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WHAT IS A SWOT ANALYSIS AND WHY SHOUL D YOU USEONE?

SWOT stands for: Strength, Weakness, O pportunt!, Threat" A SWOT ana#!ss gudes !ou to

dentf! !our organ$aton%s strengths and &eaknesses 'S(W), as &e## as *roader opportuntes

and threats 'O(T)" De+e#opng a fu##er a&areness of the stuaton he#ps &th *oth strateg

 p#annng and deson(-akng"

The SWOT -ethod &as orgna##! de+e#oped for *usness and ndustr!, *ut t s e.ua##!

usefu# n the &ork of o--unt! hea#th and de+e#op-ent, eduaton, and e+en for persona#

gro&th"

SWOT s not the on#! assess-ent tehn.ue !ou an use" /o-pare t &th to deter-ne f ths

s the rght approah for !our stuaton" The strengths of ths -ethod are ts s-p#t! and

app#aton to a +aret! of #e+e#s of operaton"

WHEN DO YOU USE SWOT?

A SWOT analysis can offer helpful perspectives at any stage of an effort. You might use

it to:

• E0p#ore poss*#tes for ne& efforts or so#utons to pro*#e-s"

• 1ake desons a*out the *est path for !our ntat+e" Identf!ng !our opportuntes

for suess n onte0t of threats to suess an #arf! dretons and hoes"

• Deter-ne &here hange s poss*#e" If !ou are at a 2unture or turnng pont, an

n+entor! of !our strengths and &eaknesses an re+ea# prortes as &e## as

 poss*#tes"

• Ad2ust and refne p#ans -d(ourse" A ne& opportunt! -ght open &der a+enues,

&h#e a ne& threat ou#d #ose a path that one e0sted"

SWOT a#so offers a s-p#e &a! of o--unatng a*out !our ntat+e or progra- and an

e0e##ent &a! to organ$e nfor-aton !ou3+e gathered fro- studes or sur+e!s"

WHAT A4E THE ELE1EN TS O5 A SWOT ANALYSIS?

A SWOT ana#!ss fouses on Strengths, Weaknesses, Opportuntes, and Threats"

4e-e-*er that the purpose of perfor-ng a SWOT s to re+ea# post+e fores that &ork

together and potenta# pro*#e-s that need to *e reogn$ed and poss*#! addressed"

We &## dsuss the proess of reatng the ana#!ss *e#o&, *ut frst here are a fe& sa-p#e

#a!outs for !our SWOT ana#!ss"

Ask partpants to ans&er these s-p#e .uestons: &hat are the strengths and &eaknesses of

!our group, o--unt!, or effort, and &hat are the opportuntes and threats fang t?

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Internal External

Strengths Weaknesses Opportuntes Threats

 

If a #ooser struture he#ps !ou *ranstor-, !ou an group post+es and negat+es to thnk *road#!

a*out !our organ$aton and ts e0terna# en+ron-ent"

Positives egatives

• Strengths

• Assets

• 4esoures

• Opportuntes

• 6rospets

• Weaknesses

• L-tatons

• 4estrtons

• Threats

• /ha##enges

 

7e#o& s a thrd opton for struturng !our SWOT ana#!ss, &hh -a! *e approprate for a #arger

ntat+e that re.ures deta#ed p#annng" Ths 8TOWS 1atr08 s adapted fro- 5red Da+d3s Strategic

 Management te0t"

ST!E"T#S

9"

"

;"

<"

WEA$ESSES

9"

"

;"

<"

OPPO!T%ITIES

9"

"

Opportunt!(Strength 'OS) Strateges

Use the strengths to take ad+antage of

opportuntes

Opportunt!(Weakness 'OW) Strateges

O+ero-e &eaknesses *! takng ad+antage

of opportuntes

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;"

<"

9"

"

9"

"

T#!EATS

9"

"

;"

<"

Threat(Strength 'TS) Strateges

Use strengths to a+od threats

9"

"

Threat(Weakness 'TW) Strateges

1n-$e &eaknesses and a+od threats

9"

"

 

Da+d g+es an e0a-p#e for /a-p*e## Soup /o-pan! that stresses fnana# goa#s, *ut t a#so

##ustrates ho& !ou an par the te-s &thn a SWOT grd to de+e#op strateges" 'Ths +erson of thehart s a**re+ated")

  ST!E"T#S

• /urrent proft rato nreased

• E-p#o!ee -ora#e hgh

• 1arket share has nreased

WEA$ESSES

• Lega# suts not reso#+ed

• 6#ant apat! has fa##en

• Lak of strateg -anage-ent

s!ste-

OPPO!T%ITIES

• Western European

unfaton

• 4sng hea#th

onsousness n

se#etng foods

• De-and for soups

nreasng annua##!

Opportunt!(Strength 'OS) Strateges

• A.ure food o-pan! n

Europe 'S9, S;, O9)

• De+e#op ne& hea#th! soups

'S, O)

Opportunt!(Weakness 'OW)

Strateges

• De+e#op ne& 6epperdge 5arn

 produts 'W9, O, O;)

T#!EATS

• Lo& +a#ue of do##ar 

• Tn ans are not

 *odegrada*#e

Threat(Strength 'TS) Strateges

• De+e#op ne& *odegrada*#e

soup ontaners 'S9, T)

Threat(Weakness 'TW) Strateges

• /#ose unprofta*#e European

operatons 'W;, T9)

 

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Ths e0a-p#e a#so ##ustrates ho& threats an *eo-e opportuntes 'and +e +ersa)" The

#-taton of tn ans '&hh aren3t *odegrada*#e) reates an opportunt! for #eadershp n

de+e#opng *odegrada*#e ontaners" There are se+era# for-ats !ou an use to do a SWOT

ana#!ss, n#udng a *as SWOT for-that !ou an use to pro-pt ana#!ss, *ut &hate+er

for-at !ou use, don3t *e surprsed f !our strengths and &eaknesses don3t prese#! -ath upto !our opportuntes and threats" You -ght need to refne, or !ou -ght need to s-p#! #ook

at the fats #onger, or fro- a dfferent ang#e" Your hart, #st or ta*#e &## ertan#! re+ea#

 patterns"

LISTIN= YOU4 IN TE4NAL 5A/TO4S: ST4EN=THS ANDWEA>NESSES 'S , W)

Internal factors inclu&e your resources an& experiences. "eneral areas to consi&er:

• Hu-an resoures ( staff, +o#unteers, *oard -e-*ers, target popu#aton

• 6h!sa# resoures ( !our #oaton, *u#dng, e.up-ent

• 5nana# ( grants, fundng agenes, other soures of no-e

• At+tes and proesses ( progra-s !ou run, s!ste-s !ou e-p#o!

• 6ast e0perenes ( *u#dng *#oks for #earnng and suess, !our reputaton n the

o--unt!

Don3t *e too -odest &hen #stng !our strengths" If !ou3re ha+ng dffu#t! na-ng the-,

start *! s-p#! #stng !our haratersts 'e"g", &e3re s-a##, &e3re onneted to the

negh*orhood)" So-e of these &## pro*a*#! *e strengths"

A#though the strengths and &eakness of !our organ$aton are !our nterna# .ua#tes, don3t

o+er#ook the perspet+e of peop#e outsde !our group" Identf! strengths and &eaknesses

fro- *oth !our o&n pont of +e& and that of others, n#udng those !ou ser+e or dea# &th"

Do others see pro*#e-s((or assets((that !ou don3t?

