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A SWOT Analysis view of the software development industry

Georgios KormarisDepartment of Information and Computing Sciences,

Utrecht University, Utrecht, The [email protected]

WWW home page: http://www.cs.uu.nl/

I. Introductionn the past twenty to thirty years many changes and developments have taken place in the software industry which started off during the 1960s mainly in the United

States of America and experienced a revolutionary boom since the 1980s, Steinmueller, (1995).

IThere are many different ways and methods of developing software and planning the strategy of a software development company, as we can derive from many recent research projects. Most of these projects are usually concerned with the way that software is developed and not with the way that the strategy of the company as a whole is planned, Cusumano, MacCormack, Kemerer, & Crandall, (2003). Another important factor is which techniques and methods are used to analyze company’s environment and how the strategy is formulated and implemented.

In this paper we analyze a popular method for strategic planning which has been mostly used for product portfolio planning and strategic planning on an abstract level, as stated in a research paper by Houben, Lenie, & Vanhoof, (1999). We will focus our interest in the software industry and base our research on the case study of the Austrian software industry as it is presented by Bernroider, (2002). Additionally, certain guidelines are going to be presented, in order to carry out a successful internal and external analysis for any software development company.

Combining these two types of analysis, certain criteria of a company’s core competences and main weaknesses are drawn. This method is called SWOT Analysis, which was developed by Albert Humphrey during the 1960s, as part of a research project for Stanford University.

In the following sections we will elaborate on SWOT analysis in Section II, while an example for a SWOT Analysis diagram for a software development company will be presented in Section III. Finally, we will elaborate on the background of the method and how it is related with other scientific fields or business areas.

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SWOT Analysis

II. SWOT Analysis: method descriptionhe initials SWOT stand for Strengths, Weaknesses, Opportunities and Threats. Jackson, Aparna & Erhardt, (2003), have stated the following four building blocks, which

that the main elements of the SWOT Analysis’ matrix; Strengths and Weaknesses are part of the internal analysis, while Opportunities and Threats are part of the external analysis of an organization.

T

Figure 1: A basic SWOT Analysis matrix as described by Jackson, Aparna, & Erhardt, (2003).

Figure 1 shows that we have some other categorizations within the matrix of SWOT Analysis and they are divided into elements;

concerning the organization itself which are called Internal (Strengths and Weaknesses ),

which are about the company and its relationship with its environment, named External (Opportunities and Threats),

which are Helpful for the organization (Strengths and Opportunities) and which are Harmful for the organization (Weaknesses and Threats).

First of all we have to define the four main building blocks of our diagram;

Strengths: The strengths of an organization are the core competencies of the company; these key factors which enable it to excel in certain aspects and gain all kinds of profit, whether that is purely economical, organizational or other.

Weaknesses: We define weaknesses as the flaws that an organization has, something which means that these weaknesses might lead to serious problems in the company’s strategic planning and might even lead to worse situations, such as becoming a serious threat for the organization’s existence.

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Opportunities: These are certain steps which will help a company to perform better, generate more profits etc. The opportunities can be of many different perspectives, such as entering a new market, or in creating a new business unit and etc.

Threats: As threats we name the potential reasons which might harm a company, such as a new entrant in the main market of operation, a big economical recession and other reasons which might threaten the current position of an organization.

Having defined the main building blocks of the SWOT analysis matrix, we will dig deeper into these elements and link them with certain aspects of an organization. The two main aspects of this effort were already mentioned and they are the Internal and the External aspect of an organization.

In Chapter 2 of the book by Ward & Peppard, (2008) an important step in formulating a business strategy is stated, the so called ‘Situation Analysis’, which if put into words answers to the question “Where are we now ?”. This is where the Internal and External analysis of an organization really come into play and help managers realize the different dimensions of their business

Internal analysisThe internal part of an organization can vary, depending on the size, but the main principles on which we focus our interest remain the same and according to Bernroider, (2002) these are the following;

Resources, meaning the available resources which are enabling the company to develop and deliver the software which it sets out to provide to its customers.

Capabilities, that is the critical success factors which the company possesses and that give it a competitive advantage.

