Free SWOT analysis template + example and guide

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Organisations across industries use SWOT analysis as a straightforward yet powerful tool for strategic planning. A SWOT analysis encourages a team to systematically examine internal capabilities and external conditions. It has become one of the most widely adopted frameworks for situational analysis (Helms & Nixon, 2010; Puyt et al., 2023).

In fact, this method was initially developed for corporate strategy in the 1960s. However, it is now applied in fields ranging from community development to personal career planning (Renault, 2017). In this guide we give you a FREE SWOT analysis template in Microsoft Word format, together with a step-by-step guide on how to fill it in, with examples and practical tips.

Download our free SWOT analysis template (.Docx, 68kb)

What is a SWOT analysis?

A SWOT analysis is a structured planning technique that helps organisations identify their Strengths, Weaknesses, Opportunities, and Threats. It provides a snapshot of internal factors (strengths and weaknesses) and external factors (opportunities and threats). These are the key elements affecting a given project or business decision (Renault, 2017).

SWOT offers a comprehensive view of the strategic context. It does so by clearly distinguishing between factors an organisation can control internally and those that must be managed as external factors.

The approach remains popular because it is simple to conduct yet yields insightful results. Practitioners widely adopt SWOT analysis to inform major decisions. They use it before launching new initiatives, entering new markets, or adjusting current strategies (Fallon, 2017; Improvement Cymru, n.d.).

Why use SWOT analysis?

A well-executed SWOT analysis helps decision-makers understand all critical factors before finalising a plan. By laying out positive attributes alongside potential drawbacks, SWOT enables the creation of balanced action plans. Kolbina (2015, p.76) notes that a SWOT analysis allows planners to leverage an organisation’s strengths and minimise its weaknesses. This approach in turn increases opportunities and reduces the risk of threats.

In other words, SWOT supports informed decision-making by ensuring that strengths are used to seize opportunities. It also ensures that weaknesses and threats are acknowledged and mitigated (Kolbina, 2015).

Moreover, conducting a SWOT analysis often brings together diverse stakeholders, fostering communication and consensus on the way forward. Organisations frequently perform SWOT analyses at key planning moments. For example, a SWOT is useful when designing new policies, exploring strategic initiatives, or evaluating needed improvements (Fallon, 2017).

Because the framework encourages both positive and critical evaluation, it helps teams avoid blind spots. It also ensures that strategies are based on a realistic appraisal of the situation.

SWOT analysis template structure

The standard format for a SWOT analysis is a four-quadrant matrix or table, with one quadrant dedicated to each element (strengths, weaknesses, opportunities, threats). This layout allows readers to see contrasts between internal and external factors at a glance. See our SWOT analysis template (linked above) or example (below).

Each quadrant of the SWOT template is used to list factors related to that category. The two top quadrants (strengths and weaknesses) are internal factors, and the two bottom quadrants (opportunities and threats) are external factors (Renault, 2017). In the context of the template:

• Strengths: List internal positive attributes, resources, or capabilities that give an advantage.
• Weaknesses: List internal negative attributes or limitations that place the organisation at a disadvantage.
• Opportunities: List external trends, forces, or prospects that could be advantageous if leveraged.
• Threats: List external factors or changes in the environment that could negatively impact the organisation.

Strengths

The Strengths section should capture internal advantages and positive aspects under the organisation’s control.

These might include tangible assets like a strong financial position or proprietary technology. They can also encompass intangible advantages such as skilled staff, a reputable brand, or efficient processes.

It is important to be specific when listing strengths (e.g. “High customer loyalty leading to repeat business”). Clear identification of each strength will later help in formulating strategies to build on these assets. Strengths are those areas where the organisation performs well or has unique resources that competitors might lack.

Weaknesses

The Weaknesses section should list internal disadvantages and areas in need of improvement.

These are factors within the organisation’s control that detract from its ability to attain objectives. Common examples include resource limitations, gaps in expertise, outdated equipment, or inefficient workflows.

For example, one weakness might be “Limited market presence in key regions.” Another could be “High staff turnover in the sales department.”

By openly acknowledging weaknesses, the organisation can develop plans to address or minimise them. It is essential to be candid in this section. Glossing over internal shortcomings could lead to strategies that fail when those weaknesses surface later.

Opportunities

The Opportunities section highlights external factors that could be advantageous to the organisation.

Opportunities often arise from trends or changes in the broader environment that the organisation can exploit for gain. These might involve market growth, emerging customer needs, technological innovations, or regulatory changes that open new avenues.