Ho& do !ou get nfor-aton a*out ho& outsders pere+e !our strengths and &eaknesses?

You -a! kno& a#read! f !ou3+e #stened to those !ou ser+e" If not, ths -ght *e the t-e to

gather that t!pe of nfor-aton" See re#ated setons for deas on ondutng fous groups,

user sur+e!s, and #stenng sessons"

LISTIN= ETE4NAL 5A/TO4S: O66O4TUNITIES AND TH4EATS ' O,T)

/ast a &de net for the e0terna# part of the assess-ent" No organ$aton, group, progra-, or

negh*orhood s --une to outsde e+ents and fores" /onsder !our onnetedness, for

 *etter and &orse, as !ou o-p#e ths part of !our SWOT #st

'orces an& facts that your group &oes not control inclu&e:

•

5uture trends n !our fe#d or the u#ture• The eono-! ( #oa#, natona#, or nternatona#

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• 5undng soures ( foundatons, donors, #egs#atures

• De-ographs ( hanges n the age, rae, gender, u#ture of those !ou ser+e or n !our 

area

• The ph!sa# en+ron-ent 'Is !our *u#dng n a gro&ng part of to&n? Is the *uso-pan! uttng routes?)

• Legs#aton 'Do ne& federa# re.ure-ents -ake !our 2o* harder"""or easer?)

• Loa#, natona# or nternatona# e+ents

HOW D O YOU /4EATE A SWOT ANALYSIS?

WHO DE@ELO6S THE SWOT?

The -ost o--on users of a SWOT ana#!ss are tea- -e-*ers and pro2et -anagers &ho

are respons*#e for deson(-akng and strateg p#annng"

7ut don3t o+er#ook an!one n the reaton stage

An nd+dua# or s-a## group an de+e#op a SWOT ana#!ss, *ut t &## *e -ore effet+e f

!ou take ad+antage of -an! stakeho#ders" Eah person or group offers a dfferent perspet+e

on the strengths and &eaknesses of !our progra- and has dfferent e0perenes of *oth"

Lke&se, one staff -e-*er, or +o#unteer or stakeho#der -a! ha+e nfor-aton a*out an

opportunt! or threat that s essenta# to understandng !our poston and deter-nng !our

future"

WHEN AND WHE4E DO YOU DE@ELO6 A SWOT ANALYSIS?

A SWOT ana#!ss s often reated durng a retreat or p#annng sesson that a##o&s se+era#

hours for *ranstor-ng and ana#!ss" The *est resu#ts o-e &hen the proess s o##a*orat+e

and n#us+e"

When reatng the ana#!ss, peop#e are asked to poo# ther nd+dua# and shared kno&#edge

and e0perene" The -ore re#a0ed, frend#! and onstrut+e the settng, the -ore truthfu#,

o-prehens+e, nsghtfu#, and usefu# !our ana#!ss &## *e"

HOW DO YOU D E@ELO 6 A SWOT ANALYSIS?

Steps for con&ucting a SWOT analysis:

• Desgnate a #eader or group fa#tator &ho has good #stenng and group proess

sk##s, and &ho an keep thngs -o+ng and on trak"

• Desgnate a reorder to *ak up the #eader f !our group s #arge" Use ne&sprnt on a

f#p hart or a #arge *oard to reord the ana#!ss and dsusson ponts" You an reord

#ater n a -ore po#shed fashon to share &th stakeho#ders and to update"

• Introdue the SWOT -ethod and ts purpose n !our organ$aton" Ths an *e as

s-p#e as askng, 8Where are &e, &here an &e go?8 If !ou ha+e t-e, !ou ou#d runthrough a .uk e0a-p#e *ased on a shared e0perene or &e##(kno&n pu*# ssue"

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• Dependng on the nature of !our group and the t-e a+a#a*#e, #et a## partpants

ntrodue the-se#+es" Then d+de !our stakeho#ders nto s-a##er groups" If !our

retreat or -eetng dra&s se+era# groups of stakeho#ders together, -ake sure !ou -0

the s-a## groups to get a range of perspet+es, and g+e the- a hane to ntrodue

the-se#+es"

o The s$e of these depends on the s$e of !our entre group B *reakout groups

an range fro- three to ten" If the s$e gets -uh #arger, so-e -e-*ers -a!

not partpate"

• Ha+e eah group desgnate a reorder, and pro+de eah &th ne&sprnt or dr! (erase

 *oard" Dret the- to reate a SWOT ana#!ss n the for-at !ou hoose(a hart,

o#u-ns, a -atr0, or e+en a page for eah .ua#t!"

o =+e the groups C(;C -nutes to *ranstor- and f## out ther o&n strengths,

&eakness, opportuntes and threats hart for !our progra-, ntat+e or effort"

Enourage the- not to ru#e out an! deas at ths stage, or the ne0t"

o 4e-nd groups that the &a! to ha+e a good dea s to ha+e #ots of deas"

4efne-ent an o-e #ater" In ths &a!, the SWOT ana#!ss a#so supports

+a#ua*#e dsusson &thn !our group or organ$aton as !ou honest#! assess"

o It he#ps to generate #ots of o--ents a*out !our organ$aton and !our

 progra-, and e+en to put the- n -u#tp#e ategores f that pro+okes thought"

o

One a #st has *een generated, t he#ps to refne t to the *est 9C or fe&er ponts so that the ana#!ss an *e tru#! he#pfu#"

• 4eon+ene the group at the agreed(upon t-e to share resu#ts" =ather nfor-aton

fro- the groups, reordng on the f#p(hart or *oard" /o##et and organ$e the

dfferng groups3 deas and pereptons"

o 6roeed n S(W(O(T order, reordng strengths frst, &eaknesses seond, et"

o Or !ou an *egn *! a##ng for the top prortes n eah ategor! (the

strongest strength, -ost dangerous &eakness, *ggest opportunt!, &orst

threat((and ontnue to &ork aross eah ategor!"

o Ask one group at a t-e to report '8=roup A, &hat do !ou see as strengths?8)

You an +ar! &hh group *egns the report so a ertan group sn3t a#&a!s #eft

8*rngng up the end8 and repeatng ponts -ade *! others" '8=roup 7, #et3s

start &th !ou for &eaknesses"8)

o Or, !ou an open the f#oor to a## groups '8What strengths ha+e !ou noted?8)

for eah ategor! unt# a## ha+e ontr*uted &hat the! thnk s needed"

•

Dsuss and reord the resu#ts" Dependng on !our t-e fra-e and purpose:

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o /o-e to so-e onsensus a*out the -ost -portant te-s n eah ategor!

o 4e#ate the ana#!ss to !our +son, -sson, and goa#s

o Trans#ate the ana#!ss to aton p#ans and strateges

• If approprate, prepare a &rtten su--ar! of the SWOT ana#!ss to share

&th partpants for ontnued use n p#annng and -p#e-entaton"

1ore deas on ondutng suessfu# -eetngs an *e found n /o--unt! Too# 7o0

resoures on ondutng pu*# foru-s and #stenng sessons, ondutng fous groups,

and organ$ng a retreat"

HOW DO YOU USE YOU4 S WOT ANALYSIS?