Quality, which is quite clear as a term, referring to the quality of the products / services provided by the company and to the quality of the internal organization of the company, such as the quality of the business processes.

Efficiency, meaning how efficient the company is having a solid structure where all different departments, units and processes are properly organized and communicate well, in order to have a smooth operation of the company.

Customer responsiveness, which is not only referring to the obvious, that is how many customers does a company have, but also to how extensive is the diversification of a company’s products, what different price levels exist and how satisfied are those customers.

Innovation, which is about the level of a company’s desire to invest in new technologies, follow technological breakthroughs, keep up with the emerging business trends and in which extend is part of the profits re-invest in research & development.

External analysisThe external analysis of an enterprise is a task which is a bit more complicated (see Background and related literature), but it mainly is an analysis of the current competition and of the market in which the company operates. In order to give an

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example of external analysis factors we will mention some external barriers and drivers as they are stated by Bernroider, (2002):

Marketing / distribution in foreign countries Culture, which refers to certain restrictions or difficulties in communication that

might arise due to different languages and other cultural aspects. Trade / commerce law issues, which are sometimes different from country to

country and might cause problems when trying to enter new markets. EU regulations that might be rather complicated and restrictive in the standards

of quality that must be followed in order to market a software product in the EU Market size

Steps and DeliverablesIn the process of describing a successful strategy planning procedure for a software development company, one should go through the following steps, which include SWOT Analysis, Bernroider, (2002);

Step Activity

1.

Pre SWOT

Define current situation, create a mission statement and abstract business goals.

2.

SWOT Analysis

Analysis of the organization’s external competitive environment

(Define ‘Opportunities’ and ‘Threats’)

3.

SWOT Analysis

Analysis of the organization’s internal operating environment

(Define ‘Strengths and ‘Weaknesses)

4.

Pro SWOT

Selection of strategies

5.

Pro SWOT

Implementation of strategies

Table 1: The steps that have to be followed in order to carry out a successful SWOT Analysis as described by Bernroider, (2002).

In step 1, the management board has to derive its mission statement, which is a rather important statement, since it is the driver of an organization to become better in the future. Another activity of step 1 is the determination of abstract business goals, which will represent the actual developments that should take place, in order to fulfill its mission.

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The main activities that constitute SWOT Analysis are carried out during steps 2 and 3; External and internal analysis are the activities which help to determine the main building blocks of the SWOT Analysis matrix; Strengths, Weaknesses, Opportunities and Threats. As it was previously mentioned, during the external analysis part opportunites in new or existing markets are defined and threats from competitors, economic developments etc., are identified. Internal analysis serves as a mean to gain a complete view of an organization’s inner situation and identify its strengths and weaknesses.

Step 4 is when certain different solutions are constructed and then certain different strategies are formulated. These strategies may include a new marketing strategy to acquire a new market segment or a new cost reduction strategy in order to avoid a certain economic crisis and other similar strategic decisions.

Finally in Step 5 the organization has to decide which strategic plan is the most appealing and will result in benefits which are wanted by its stakeholders and be aligned with its mission statement.

III. SWOT Analysis: example fter analyzing the principles behind the SWOT Analysis method, it is time to present an example for this method. For our example we will carry out a SWOT

Analysis of Microsoft, a famous and international company which develops software (such as the Microsoft Windows Vista operating system and others) and also designs various kinds of technology equipment and gadgets.

AStep 1

Firstly, we need to define the mission of Microsoft:

Microsoft states the company’s mission at its official corporate website, which is defined as follows:

“At Microsoft, our mission and values are to help people and businesses through the world realize their full potential”Source: http://www.microsoft.com/about/default.mspx#values

Microsoft is a vast corporation, with customers of all sizes, from big companies to single users. They develop a large variety of software packages, such as Microsoft Office, Microsoft Project, Microsoft Dynamics and others. If we were to define some goals of Microsoft these would mostly concentrate around the company’s desire to rule the software market worldwide, maintain its current global influence and overpower its competitors.

Step 2 and Step 3

As mentioned in the method description in Section II, these two steps are the ones that are directly linked with SWOT Analysis; the steps of internal and external analysis. Firstly, we have to go through the external analysis of the market in which Microsoft is active in; this is not a hard task, since Microsoft is the most dominant software company

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since the early 90s, especially in the market of Operating Systems and other personal computer software, such as Microsoft Office Suite.

