumia SWOT wanaweza kufikiri kuwa wamefanya kazi nzuri ya kupanga na wapuuze mambo yanayostahili kama kufafanua malengo ya kampuni au kuhesabu [[ROI]] kwa mikakati mbadala." <ref>[{{Cite web \|url=http://manyworlds.com/exploreco.aspx?coid=CO85041445304 \|title=ManyWorlds.com: usifanye SWOT: Elezo kuhusu Mipango ya Elimu ya Soko] \|accessdate=2009-12-07 \|archiveurl=https://web.archive.org/web/20090323073659/http://manyworlds.com/exploreco.aspx?coid=CO85041445304 \|archivedate=2009-03-23 }}</ref> Matokeo kutoka Menon na wenzake (1999)[5] <ref>{{cite journal \| author = Menon, A. et al. \| title = Antecedents and Consequences of Marketing Strategy Making \| journal = Journal of Marketing \| volume = 63 \| pages = 18–40 \| year = 1999 \| doi = 10.2307/1251943}}</ref> na Hill na Westbrook (1997) <ref>{{cite journal \| author = Hill, T. & R. Westbrook \| title = SWOT Analysis: It’s Time for a Product Recall \| journal = Long Range Planning \| volume = 30 \| issue = 1 \| pages = 46–52 \| year = 1997 \| doi = 10.1016/S0024-6301(96)00095-7}}</ref> yameonyesha kwamba SWOT huweza kudhuru utendaji. Kama mbadala wa SWOT, [[J. Scott Armstrong]] anaelezea mbinu mbadala ya hatua tano (5) ambayo hupelekea utendaji bora wa shirika. <ref>{{cite journal \| author = J. Scott Armstrong \| title = The Value of Formal Planning for Strategic Decisions \| journal = Strategic Management Journal \| volume = 3 \| pages = 197–211 \| year = 1982 \| doi = 10.1002/smj.4250030303}}</ref> Ukosoaji huu unaelekezwa kwa toleo la zamani la SWOT linalotangulia uchanganuzi wa Uchambuzi wa uwezo,udhaifu,fursa na vitisho ulioelezewa hapo juu, kwa mada "Mkakati na Matumizi bunifu ya uchanganuzi SWOT." Toleo hili la zamani halikuhitaji SWOT zitolewe kutoka kwa lengo lililokubaliwa. Mifano ya uchanganuzi wa SWOT isiyotaja lengo imetolewa hapa chini katika "Rasilimali za kibinadamu" na "elimu ya soko." Mstari 60: ==Uchanganuzi wa kimandhari wa SWOT == [[File:SWOT-landscape.jpg\|thumb]] Mandhari ya SWOT huchukua usimamizi wa aina mbalimbali kwa maono mapana ya kutazamia utendaji wa kulinganishwa vitu kulingana na matokeo yake Brendan Kitts, Leif Edvinsson na Tord Beding (2000). <ref>Brendan Kitts, Leif Edvinsson na Tord Beding (2000)Kudhihirisha elimu ya kihistoria ya utendaji wa kampuni iwe ya uingiliano, tilia shaka-uwezo 3D Mazingara http://de.scientificcommons.org/534302 {{Wayback\|url=http://de.scientificcommons.org/534302 \|date=20090506122059 }}</ref> Mabadiliko katika utendaji wa kadiri huendelea kutambuliwa. Miradi (au vitengo vingine vya vipimo ) ambavyo vingeweza kuwa hatari vinazungumziwa. Mstari 124: == Viungo vya nje == * [http://www.mbatoolbox.org/stories/storyReader$19 Uchambuzi wa misitu na kesi za misitu] {{Wayback\|url=http://www.mbatoolbox.org/stories/storyReader$19 \|date=20120204141117 }} * [http://www.mindtools.com/pages/article/newTMC_05.htm Videyo na nakala ya uchambuzi wa uwezo,udhaifu,fursa na vitisho(MindTools.com)] * [http://www.businessballs.com/swotanalysisfreetemplate.htm mbinu na mifano ya uchambuzi wa uwezo,udhaifu,fursa na vitisho (Businessballs.com)]

Uchambuzi wa SWOT : Tofauti kati ya masahihisho