A company might list opportunities that relate to its environment. For example, one opportunity could be “Growing demand for eco-friendly products in our sector.” Another might be “Competitors focusing on other markets, leaving a local gap.”

Opportunities are essentially potential favourable circumstances outside the organisation that, if recognised in time, can be turned to its advantage. Identifying opportunities requires scanning the external environment (industry news, economic indicators, social trends, and so on). You must then think creatively about how those trends could benefit the organisation.

Threats

The Threats section documents external factors that could harm the organisation or jeopardise its success.

Threats are often beyond the organisation’s direct control, but they must be anticipated and managed.

Common examples of threats include new competitors entering the market or shifts in customer preferences that reduce demand for current offerings. In addition, broader forces such as an economic downturn can pose threats. Supply chain disruptions or regulatory changes may also impose new constraints on the organisation.

A typical threat might be phrased as “Increasing competition from low-cost imports” or “Upcoming data protection regulations requiring costly compliance.”

By listing threats, an organisation acknowledges the external risks it faces. The purpose is not to induce fear. Rather, it is to ensure that strategic plans include contingencies or countermeasures for these potential challenges.

How to conduct a SWOT analysis

Performing a SWOT analysis involves gathering the right information and thoughtfully populating each part of the template. The process is systematic, and it benefits from involving a range of perspectives.

The following steps explain how to fill in our free SWOT analysis template effectively:

Define the objective and scope:

Begin by clearly stating what you are analysing and why. Determine whether the SWOT is for an entire organisation, a specific department, a project, or a particular strategy.

Having a well-defined objective focuses the analysis and ensures all participants are aligned (Improvement Cymru, n.d.). You might set the scope as “Evaluate the new product launch strategy for Company X in the domestic market.”

Gather a team and information:

If writing a SWOT in a non-academic context, you will want to involve key stakeholders or team members who have insight into different aspects of the organisation. A SWOT analysis is most meaningful when it is informed by diverse perspectives and reliable data. Therefore, assemble representatives from all relevant functions to participate (Improvement Cymru, n.d.).

Make sure to gather necessary background information beforehand (for example, performance metrics, customer feedback, market research, or industry reports). These sources will help ground the discussion in facts.

Identify strengths:

Brainstorm and list the organisation’s internal strengths. Ask questions like “What do we do better than others?” or “What unique resources and capabilities do we have?”

Encourage participants to provide concrete examples. It often helps to consider recent successes or competitive advantages that the organisation enjoys.

Write down each strength in clear, specific terms. (For instance, use evidence where possible to substantiate strengths. For example, you might note “Product X won an industry award, reflecting our strong R&D capability.”)

Identify weaknesses:

Next, have the team candidly discuss internal weaknesses. Prompt them with questions such as “Where do we struggle or receive frequent criticism?” or “In what areas are our resources or skills lacking?”

The goal is to uncover any internal factor that could hinder success. It is crucial to maintain an open, blame-free environment during this step so that participants feel comfortable acknowledging problems. List each weakness that comes up (for instance, a fragile supply chain or insufficient brand recognition in a key market).

Identify opportunities:

Shift focus outward to the external environment and identify opportunities. Explore trends in the industry, market, or wider economy that could benefit the organisation. Questions to consider include “What market gaps or unmet needs can we exploit?” or “Are there emerging trends we can take advantage of?”

Consider technological developments, demographic shifts, policy changes, or partnerships that could create new possibilities. Note each opportunity on the template, such as a competitor’s decline that opens up market share, or a new demographic segment showing interest in your services.

Identify threats:

Likewise, examine external factors that pose threats. Discuss potential developments outside the organisation that could adversely affect it. Ask “What obstacles do we face?” and “What external changes could undermine our performance?”

Look at competitors’ actions, economic forecasts, changes in consumer behaviour, or regulatory updates. List each threat clearly in the matrix. For example, you might note a looming recession as a threat. Other threats could include a shift in consumer preferences away from your product or new legislation that raises costs.

Analyse and prioritise the results:

Once the SWOT matrix is filled with all identified points, take time to interpret the findings. Not all listed factors are equally important, so weigh their significance and prioritise the most impactful ones.

Consider how you can use strengths to capitalise on opportunities. Also consider how you might deploy those strengths to counter threats (Improvement Cymru, n.d.).

Similarly, determine which weaknesses could be most harmful and look for ways to address them. This may involve leveraging an opportunity or strengthening an internal process.