A brief description like that could be the summary of Microsoft’s current situation for the external side, but there are other emerging markets such as the Online office suite market, in which Microsoft only recently began to show interest in. In such a situation many different aspects must be taken in account, in order to formulate a good and solid strategy for the next moves of the company. Competitors in this market must be evaluated, new opportunities to be identified and other significant elements which add up to a thorough market research.

Then we move to the current situation within the company itself and the strengths and weaknesses that it has; Microsoft is a powerful company with millions of individual users worldwide and with many companies using its software products for their businesses to function. Its weak points might be hard to realize, since Microsoft has been so successful of the past 20 years but every single detail has to be taken in account in order to maintain the current situation and if possible to become even better in the future.

Figure 2: SWOT Analysis for Microsoft (see Appendix for larger version)

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Step 4 and 5

In the next two steps certain decisions have to be taken and implemented, about the strategy of Microsoft, but we will not go into detail, since it is not so close to the subject of the method we are describing.

The general idea behind these two steps is to formulate a set of candidate strategies, which could help solve the problem that the managers are investigating. After carefully examining all possible solutions and the effects they would have on the organization, one preferred strategy would be selected and a strategic plan would be designed.

To mention a couple of examples of what follows, the managers of Microsoft should decide whether more money should be invested in the emerging market of ‘Online office’ or will Microsoft just to fight Google, since it seems that Google is the main competitor.

IV. Meta-process modeln Figure 3 we present the meta-process model of the strategic planning process according to Bernroider, (2002). It is a rather simple diagram, since most of the activities are closed due to the fact that they are complicated processes and require

many different steps in order for them to be completed in full detail. IThe part of the diagram that is magnified contains the two main activities, out of which SWOT Analysis consists of, the External and Internal analysis. The sub-activities of these two main activities are closed, since they are too complex and not in the context of this manuscript.

Another fact worth pointing out is the fact that the roles in charge of the activities in this model are mostly organizational. This is a result of the high level and abstract nature of these activities which are of a strategic nature, such as the External and Internal Environment analysis, which are the two main elements of SWOT Analysis.

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Figure 3: The Meta-Process model of the strategic planning process as described by Bernroider, (2002). We zoom in the two most important main activities of our diagram.

(see Appendix for large version)

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V. Meta-Process model: Activity Table

Activity Subactivity Description

Corporate mission and goals definition

Define corporate mission

Defining the MISSION STATEMENT is rather significant, since it reflects on the goals and strategy that the organization will follow.

Determine corporate goals

In order to have a well functioning organization, certain CORPORATE GOALS must be determined that will be aligned to the CORPORATE MISSION.

External environment analysis

Define threats Analyzing the external environment of an organization helps the managers realize certain THREATS that might exist, whether these come from the competitors in a certain market or a new government policy etc.

Identify opportunities

The other result of the external analysis of an organization is the identification of possible OPPORTUNITIES, such as a new niche in a market or the creation of a new product.

Internal environment analysis

Define strengths Another important factor of SWOT Analysis is the definition of an organization’s STRENGTHS. Examples of a strength could be a certain product, a department, a planning process etc.

Identify weaknesses But when looking in the internal situation of an organization we also encounter certain flaws. These flaws are called WEAKNESSES they can be of many different natures; organizational, material etc.

Strategy selection

Realize strategic goals

Having analyzed both the external and internal environment, an organization must realize its STRATEGIC GOALS, which define the near and/or distant future of the organization.

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Select future objectives

While realizing the strategic goals of an organization, there might be many different goals for different timeframes. This is why the management board has to decide which are the FUTURE OBJECTIVES of the organization. These objectives usually have to be fulfilled in the near future.

Formulate strategic plan

Having selected the future objectives of the company, the board of managers has to put everything together and formulate the STRATEGIC PLAN of the organization, which then has to become the driving shaft of the organization.

Strategy implementation

Design organizational structure

In order to implement the STRATEGIC PLAN successfully, there has to be a certain organization of the corporation. This is called an ORGANIZATIONAL STRUCTURE and it differs among companies. It can be as simple as an organization chart, up to complicated organizational structures for different kinds of processes and functions of a corporation.