7etter understandng the fators affetng !our ntat+e put !ou n a *etter poston for

aton" Ths understandng he#ps as !ou:

• Identf! the ssues or pro*#e-s !ou ntend to hange

• Set or reaffr- goa#s

• /reate an aton p#an

As !ou onsder !our ana#!ss, *e open to the poss*#tes that e0st &thn a &eakness or

threat" Lke&se, reogn$e that an opportunt! an *eo-e a threat f e+er!one e#se sees the

opportunt! and p#ans to take ad+antage of t as &e##, there*! nreasng !our o-petton"

5na##!, durng !our assess-ent and p#annng, !ou -ght keep an -age n -nd to he#p !ou-ake the -ost of a SWOT ana#!ss: Look for a "stretch," not just a "fit." As 4adha

7a#a-ura#krshna and ohn /" Dugger of Io&a State Un+erst! pont out, SWOT usua##!

ref#ets !our urrent poston or stuaton" Therefore one dra&*ak s that t -ght not

enourage openness to ne& poss*#tes" You an use SWOT to 2ustf! a ourse that has

a#read! *een deded upon, *ut f !our goa# s to gro& or -pro+e, !ou &## &ant to keep ths

n -nd"

IN SU11A4Y

A rea#st reognton of the &eaknesses and threats that e0st for !our effort s the frst step

to ounterng the- &th a ro*ust set of strateges that *u#d upon strengths and opportuntes"

A SWOT ana#!ss dentfes !our strengths, &eaknesses, opportuntes and threats to assst

!ou n -akng strateg p#ans and desons"

DEVELOPING AND USING A SWOT ANALYSIS

 ___  Your group or organization has deterined! "ased on its strengths and

#hara#teristi#s! to use a SWOT ana$%sis to he$p de&e$op strategies 'or

#hange

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 ___You ha&e designed %our retreat or eeting as (e$$ as the 'or o' the

SWOT ana$%sis %ou (i$$ #ondu#t

 ___You ha&e in&o$&ed a di&erse group o' sta)eho$ders in #reating the

SWOT assessent

 ___You #ondu#ted the SWOT ana$%sis eeting and generated a $ist o'

interna$ strengths and (ea)nesses and e*terna$ opportunities and threats

 ___You #onsidered the SWOT 'a#tors 'ro others+ points o' &ie(s as (e$$ as

%our o(n

 ___You ha&e used %our SWOT ana$%sis as a too$ to dis#o&er or #on,r

areas 'or a#tion and ipro&eent

 ___You ha&e used %our SWOT ana$%sis to de&e$op strategies 'or #hange

-ONDU-TING A SWOT ANALYSIS ___ At %our eeting or retreat! designate a $eader or group 'a#i$itator

 ___ Designate a re#order i' %our group is $arge. Use ne(sprint on a /ip

#hart or a $arge "oard to re#ord the ana$%sis and dis#ussion points

 ___Introdu#e the SWOT ethod and its purpose in %our organization

 ___Di&ide %our sta)eho$ders into sa$$er groups 0o' three to 12! depending

on %our size3. 4i* the sa$$ groups to get a range o' perspe#ti&es! andgi&e peop$e a #han#e to introdu#e these$&es

 ___Dire#t ea#h group to designate a re#order! and pro&ide ea#h (ith

ne(sprint or dr%5erase "oard. Instru#t the to #reate a SWOT ana$%sis in

the 'orat %ou #hoose 5a #hart! #o$uns! a atri*! or e&en a page 'or

ea#h 6ua$it%

 ___Gi&e the groups 72582 inutes to "rainstor and ,$$ out their o(n

strengths ! (ea)ness! opportunities and threats #hart 'or %our progra!

initiati&e or e9ort

 ___:e#on&ene the group to share resu$ts! re#ording on the /ip5#hart or

"oard. -o$$e#t and organize the di9ering groups+ ideas and per#eptions "%

as)ing 'or resu$ts 'ro one group at a tie or "% opening the /oor to a$$

groups. Use one o' the 'o$$o(ing orders to re#ord resu$ts;

• S5W5O5T order! re#ording strengths ,rst! (ea)nesses se#ond! et#.

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•  Top priorit% order 'or ea#h #ategor% 5the strongest strength! ost

dangerous (ea)ness! "iggest opportunit%! (orst threat

 ___Dis#uss insights! repeated ites! and #ross #onne#tions "et(een

#ategories 5<This strength p$a%s into that opportunit%<

 ___Use the resu$ts to support %our purpose 'or the eeting;

• -oe to soe #onsensus a"out ost iportant ites in ea#h

#ategor%

• :e$ate the ana$%sis to %our &ision! ission! and goa$s

•  Trans$ate the ana$%sis to a#tion p$ans and strategies

 ___I' appropriate! prepare a (ritten suar% o' the SWOT ana$%sis 'or

parti#ipants to use in p$anning and ip$eenting %our e9ort

PE:=O:4ING A SWOT ANALYSIS

>ere are soe genera$ 6uestions in ea#h SWOT #ategor% to propt ana$%sis o'

%our organization! #ounit%! or e9ort.

  Positives Negatives

Internal

• >uan resour#es

• Ph%si#a$ resour#es

• =inan#ia$ resour#es

• A#ti&ities and

pro#esses

• Past e*perien#es

Strengths

What are %our o(n

ad&antages! in ters o'

peop$e! ph%si#a$ resour#es!

,nan#es?

What do %ou do (e$$? What

a#ti&ities or pro#esses ha&e

et (ith su##ess?

Weaknesses

What #ou$d "e ipro&ed in

%our organization in ters o'

sta@ng! ph%si#a$ resour#es!

'unding?

What a#ti&ities and pro#esses

$a#) e9e#ti&eness or are

poor$% done?

External

• =uture trends 5 in

%our ,e$d or the

Opportunities

What possi"i$ities e*ist to

support or he$p %our e9ort 5 in

Threats

What o"sta#$es do %ou 'a#e

that hinder the e9ort 5 in the

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#u$ture

•  The e#ono%

• =unding sour#es

0'oundations!

donors!

$egis$atures3

• Deographi#s

•  The ph%si#a$

en&ironent

• Legis$ation

• Lo#a$! nationa$! or

internationa$

e&ents

the en&ironent! the peop$e

%ou ser&e! or the peop$e (ho

#ondu#t %our (or)?

What $o#a$! nationa$! or

internationa$ trends dra(

interest to %our progra?

Is a so#ia$ #hange or

deographi# pattern

'a&ora"$e to %our goa$?

Is a ne( 'unding sour#e

a&ai$a"$e?

>a&e #hanges in po$i#ies

ade soething easier?

Do #hanges in te#hno$og% ho$d

ne( proise?

en&ironent! the peop$e %ou

ser&e! or the peop$e (ho

#ondu#t %our (or)?

What $o#a$! nationa$! or

internationa$ trends 'a&or

interest in other or #opeting

progras?

Is a so#ia$ #hange or

deographi# pattern har'u$

to %our goa$?

Is the ,nan#ia$ situation o' a

'under #hanging?

