GAPS THINGS SITUATIONAL ANALYSIS STRENGTHS OPPORTUNITIES WEAKNESSES THREATS

GAPS & THINGS

SITUATIONAL ANALYSIS • STRENGTHS & • OPPORTUNITIES & WEAKNESSES THREATS • This section covers all of, and only, the of, and only the internal factors external factors • These should be evaluated on a timely monitored on a basis – weekly, continuous basis monthly, quarterly, etc.

USE OF THE SWOT • After you perform the SWOT analysis you determine which of the OPPORTUNITIES, THREATS, &/or WEAKNESSES you can address which would prove beneficial to your organization • This is where the GAPS come from!

GAPS DERIVED FROM SWOT t 0 =time 0 now t 1 e =time 1 w/existing strategy t 1 n = time 1 w/new strategy • OPPORTUNITY from the opportunities section of the external analysis t 1 n t 0 t 1 e

MORE GAPS • THREAT developed from the threats section of the external analysis t 0 t 1 n t 1 e

& EVEN MORE GAPS • PERFORMANCE derived from weaknesses section of the internal analysis t 0 t 1 n t 1 e

GAPS • The GAPS should be prioritized and depicted in relative size to their potential • So if a small gap is one that you would pursue first—then it is presented first.

OBJECTIVES • OBJECTIVES ARE USED TO CLOSE THE GAPS • THEY ARE: S M A R T – SPECIFIC – MEASURABLE – ACHIEVABLE – RESULTS-ORIENTED – TIMELY

BROAD ACTION PLANS • THESE HELP US TO ACHIEVE THE OBJECTIVES • Broad action plans should take into consideration the financial, technological, personnel, spatial, time, etc. , constraints and/or availabilities

SPECIFIC ACTION PLANS • THESE MUST INCLUDE ALL THE FUNCTIONAL AREAS – HR/CORP RESOURCES – FINANCE/ACCOUNTING – MARKETING/DISTRIBUTION – INFORMATION SYSTEMS – P/OM – ETC

PROGRESSION • • • SWOT GAPS OBJECTIVES BROAD ACTION PLANS SPECIFIC ACTION PLANS Each one depending on the preceding one

THE END HOW WELL CAN YOU SEE THE DIFFERENT COLORS? THINK ABOUT THIS WHEN DESIGNING YOUR PRESENTATION & BACKGROUNDS