Design control systems

Implementing the STRATEGIC PLAN is based upon a certain ORGANIZATIONAL STRUCTURE but it can’t be properly implemented without a certain CONTROL SYSTEM. It is used to monitor all different aspects of an organization, from machine performance to email restrictions for better staff efficiency.

Table 2: The activity table of the meta-process model

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VI. Meta-deliverable model

n Figure 4 we present the meta-deliverable model in which we can see that the strategic planning process is quite simple in concept and most of the relations

included are straight forward, since many of the concepts can be the result of separate activities. This is in correspondence with figure 3, where we identified many closed activities, which are too complex to describe in this paper.

IA relation that is worth pointing out for the readers is the relation between the External and Internal environment analysis; these two concepts combined result in the concept of SWOT Analysis, which in turn affects the definition of the organization’s future objectives. This is one of the reasons why SWOT Analysis has been used so broadly and why it has become a useful tool for managers, helping them realize certain goals and objectives for the future of their organizations.


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Figure 4: The Meta-Deliverable model of strategic planning, which includes SWOT Analysis.(see Appendix for large version)

VII. Meta-deliverable model: Concept table

Concept Description

MISION STATEMENT A mission statement is ‘an unambiguous statement of what the organization does and its long-term purpose’ (Ward & Peppard, 2008).

STRATEGIC OBJECTIVES A goal / objective is ‘the target that the organization is setting to take it toward achieving its vision’ (Ward & Peppard, 2008).

LIST OF THREATS ‘A threat is any unfavourable situation in the


SWOT Analysis

organisation's environment that is potentially damaging to its strategy. The threat may be a barrier, a constraint, or anything external that might cause problems, damage or injury’ (Richards, 2009).

LIST OF OPPORTUNITIES ‘An opportunity is any favourable situation in the organisation's environment. It is usually a trend or change of some kind or an overlooked need that increases demand for a product or service and permits the firm to enhance its position by supplying it’ (Richards, 2009).

LIST OF STRENGTHS ‘A strength is a resource or capacity the organisation can use effectively to achieve its objectives’ (Richards, 2009).

LIST OF WEAKNESSES ‘A weakness is a limitation, fault, or defect in the organisation that will keep it from achieving its objectives’ (Richards, 2009).

SWOT ANALYSIS ‘An assessment of Strengths, Weaknesses, Opportunities and Threats. SWOT Analysis is used within organizations in the early stages of strategic and marketing planning. It is also used in problem solving, decision making or for making staff aware of the need for change’, (BNET, 2009).

FUTURE CORPORATE OBJECTIVES

A goal / objective is ‘the target that the organization is setting to take it toward achieving its vision’ (Ward & Peppard, 2008).

STRATEGIC PLAN ‘A comprehensive, integrative program that considers, at minimum, the future of current decisions, overall policy, organizational development and links to operational plans.’ (U.S. Environmental Protection Agency, 2007).

ORGANIZATIONAL STRUCTURE ‘Organizational structure is the form of an organization that is evident in the way divisons,departments, functions and people link together and interact.’ (BNET, 2009).

CONTROL SYSTEM ‘A system for controlling the operation of


SWOT Analysis

another system’ (Princeton WordNet Search, 2009)

Table 3: Concept table for the Meta-Deliverable model


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VIII. Process Deliverable Diagram ombining the previously presented meta-models in figures 3 & 4, we result in the process deliverable diagram. This diagram shows the relations between the

activities shown in the meta-process model of figure 3 and the concepts shown in the meta-deliverable mode of figure 4. These relations are quite simple, since the concepts that are derived from the activities are in general quite abstract.

C


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Figure 5: The Process Deliverable Diagram(see Appendix for large version)

IX. Background and related literaturen order to gain some more insight in the creation of the SWOT Analysis method, it would be useful to know some more details about its origin; this is where we come to

a paradox, since little is actually known on how the method was developed. There actually are no papers that first present the method, due to the fact that it was created

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during a research project funded by a large number of companies, making it rather confidential.