>a&e #hanges in po$i#ies ade

soething ore di@#u$t?

Is #hanging te#hno$og%

threatening %our

e9e#ti&eness?

 

INT4ODU/TION O5 SWOT ANAYLISIS

A SWOT analysis 'a#ternat+e#! SWOT matrix) s a strutured p#annng -ethod

used to e+a#uate the strengths( )ea*nesses( opportunities an& threats n+o#+ed n

a  pro2et or n a  *usness +enture" A SWOT ana#!ss an *e arred out for a produt, p#ae,

ndustr! or person" It n+o#+es spef!ng the o*2et+e of the *usness +enture or pro2et and

dentf!ng the nterna# and e0terna# fators that are fa+ora*#e and unfa+ora*#e to ahe+e thato*2et+e" So-e authors redt SWOT to A#*ert Hu-phre!, &ho #ed a on+enton at the

Stanford 4esearh Insttute 'no& S4I Internatona#) n the 9FCs and 9GCs usng data

fro- 5ortune CCo-panes"9JJ Ho&e+er, Hu-phre! h-se#f does not #a- the reaton of

SWOT, and the orgns re-an o*sure" The degree to &hh the nterna# en+ron-ent of the

fr- -athes &th the e0terna# en+ron-ent s e0pressed *! the onept of  strateg ft"

• Strengths: haratersts of the *usness or pro2et that g+e t an ad+antage o+er

others"

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• Weaknesses: haratersts that p#ae the *usness or pro2et at a dsad+antage

re#at+e to others"

• Opportuntes: e#e-ents that the pro2et ou#d e0p#ot to ts ad+antage"

• Threats: e#e-ents n the en+ron-ent that ou#d ause trou*#e for the *usness or

 pro2et"

Identfaton of SWOTs s -portant *eause the! an nfor- #ater steps n p#annng to

ahe+e the o*2et+e"

5rst, the deson -akers shou#d onsder &hether the o*2et+e s attana*#e, g+en the

SWOTs" If the o*2et+e s not  attana*#e a dfferent o*2et+e -ust *e se#eted and the

 proess repeated"

Users of SWOT ana#!ss need to ask and ans&er .uestons that generate -eanngfu#

nfor-aton for eah ategor! 'strengths, &eaknesses, opportuntes, and threats) to -ake

the ana#!ss usefu# and fnd ther o-pett+e ad+antage"

Internal an& external factors

So t s sad that f !ou kno& !our ene-es and kno& !ourse#f, !ou an &n a hundred

 *att#es &thout a sng#e #oss" If !ou on#! kno& !ourse#f, *ut not !our opponent, !ou -a!

&n or -a! #ose" If !ou kno& nether !ourse#f nor !our ene-!, !ou &## a#&a!s endanger

!ourse#f"

The Art of War  by Sun Tzu

SWOT ana#!ss a-s to dentf! the ke! nterna# and e0terna# fators seen as -portant to

ahe+ng an o*2et+e" SWOT ana#!ss groups ke! pees of nfor-aton nto t&o -an

ategores:

9" nterna# fators B the strengths and weaknesses nterna# to the organ$aton

" e0terna# fators B the opportunities and threats presented *! the en+ron-ent

e0terna# to the organ$aton

Ana#!ss -a! +e& the nterna# fators as strengths or as &eaknesses dependng upon

ther effet on the organ$aton3s o*2et+es" What -a! represent strengths &th

respet to one o*2et+e -a! *e &eaknesses 'dstratons, o-petton) for another

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o*2et+e" The fators -a! n#ude a## of the <6sK as &e##

as  personne#, fnane, -anufaturng apa*#tes, and so on"

The e0terna# fators -a! n#ude -aroeono- -atters, tehno#oga#

hange, #egs#aton, and soou#tura# hanges, as &e## as hanges n the -arketp#ae

or n o-pett+e poston" The resu#ts are often presented n the for- of a -atr0"

SWOT ana#!ss s 2ust one -ethod of ategor$aton and has ts o&n

&eaknesses" 5or e0a-p#e, t -a! tend to persuade ts users to o-p#e #sts rather

than to thnk a*out atua# -portant fators n ahe+ng o*2et+es" It a#so presents

the resu#tng #sts unrta##! and &thout #ear prort$aton so that, for e0a-p#e,

&eak opportuntes -a! appear to *a#ane strong threats"

It s prudent not to e#-nate an! anddate SWOT entr! too .uk#!" The

-portane of nd+dua# SWOTs &## *e re+ea#ed *! the +a#ue of the strateges the!

generate" A SWOT te- that produes +a#ua*#e strateges s -portant" A SWOT te-

that generates no strateges s not -portant"

%se

The usefu#ness of SWOT ana#!ss s not #-ted to proft(seekng organ$atons"

SWOT ana#!ss -a! *e used n an! deson(-akng stuaton &hen a desred end(state 'o*2et+e) s defned" E0a-p#es n#ude: non(proft organ$atons,

go+ern-enta# unts, and nd+dua#s" SWOT ana#!ss -a! a#so *e used n pre(rss

 p#annng and pre+ent+erss -anage-ent" SWOT ana#!ss -a! a#so *e used n

reatng a reo--endaton durng a +a*#t! stud!sur+e!"

Strategy +uil&ing

SWOT ana#!ss an *e used effet+e#! to *u#d organ$aton or persona#

strateg!" Steps neessar! to e0eute strateg!(orented ana#!ss n+o#+e: dentfaton

of nterna# and e0terna# fators 'usng popu#ar 0 -atr0), se#eton and e+a#uaton

of the -ost -portant fators and dentfaton of re#atons e0stng *et&een nterna#

and e0terna# features";J

5or nstane: strong re#atons *et&een strengths and opportuntes an suggest

good ondton of the o-pan! and a##o& usng aggressie strateg!" On the other

hand strong nteraton *et&een &eaknesses and threats ou#d *e ana#!$ed as

 potenta# &arnng and ad+se for usng !efensie strateg!"citation nee!e! J

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,atching an& converting

One &a! of ut#$ng SWOT s -athng and on+ertng" 1athng s used to

fnd o-pett+e ad+antage *! -athng the strengths to opportuntes" /on+ertng s

to app#! on+erson strateges to on+ert &eaknesses or threats nto strengths oropportuntes" An e0a-p#e of on+erson strateg! s to fnd ne& -arkets" If the threats

or &eaknesses annot *e on+erted, a o-pan! shou#d tr! to -n-$e or a+od the-"

<J

SWOT lan&scape analysis

The SWOT(#andsape s!ste-ata##! dep#o!s the re#atonshps *et&een o+era##

o*2et+e and under#!ng SWOT(fators and pro+des an nterat+e, .uer!(a*#e ;D#andsape"

The SWOT(#andsape gra*s dfferent -anagera# stuatons *! +sua#$ng and

foreseeng the d!na- perfor-ane of o-para*#e o*2ets aordng to fndngs *!