At this stage, teams often engage in strategic brainstorming, developing initiatives that arise from matching internal capabilities with external conditions. For instance, suppose one of your strengths is a highly innovative engineering team.

If a corresponding opportunity is a growing market for sustainable products, a logical strategy might be to invest in developing eco-friendly product lines.

Finally, assign action items or create a plan to implement these strategies. This step ensures that the insights from the SWOT analysis lead to concrete next steps.

Example of a completed SWOT analysis

To illustrate the process, consider a simplified example of a SWOT analysis. In this example, a small tutoring business is aiming to secure contracts with universities. The following SWOT matrix outlines some key points in each category.

In this example:

• The company’s strengths range from a highly qualified team of tutors and strong student satisfaction scores through to competitive pricing and positive testimonials.
• Weaknesses, however, include limited marketing reach, reliance on a small staff base, and gaps in digital tools or institutional partnerships.
• The opportunities identified extend beyond rising demand for online tutoring to new markets such as corporate training and potential collaborations with universities.
• At the same time, the business faces several threats, including increased competition, the risk of technological disruption, and financial pressures linked to education budgets and economic conditions.

This completed SWOT analysis gives the business owners a clear overview of their situation. It highlights what they can build on internally. It also flags which internal issues need fixing and which external trends to either focus on or guard against. Armed with this insight, they can now devise targeted strategies.

For example, they might launch a marketing campaign emphasising their tutors’ qualifications to leverage strengths and tap the rising demand. They could also implement a recruitment plan to mitigate the weakness of having too few staff.

You can find more SWOT examples here.

Wrapping up:

A SWOT analysis is a versatile and insightful framework. It helps not only organisations but also students to reflect on strategic positioning in a structured way. By systematically cataloguing strengths, weaknesses, opportunities and threats, you gain a balanced view of both internal capabilities and external conditions. This holistic perspective is valuable before making business decisions, and equally important when preparing academic assignments.

For management students, including those on undergraduate degrees, MBAs or CIM qualifications, SWOT analysis often forms the foundation of essays, reports and campaign plans. Using our free SWOT analysis template above encourages you to go beyond description and apply relevant theories, frameworks and evidence to your analysis.

Remember, the value of a SWOT lies not just in completing the four boxes but in the critical thinking, discussion and recommendations it generates. Done well, it can strengthen your academic work and demonstrate practical insight into real-world management challenges.

Need help from a UK MBA-graduate with your SWOT analysis? Try our management assignment help service.

References and further reading:

• Fallon, N. (2017) SWOT analysis: What it is and when to use it. Business News Daily, 28 March. Available at: http://www.businessnewsdaily.com/4245-swot-analysis.html (Accessed 8 September 2025).
• Helms, M. M. and Nixon, J. (2010) ‘Exploring SWOT analysis – where are we now? A review of academic research from the last decade’, Journal of Strategy and Management, 3(3), pp. 215–251. DOI: 10.1108/17554251011064837.
• Improvement Cymru (n.d.) Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis Toolkit Guide. Public Health Wales NHS. Available at: https://phw.nhs.wales/services-and-teams/improvement-cymru/improvement-cymru-academy1/resource-library/academy-toolkit-guides/swot-analysis-toolkit/ (Accessed 8 September 2025).
• Kolbina, O. (2015) ‘SWOT analysis as a strategic planning tool for companies in the food industry’, Problems of Economic Transition, 57(9), pp. 74–83.
• Puyt, R. W., Lie, F. B. and Wilderom, C. P. M. (2023) ‘The origins of SWOT analysis’, Long Range Planning, 56(3).
• Renault, V. (2017) ‘Section 14. SWOT analysis: Strengths, weaknesses, opportunities, and threats’, Community Tool Box [Online]. University of Kansas. Available at: https://ctb.ku.edu/en/table-of-contents/assessment/assessing-community-needs-and-resources/swot-analysis/main (Accessed 8 September 2025).

Jennifer Wiss-Carline , LL.B, MA, PGCert Bus Admin, Solicitor, FCILEx

Jennifer Wiss-Carline is a British practising solicitor regulated by the Solicitors Regulation Authority (SRA) and a Chartered Legal Executive (FCILEx) with expertise in private client law. An accomplished academic and legal author, Jennifer contributes regularly to professional publications, has authored over 200 legal guides, and lectures LL.B students. She holds advanced qualifications in law and business administration and has a specialist interest in algorithms for plagiarism detection and AI-generated content recognition.

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