As stated in an article by Chapman, A., (2008) about SWOT Analysis and its origin,

“SWOT analysis came from the research conducted at Stanford Research Institute from 1960-1970. The background to SWOT stemmed from the need to find out why corporate planning failed. The research was funded by the fortune 500 companies to find out what could be done about this failure. The Research Team were Marion Dosher, Dr Otis Benepe, Albert Humphrey, Robert Stewart, Birger Lie.”

It is easy to understand that SWOT Analysis can be used in many different areas of management, thus a method which gives managers the opportunity to analyze a certain problem and put to paper the pros and cons of a situation or a company. Therefore, it helps them to begin their research in the certain problem and provides the basic concepts in order to decide what the next move will be. For example, it is also used for marketing management to define whether a new market entrance would be profitable or would it be beneficial to create new products, Wilson & Gilligan, (2005).

Another interesting quote from the article by Chapman, A., (2008) would be the following;

“A SWOT analysis measures a business unit, a proposition or idea; a PEST analysis measures a market.”

According to this quote, a market in which a company is active in should be well measured. Current trends in marketing analysis usually start with the external analysis dimension of the SWOT Analysis matrix. Following this trend, firstly we examine an organization’s external environment and how it is identified and analyzed. Being more specific, software companies have to pay close attention to their external environment, since competition and market status play a huge role in the success of a software company.

In his research paper, Bernroider, (2002) states that many companies tend to use another, complementary, method in order to analyze their external environment and in continuum to define certain their ‘Opportunities’ and ‘Threats’. The two most broadly used methods are PEST (or PESTEL) and the 5 Forces model by Porter, (1998) and also stated by Grundy, (2006).

PEST stands for Political, Economical, Social and Technological and it revolves around these dimensions of the external environment of an organization, in order to define potential threats and/or opportunities.

The 5 forces model by Porter is a rather known model, which consists of the five main elements of a company’s environment; (Existing) Competitors, (Bargaining power of) Suppliers, (Bargaining power of) Buyers, (Threat of possible) Substitutes and (Threat of possible) New Entrants.

SWOT Analysis is high level method and quite abstract, therefore it can be used by many different types of organizations; from software companies, which are addressed in this paper-, other businesses of all types and sizes, up to universities and other large institutions.


SWOT Analysis

To set some examples of the multidisciplinary nature of the SWOT Analysis method, Guzmán, Moreno, & Tejada, (2008) used it in order to define all different aspects of the travel agencies in the area of Andalucia, a higly touristic area of Spain. In another case study, Dyson, (2004), used SWOT Analysis in order to define the main strengths, weaknesses, opportunites and threats of the University of Warwick.

Despite all of these examples, another advantage of SWOT Analysis is that it can be easily combined with other methods and techniques, such as PEST & the 5 forces model mentioned above, in order to conduct thorough research of a specific company, product or even just an idea. It can also be used to create new hybrid tools and/or methods in order to create a new customized solution for a specific problem that an organization might face. For example Houben, Lenie, & Vanhoof, (1999) used SWOT Analysis to create a knowledge based system for small and medium enterprises.

To sum up, SWOT Analysis is a useful tool for decision making and for organizing ones thinking about a certain situation or idea, whether that is a company’s current situation, a certain problem within a company’s process etc. It should be combined with other analyzing techniques, in order to achieve a high level of analysis of a company, so as to succeed and make the most rewarding and efficient choices, since the final result of SWOT Analysis is to formulate a general plan for a new strategy and ways to implement it.