7rendan >tts, Lef Ed+nsson and Tord 7edng 'CCC)"MJ

/hanges n re#at+e perfor-ane are ontnua##! dentfed" 6ro2ets 'or other unts of

-easure-ents) that ou#d *e potenta# rsk or opportunt! o*2ets are hgh#ghted"

SWOT(#andsape a#so ndates &hh under#!ng strength&eakness fators that ha+e

had or #ke#! &## ha+e hghest nf#uene n the onte0t of +a#ue n use 'for e0" apta#+a#ue f#utuatons)"

-orporate planning

As part of the de+e#op-ent of strateges and p#ans to ena*#e the organ$aton to

ahe+e ts o*2et+es, that organ$aton &## use a s!ste-atrgorous proess kno&n

as orporate p#annng" SWOT a#ongsde 6EST6ESTLE an *e used as a *ass for the

ana#!ss of *usness and en+ron-enta# fators"

• Set o+ectives B defnng &hat the organ$aton s gong to do

• Environmental scanning

• Interna# apprasa#s of the organ$aton3s SWOT, ths needs to n#ude an

assess-ent of the present stuaton as &e## as a portfo#o of produtsser+es

and an ana#!ss of the produtser+e #fe !#e

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• Analysis of existing strategies, ths shou#d deter-ne re#e+ane fro- the resu#ts

of an nterna#e0terna# apprasa#" Ths -a! n#ude gap ana#!ss &hh &## #ook at

en+ron-enta# fators

• Strategic Issues defned B ke! fators n the de+e#op-ent of a orporate p#an

&hh needs to *e addressed *! the organ$aton

• /evelop ne&re+sed strateges B re+sed ana#!ss of strateg ssues -a! -ean

the o*2et+es need to hange

• Esta+lish rta# suess fators B the ahe+e-ent of o*2et+es and strateg!

-p#e-entaton

• Preparation of operatona#, resoure, pro2ets p#ans for strateg! -p#e-entaton

• ,onitoring resu#ts B -appng aganst p#ans, takng orret+e aton &hh -a!

-ean a-endng o*2et+esstrateges"

,ar*eting

 Main artice# Marketing management 

In -an! o-pettor ana#!ses, -arketers *u#d deta#ed prof#es of eah o-pettor 

n the -arket, fousng espea##! on ther re#at+e o-pett+e strengths and

&eaknesses usng SWOT ana#!ss" 1arketng -anagers &## e0a-ne eah

o-pettor3s ost struture, soures of profts, resoures and o-petenes,

o-pett+e postonng and produt dfferentaton, degree of +erta# ntegraton,

hstora# responses to ndustr! de+e#op-ents, and other fators"

1arketng -anage-ent often fnds t neessar! to n+est n researh to o##et the

data re.ured to perfor- aurate -arketng ana#!ss" Aordng#!, -anage-ent

often onduts -arket researh 'a#ternate#! -arketng researh) to o*tan ths

nfor-aton" 1arketers e-p#o! a +aret! of tehn.ues to ondut -arket

researh, *ut so-e of the -ore o--on n#ude:

• ua#tat+e -arketng researh, suh as fous groups

• uanttat+e -arketng researh, suh as statsta# sur+e!s

• E0per-enta# tehn.ues suh as test -arkets

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• O*ser+atona# tehn.ues suh as ethnograph 'on(ste) o*ser+aton

• 1arketng -anagers -a! a#so desgn and o+ersee +arous en+ron-enta# sannng

and o-pett+e nte##gene proesses to he#p dentf! trends and nfor- the

o-pan!3s -arketng ana#!ss"

7e#o& s an e0a-p#e SWOT ana#!ss of a -arket poston of a s-a##

-anage-ent onsu#tan! &th spea#s- n H41"

Strengths Wea*nesses Opportunities Threats

4eputaton n-arketp#ae

Shortage ofonsu#tants at

operatng #e+e#

rather than partner

#e+e#

We## esta*#shed poston &th a

&e## defned

-arket nhe

Largeonsu#tanes

operatng at a

-nor #e+e#

E0pertse at

 partner #e+e# n

H41

onsu#tan!

Una*#e to dea# &th

-u#t(dsp#nar!

assgn-ents

 *eause of s$e or

#ak of a*#t!

Identfed -arket

for onsu#tan! n

areas other than

H41

Other s-a##

onsu#tanes

#ookng to n+ade

the -arketp#ae

SWOT Analysis in -ommunity Organi0ation

The SWOT ana#!ss has *een ut#$ed n o--unt! &ork as a too# to dentf!

 post+e and negat+e fators &thn organ$atons, o--untes, and the

 *roader soet! that pro-ote or nh*t suessfu# -p#e-entaton of soa#

ser+es and soa# hange efforts"99J

 It s used as a pre#-nar! resoure,assessng strengths, &eaknesses, opportuntes, and threats n a o--unt!

ser+ed *! a nonproft or o--unt! organ$aton" 9J Ths organ$ng too# s

 *est used n o##a*oraton &th o--unt! &orkers andor o--unt!

-e-*ers *efore de+e#opng goa#s and o*2et+es for a progra- desgn or

-p#e-entng an organ$ng strateg!"The SWOT ana#!ss s a part of the

 p#annng for soa# hange proess and &## not pro+de a strateg p#an f

used *! tse#f" After a SWOT ana#!ss s o-p#eted a soa# hange

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organ$aton an turn the SWOT #st nto a seres of reo--endatons to

onsder *efore de+e#opng a strateg p#an"

A s-p#e SWOT Ana#!ss used n /o--unt! Organ$ng

Strengths an& Wea*nesses: These are the interna factors within an

organization.

• Hu-an resoures

• 5nanes

• Interna# ad+antagesdsad+antages of the Organ$aton

• 6h!sa# resoures

• E0perenes n#udng &hat has &orked or has not &orked n the past

Opportunities an& Threats: These are e$terna factors stemming from

community or societa forces.

• Trends 'ne& researh)

• Soet!%s u#tura#, po#ta#, and eono- deo#og!

• 5undng soures

• /urrent e+ents

• Soeta# oppresson

A#though the SWOT ana#!ss &as orgna##! desgned as an organ$atona#

-ethod for *usness and ndustres, t has *een rep#ated n +arous

o--unt! &ork as a too# for dentf!ng e0terna# and nterna# support to

o-*at nterna# and e0terna# opposton" The SWOT ana#!ss s neessar! to

 pro+de dreton to the ne0t stages of the hange proess" It has *een ut#$ed

 *! o--unt! organ$ers and o--unt! -e-*ers to further soa# 2uste n

the onte0t of Soa# Work prate"

Application in -ommunity Organi0ation

Elements to -onsi&er

E#e-ents to onsder n a SWOT ana#!ss n#ude understandng theo--unt! that a partu#ar organ$aton s &orkng &th" Ths an *e done

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+a pu*# foru-s, #stenng a-pagns, and nfor-atona# nter+e&s" Data

o##eton &## he#p nfor- the o--unt! -e-*ers and &orkers &hen

de+e#opng the SWOT ana#!ss" A needs and assets assess-ent are too#ng

that an *e used n order to dentf! the needs and e0stng resoures of the

o--unt!" When these assess-ents are done and data has *een o##eted, an

ana#!ss of the o--unt! an *e -ade &hh &## nfor- the SWOT

ana#!ss"

Steps for Implementation

A SWOT ana#!ss s *est de+e#oped n a group settng suh as a &ork or

o--unt! -eetng" A fa#tator an ondut the -eetng *! frst e0p#anng

&hat a SWOT ana#!ss s as &e## as dentf!ng the -eanng of eah ter-" 99J

One &a! of fa#tatng the de+e#op-ent of a SWOT ana#!ss n#udes

de+e#opng an e0a-p#e SWOT &th the #arger group then separatng eah

group nto s-a##er tea-s to present to the #arger group after set a-ount of

t-e"99J Ths a##o&s for nd+dua#s, &ho -a! *e s#ened n a #arger group

settng, to ontr*ute" One the a##otted t-e s up, the fa#tator -a! reord

a## the fators of eah group onto a #arge dou-ent suh as a poster *oard and

then the #arge group, as a o##et+e, an go &ork through eah threat and

&eaknesses to e0p#ore optons that -a! *e used to o-*at negat+e fores

&th the strengths and opportuntes present &thn the organ$aton and

o--unt!"99J A SWOT -eetng a##o&s partpants to reat+e#! *ranstor-,

dentf! o*sta#es and strateg$e poss*#! so#utons to these #-tatons"

When to use SWOT

The use of a SWOT ana#!ss *! a o--unt! organ$aton are as fo##o&s: to

organ$e nfor-aton, pro+de nsght nto *arrers9J that -a! *e present

&h#e engagng n soa# hange proesses, and dentf! strengths a+a#a*#e

that an *e at+ated to ounterat these *arrers"

 A SW%T anaysis can be use! to#

• E0p#ore ne& so#utons to pro*#e-s

• Identf! *arrers that &## #-t goa#so*2et+es

• Dede on dreton that &## *e -ost effet+e

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• 4e+ea# poss*#tes and #-tatons for hange

• To re+se p#ans to *est na+gate s!ste-s, o--untes, and organ$atons

• As a *ranstor-ng and reordng de+e as a -eans of o--unaton

• To enhane red*#t! of nterpretatonP to *e ut#$ed n presentaton to

#eaders or ke! supporters"

1enefits

The SWOT ana#!ss n Soa# Work prate fra-e&ork s *enefa# *eause

t he#ps organ$atons dede &hether or not an o*2et+e s o*tana*#e and

therefore ena*#es organ$atons to set ahe+a*#e goa#s, o*2et+es, and steps

to further the soa# hange or o--unt! de+e#op-ent effort"  It ena*#es

organ$ers to take +sons and produe prata# and effent outo-es n

order to effet #ong(#astng hange, and t he#ps organ$atons gather

-eanngfu# nfor-aton n order to -a0-$e ther potenta#" /o-p#etng a

SWOT ana#!ss s a usefu# proess regardng the onsderaton of ke!

organ$atona# prortes, suh as gender and u#tura# d+erst!, and

fundrasng o*2et+es"

2imitations

/rt.ues n#ude the -suse of the SWOT ana#!ss as a tehn.ue that an *e

.uk#! desgned &thout rta# thought #eadng to a -srepresentaton of

Strengths, Weaknesses, Opportuntes and Threats &thn an organ$aton3s

nterna# and e0terna# surroundngs" Another #-taton n#udes the

de+e#op-ent of a SWOT ana#!ss s-p#! to defend pre+ous#! deded goa#s

and o*2et+es" Ths -suse #eads to #-tatons on *ranstor-ng poss*#tes

and 8rea#8 dentfaton of *arrers" Ths -suse a#so p#aes the

organ$aton%s nterest a*o+e the &e## *eng of the o--unt!" 5urther, a

SWOT ana#!ss shou#d *e de+e#oped as a o##a*orat+e &th a +aret! of

ontr*utons -ade *! partpants n#udng o--unt! -e-*ers" The

desgn of a SWOT ana#!ss *! one or t&o o--unt! &orkers s #-tng to

the rea#tes of the fores spefa##! e0terna# fators, and de+a#ues the

 poss*#e ontr*utons of o--unt! -e-*ers"

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IT!O/%-TIO O' TATA ,OTO!S

Q The o-pan! &as esta*#shed n 9; as a #oo-ot+e -anufaturng unt and #ater

e0panded ts operatons to o--era# +eh#e setor n 9< after for-ng a 2ont

+enture &th Dai$er5enz A= of =er-an!"

Q !atan Tata s the har-an of Tata Sons, the Tata pro-oter o-pan!"

Q Tata ,otors 2t& s a u$tinationa$ #orporation head.uartered n 4u"ai,

Inda" 6art of the Tata Group, t &as for-er#! kno&n as TE2-O 'TATA

Engneerng and Loo-ot+e /o-pan!)" Tata 1otors has a onso#dated re+enue of

USD 9F *##on after the a.uston of 7rtsh auto-ot+e *rands Baguar and Land

:o&er n CCM"

Q It s Inda3s #argest o-pan! n the autoo"i$e and #oer#ia$ &ehi#$e setor

&th up&ards of GCR u-u#at+e -arket share n the do-est o--era# +eh#e

seg-ent, and had a C"M9R share of the &or#d -arket n CCG"

Q Seond #argest -anufaturer of #oer#ia$ &ehi#$es n the &or#d" The o-pan!

s the &or#d%s fourth #argest truk -anufaturer, and the &or#d%s seond #argest *us

-anufaturer" In Inda Tata ranks as the #eader n e+er! o--era# +eh#e seg-ent,

and s n the top ; -akers of passenger ars

Q It s Inda3s #argest o-pan! n the autoo"i$e and #oer#ia$ &ehi#$e setor

&th up&ards of GCR u-u#at+e -arket share n the do-est o--era# +eh#e

seg-ent, and had a C"M9R share of the &or#d -arket n CCG"

Q Seond #argest -anufaturer of #oer#ia$ &ehi#$es n the &or#d" The o-pan!

s the &or#d%s fourth #argest truk -anufaturer, and the &or#d%s seond #argest *us

-anufaturer" In Inda Tata ranks as the #eader n e+er! o--era# +eh#e seg-ent,

and s n the top ; -akers of passenger ars

Q The o-pan! s the &or#d3s fourth #argest truk -anufaturer, and the &or#d3s seond

#argest *us -anufaturer"

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Q The o-pan!3s <,CCC e-p#o!ees are guded *! the vision to *e 3+est in the manner

in )hich )e operate( +est in the pro&ucts )e &eliver( an& +est in our value system

an& ethics.4

Q Tata 1otors s a#so e0pandng ts nternatona# footprnt, esta*#shed through e0ports

since 5675"

Q Tata 1otors s o--tted to -pro+ng the .ua#t! of #fe of o--untes *! &orkng

on four thrust areas B employa+ility( e&ucation( health an& environment.