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X. ReferencesAlonso, I. A., Verdún, J. C., & Caro, E. T. (2008). The Importance of IT Strategic Demand Management in Achieving the Objectives of the Strategic Business Planning. 2008 International Conference on Computer Science and Software Engineering (pp. 235-238). IEEE Computer Society.BNET Business Network. (2009). BNET Business Network. Retrieved 3 5, 2009, from Strategic Goal: Definition and additional resources from BNET: http://dictionary.bnet.com/definition/strategic+goal.htmlBNET Business Network. (2009). BNET Business Network. Retrieved 3 20, 2009, from Organizational Structure: Definition and additional resources from BNET: http://dictionary.bnet.com/definition/organization+structure.htmlBNET Business Network. (2009). BNET Business Network. Retrieved 3 5, 2009, from SWOT Analysis: Definition and additional resources from BNET: http://dictionary.bnet.com/index.php?d=SWOT+AnalysisBernroider, E. (2002). Factors in SWOT Analysis Applied to Micro, Small-to-Medium, and Large Software Enterprises: An Austrian Study. European Management Journal , 20 (5), 562-573.Chapman, A. (2008). SWOT analysis method and examples. Retrieved 2009, from http://www.businessballs.com: http://businessballs.com/swotanalysisfreetemplate.htmCusumano, M., MacCormack, A., Kemerer, C. F., & Crandall, B. (2003). Software Development Worldwide: The State of the Practice. IEEE Software .Dyson, R. G. (2004). Strategic development and SWOT analysis at the University of Warwick. European Journal of Operational Research , 152, pp. 631-640.Fowler, M. (2003). UML Distilled: A Brief Guide to the Standard Object Modeling Language (3rd Edition). Addison-Wesley Professional.Grundy, T. (2006). Rethinking and reinventing Michael Porter's five forces model. Strategic Change , 15 (5), 213-229.Guzmán, J., Moreno, P., & Tejada, P. (2008, September). The tourism SMEs in the global value chains: the case of Andalusia. Service Business , 2, pp. 187-202.Houben, G., Lenie, K., & Vanhoof, K. (1999). A knowledge-based SWOT-analysis system as an instrument for strategic planning in small and medium sized enterprises. Decision Support Systems , 26, 125-135.Jackson, S. E., Aparna, J., & Erhardt, L. N. (2003, May 21). Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications. Journal of Management , 29 (6), pp. 801-830.Porter, M. (1998). How competitive forces shape strategy. In M. Porter, On Competition (pp. 21-38). Boston, MA.: Harvard Business School Press.Prefontaine, L., & Bourgault, M. (2002). Strategic Analysis and Export Behavior of SMEs: A Comparison Between the United States and Canada. International Small Business Journal , 20, pp. 123-138.Princeton WordNet Search. (2009). WordNet Search 3.0. Retrieved 3 5, 2009, from Princeton WordNet: http://wordnetweb.princeton.edu/perl/webwn?s=control%20system


http://dictionary.bnet.com/definition/organization+structure.html

http://dictionary.bnet.com/definition/strategic+goal.html

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Richards, H. (2009). University of Cambridge. Retrieved 3 9, 2009, from SWOT (Strengths, Weaknesses, Opportunities, Threats): http://www.ifm.eng.cam.ac.uk/dstools/paradigm/swot.htmlSteinmueller, E. (1995). The U.S. Software Indus : An Analysis and Interpretive History. In D. C. Mowery, The International Computer Software Indus . Oxford University Press.U.S. Environmental Protection Agency. (2007). U.S. Environmental Agency Retrieved 3 21, 2007, from US EPA Program Evaluation Glossary:http://www.epa.gov/evaluate/glossary/s-esd.htmWard, J., & Peppard, J. (2008). Strategic Planning for Information Systems, third edition. John Wiley & Sons, LTD.Wilson, R. M., & Gilligan, C. (2005). Strategic Marketing Management, Third Edition: planning, implementation and control. Butterworth-Heinemann.Zheng, Y., & Mou, Z. (2008). Organizational Structure Adjustment of Agent Team Based on Task. 2008 International Conference on Computer Science and Software Engineering (pp. 557-560). IEEE Computer Society.


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XI.Appendix

Figure 6: Larger version of the SWOT Analysis example, where we analyze Microsoft


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Figure 7: Larger version of the meta-process diagram


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Figure 8: Larger version of the meta-deliverable diagram


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Figure 9: Larger version of the Process Deliverable Diagram


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SWOT Analysis TemplateI

N

T

E

R

N

A

L

STRENGTHS WEAKNESSES

Define the strong points of the organization

Core competences

Define the weaknesses of the organization

Certain flaws or mistakes that have been identified

E

X

T

E

R

N

A

L

OPPORTUNITIES THREATS

Identify new opportunities in the market and in the general external environment

Identify certain threats from the external environment of the organization, such as threats from competitors.

Table 4: A template for SWOT Analysis


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