Tata ,otors In In&ia

Q Tata 1otors L-ted s Inda%s #argest auto-o*#e o-pan!, &th re+enues of  ;,F9"<M rore 'US G"G< *##on) n CCG(CM"

Q The o-pan!%s -anufaturng *ase n Inda s spread aross a-shedpur 'harkhand),

6une '1aharashtra), Lukno& 'Uttar 6radesh), 6antnagar 'Uttarakhand) and Dhar&ad

'>arnataka)"

Q 5o##o&ng a strateg a##ane &th 5at n CC, t has set up an ndustra# 2ont

+enture &th 5at =roup Auto-o*#es at 4an2angaon '1aharashtra) to produe *oth

5at and Tata ars and 5at po&ertrans" The o-pan! s esta*#shng a ne& p#ant at

Sanand '=u2arat)"

Q The o-pan!%s dea#ershp, sa#es, ser+es and spare parts net&ork o-prses o+er

;CC touh ponts"

Q Tata has *een at+e#! a.urng and 2ont +enturng &th other o-panes durng the

 past f+e !ears" The purhase of Dae&oo /o--era# @eh#es 'CC<), a -nort!

n+est-ent n Spansh *us and oah -anufaturer Hspano /arroera 'CC), an

a##ane &th 5at, a 2ont +enture &th 7ra$#an *us and oah -anufaturer

1aropo#o and &th Tha#and%s Thon*ur Auto-ot+e Asse-*#! 6#ant /o-pan!

'CCF)"

Q CCM hera#ded t&o -a2or e+ents: the purhase of 7rtan%s ons aguar Land 4o+er

and the #aunh of the Tata Nano, the 6eop#e%s /arP for 9CC,CCC rupees or

appro0-ate#! ,9CC" Seatng <, the Nano s a -ere 9C feet #ong and has a < ga##on

fue# tank"

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Q Tata%s o-pett+e pre ad+antage &## *e under pressure as en+ron-enta#

regu#atons are tghtened,

Q There s a trendng rse n dese# fue# osts &hh &## hurt Tata%s #ne of produts

Tata8s "lo+al Operations

Q aguar Land 4o+er, a *usness o-prsng the t&o on 7rtsh *rands that &as

a.ured n CCM"

Q In CC<, t a.ured the Dae&oo /o--era# @eh#es /o-pan!, South >orea%s

seond #argest truk -aker" Toda! t&o(thrds of hea+! o--era# +eh#e e0ports out

of South >orea are fro- Tata Dae&oo"

Q In CC, Tata 1otors a.ured a 9R stake n Hspano /arroera, a Spansh *us and

oah"

Q Tata 1otors has e0panded ts produton and asse-*#! operatons to se+era# other

ountres n#udng South >orea, Tha#and, South Afra and Argentna and s

 p#annng to set up p#ants n Turke!, Indonesa and Eastern Europe"

Q Tata a#so has franhsee2ont +enture asse-*#! operatons n >en!a, 7ang#adesh,

Ukrane, 4ussa and Senega#"

Q Tata has dea#ershps n F ountres aross < ontnents"

Q Tata 1otors ontnued ts produt #ne e0panson through the ntroduton of ne&

 produts nto the -arket range of *uses 'Star*us =#o*us) as &e## as truks 'No+us)"

Q Though Tata s present n -an! ountres t has on#! -anaged to reate a #arge

onsu-er *ase n the Indan Su*ontnent na-e#! Inda, 7ang#adesh, 7hutan, Sr

Lanka and Nepa# and has a gro&ng onsu-er *ase n Ita#!, Span and South Afra

Passenger -ars an& %tility vehicles

Q Tata Su-oSpao

Q Tata Safar

Q Tata Inda

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Q Tata @sta

Q Tata Indgo

Q Tata 1an$a

Q Tata Indgo 1arna

Q Tata Wnger

Q Tata 1ag

Q Tata Nano

Q Tata enon T

Q Tata Ara

-ommercial vehicles

Q Tata Ae

Q  Tata TLC Te$#o$ineC72 DI 6kup Truk

Q Tata <CG E0 and E0

Q Tata GC E0

Q Tata MC E0 and E0

Q Tata C E0 and E0

Q Tata 99C 'Inter-edate truk)

Q  Tata 112C117 '1edu- *us hasss)

Q  Tata 1F17C1F1F 'Hea+! *us hasss)

Q  Tata 1F1 'Se- Lo& 5#oor *us hasss)

Q  Tata 1F12C1F78 '4ear Engned Lo& 5#oor *us hasss)

Q Tata 9F9;9F9 '1edu- truk)

Q Tata 99F '1edu- truk)

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Q  Tata Star"us '7randed 7uses for t!,nter t!,shoo# *us and standard passenger

transportaton)

Q  Tata G$o"us '4ange of fu##! *u#t #u0ur! oahes)

Q  Tata >ispano G$o"us '4ear Engned Inter t! oah)

Q  Tata 4ar#opo$o 7us 'Lo& 5#oor, Se- Lo& 5#oor *uses for 1ass 4apd Transt

and a#so standard passenger transportaton 7uses)

Q Tata ;C9 'Hea+! truk)

Q Tata ;99M 'Hea+! truk) 'M)

Q Tata ;9F 'Hea+! truk)

Q Tata <C9M 'Hea+! truk)

Q Tata <; 'U#tra(Hea+! truk) 'F<)

Q  Tata No&us 'Hea+! truk desgned *! Tata Dae&oo)

Q  Tata Pria 'The Wor#d Truk desgned *! Tata 1otors and Tata Dae&oo)

,ilitary 9ehicles

Q Tata LS@ 'Lght Spea#st @eh#e)

Q Tata Strether A-*u#ane

Q Tata <CG Troop /arrer, a+a#a*#e n hard top, soft top, <0<, and <0 +ersons

Q Tata L6TA G9; T/ '<0<)

Q Tata L6T GC E

Q Tata SD 9C9 T/ '<0<)

Q Tata L6TA 9F9 T/ '<0<)

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/o-pan! 6rof#e

Tata 1otors L-ted s Inda3s #argest auto-o*#e o-pan!, &th onso#dated

re+enues of IN4 ,F,GF rores 'USD <"C< *##on) n C9<(9" It s the #eader n

o--era# +eh#es n eah seg-ent, and a-ong the top n passenger +eh#es &th &nnng

 produts n the o-pat, -ds$e ar and ut#t! +eh#e seg-ents"

The Tata 1otors =roup3s o+er FC,CCC e-p#o!ees are guded *! the -sson 8to *e passonate

n antpatng and pro+dng the *est +eh#es and e0perenes that e0te our usto-ers

g#o*a##!"8

Esta*#shed n 9<, Tata 1otors3 presene uts aross the #ength and *readth of Inda"

O+er M -##on Tata +eh#es p#! on Indan roads, sne the frst ro##ed out n 9<" The

o-pan!3s -anufaturng *ase n Inda s spread aross a-shedpur 'harkhand), 6une

'1aharashtra), Lukno& 'Uttar 6radesh), 6antnagar 'Uttarakhand), Sanand '=u2arat) and

Dhar&ad '>arnataka)" 5o##o&ng a strateg a##ane &th 5at n CC, t has set up an

ndustra# 2ont +enture &th 5at =roup Auto-o*#es at 4an2angaon '1aharashtra) to produe

 *oth 5at and Tata ars and 5at po&ertrans" The o-pan!3s dea#ershp, sa#es, ser+es and

spare parts net&ork o-prses o+er F,FCC touh ponts, aross the &or#d"

Tata 1otors, a#so #sted n the Ne& York Stok E0hange 'Septe-*er CC<), hase-erged as an nternatona# auto-o*#e o-pan!" Through su*sdares and assoate

o-panes, Tata 1otors has operatons n the U>, South >orea, Tha#and, South Afra and

Indonesa" A-ong the- s aguar Land 4o+er, a.ured n CCM" In CC<, t a.ured the

Dae&oo /o--era# @eh#es /o-pan!, South >orea3s seond #argest truk -aker" The

rehrstened Tata Dae&oo /o--era# @eh#es /o-pan! has #aunhed se+era# ne& produts

n the >orean -arket, &h#e a#so e0portng these produts to se+era# nternatona# -arkets"

Toda! t&o(thrds of hea+! o--era# +eh#e e0ports out of South >orea are fro- TataDae&oo" In CCF, Tata 1otors for-ed a 9:< 2ont +enture &th the 7ra$#(*ased,

1aropo#o, a g#o*a# #eader n *od!(*u#dng for *uses and oahes to -anufature fu##!(*u#t

 *uses and oahes for Inda ( the p#ant s #oated n Dhar&ad" In CCF, Tata 1otors entered

nto 2ont +enture &th Thon*ur Auto-ot+e Asse-*#! 6#ant /o-pan! of Tha#and to

-anufature and -arket the o-pan!3s pkup +eh#es n Tha#and, and entered the -arket

n CCM" Tata 1otors 'SA) '6ropretar!) Ltd", Tata 1otors3 2ont +enture &th Tata Afra

Ho#dng '6t!) Ltd" set up n C99, has an asse-*#! p#ant n 4oss#!n, north of 6retora" The

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 p#ant an asse-*#e, se- knoked do&n 'S>D) kts, #ght, -edu- and hea+! o--era#

+eh#es rangng fro- < tonnes to C tonnes"

Tata 1otors s a#so e0pandng ts nternatona# footprnt, esta*#shed through e0ports

sne 9F9" The o-pan!3s o--era# and passenger +eh#es are a#read! *eng -arketed n

se+era# ountres n Europe, Afra, the 1dd#e East, South East Asa, South Asa, South

A-era, Austra#a, /IS and 4ussa" It has franhsee2ont +enture asse-*#! operatons n

7ang#adesh, Ukrane, and Senega#"

The foundaton of the o-pan!3s gro&th o+er the #ast GC !ears s a deep

understandng of eono- st-u# and usto-er needs, and the a*#t! to trans#ate the- nto

usto-er(desred offerngs through #eadng edge 4D" Wth o+er <,CC engneers, sentsts

and tehnans the o-pan!3s Engneerng 4esearh /entre, esta*#shed n 9FF, has ena*#ed

 poneerng tehno#oges and produts" The o-pan! toda! has 4D entres n 6une,

a-shedpur, Lukno&, Dhar&ad n Inda, and n South >orea, Ita#!, Span, and the U>"

It &as Tata 1otors, &hh #aunhed the frst ndgenous#! de+e#oped Lght

/o--era# @eh#e n 9MF" In CC, Tata 1otors reated a ne& seg-ent *! #aunhng the

Tata Ae, Inda3s frst ndgenous#! de+e#oped -n(truk" In CC, the o-pan! #aunhed ts

g#o*a##! *enh-arked 6r-a range of truks and n C9 the U#tra range of nternatona#

standard #ght o--era# +eh#es" In ther po&er, speed, arr!ng apat!, operatng

eono-! and tr-s, the! &## ntrodue ne& *enh-arks n Inda and -ath the *est n the

&or#d n perfor-ane at a #o&er #fe(!#e ost"

1akng strdes n the /o--era# @eh#e 7usness, n 1arh C9<, Tata 1otors a#so

took the #ead to *rng a &or#d reno&ned -otorsport to Inda, &th the T9 6r-a Truk 4ang

/ha-ponshp" Ths un.ue ntat+e &tnessed o+er <,CCC spetators n C9 at the 7uddh

Internatona# /rut" Ths &## *e an annua# propert!, edged on -otorsport a#endars g#o*a##!and Tata 1otors ontnues to pro-ote ts f#agshp *rand, 6r-a, through ths ntat+e"

Tata 1otors a#so ntrodued Inda3s frst Sports Ut#t! @eh#e n 99 and, n 9M,

the Tata Inda, Inda3s frst fu##! ndgenous passenger ar"

In anuar! CCM, Tata 1otors un+e#ed the &or#d fa-ous, the Tata Nano and

su*se.uent#! #aunhed, as p#anned, n Inda n 1arh CC, Sne ts nepton, t &as

de+e#oped to -eet the needs of an attrat+e and afforda*#e entr! #e+e# ar" The Nano has

e+o#+ed o+er t-e, &th the needs of ts usto-ers, to *eo-e a feature(rh o-pat

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hath*ak" The /o-pan! has ntrodued the ne& generaton range a##ed the =en Nano n

1a! C9"

In u#! C9<, Tata 1otors e0panded ts footprnt n the petro# -arket, &th the #aunh

of ts ndgenous#! de+e#oped and g#o*a##! *enh-arked 4e+otron 9"T engne, Inda3s 5rst

9" Ltre 165 Tur*oharged 6etro# Engne and the frst fro- the ne& generaton 4e+otron

engne seres"

Ths &as fo##o&ed *! the #aunh of Tata est n August C9<, a st!#sh o-pat sedan

&hh o-es &th ne& desgn #anguage, *est(n(#ass perfor-ane &th unpara##e#ed dr+ng

 p#easure" 7rngng ts Hor$one0t strateg! at p#a!, the /o-pan! ntrodued ts sport!,

 pre-u- hath*ak, Tata 7o#t n anuar! C9" The est and 7o#t ha+e #arge#! #ed the

reo+er! for the passenger +eh#e *usness and ontnue to ree+e good response fro-

usto-ers"

Tata 1otors s e.ua##! foussed on en+ron-ent(frend#! tehno#oges n e-ssons

and a#ternat+e fue#s" It has de+e#oped e#etr and h!*rd +eh#es *oth for persona# and

 pu*# transportaton" It has a#so *een -p#e-entng se+era# en+ron-ent(frend#!

tehno#oges n -anufaturng proesses, sgnfant#! enhanng resoure onser+aton"

Through ts su*sdares, the o-pan! s engaged n engneerng and auto-ot+e so#utons,auto-ot+e +eh#e o-ponents -anufaturng and supp#! han at+tes, +eh#e fnanng,

and -ahne too#s and fator! auto-aton so#utons"

Tata 1otors s o--tted to -pro+ng the .ua#t! of #fe of o--untes *! &orkng

on four thrust areas ( e-p#o!a*#t!, eduaton, hea#th and en+ron-ent" The at+tes touh

the #+es of -ore than a -##on t$ens" The o-pan!3s support on eduaton and

e-p#o!a*#t! s foused on !outh and &o-en" The! range fro- shoo#s to tehna#

eduaton nsttutes to atua# fa#taton of no-e generaton" In hea#th, the o-pan!3s

nter+enton s n *oth pre+ent+e and urat+e hea#th are" The goa# of en+ron-ent

 proteton s ahe+ed through tree p#antaton, onser+ng &ater and reatng ne& &ater 

 *odes and, #ast *ut not the #east, *! ntrodung approprate tehno#oges n +eh#es and

operatons for onstant#! enhanng en+ron-ent are"

Wth the foundaton of ts rh hertage, Tata 1otors toda! s ethng a refu#gent

future"