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(This is an expanded version of the 2005 First Quarter issue of Public Relations Strategies, a quarterly publication of Miyamoto Strategic Counsel)
The familiar and oft-utilized SWOT scan of an organization�s operating environment also can be used during a communications audit to determine the effectiveness and efficacy of the organizations efforts to influence its stakeholders.
In a SWOT scan, two internal factors (Strengths and Weaknesses), and two external factors (Opportunities and Threats) are identified. Essentially, this can be considered to coincide with the familiar listing of advantages and disadvantages one uses to determine a course of action in one�s business or personal life.
A public relations SWOT analysis is very useful in matching resources and capabilities to the environment in which an organization operates, and can be very effective and instrumental in determining communications/action strategy and tactical selection.
STRENGTHS
A public relations SWOT analysis should begin by listing the communications resources, capabilities, and positive assets that can be used to give your campaign a competitive advantage. That is, things you already have that you can use to rise above the noise of the ambient message clutter. The list should be exhaustive, and can include business-related strengths that are reputation-oriented, such as innovative proprietary advantages (e.g. patents, research capabilities, proprietary know-how, good branding), a solid reputation among stakeholders, and credibility with � and access to � influencers.
WEAKNESSES
If certain strengths are absent, view it as a weakness. For example, lack of proprietary advantages, lack of a solid reputation, and lack of credibility. If any desirable strengths are marginal, this also is a weakness. Weakness might include limited proprietary advantages, a poor reputation among customers or clients, low capability to react quickly to emergency community situations, lack of experience in issues management, no crisis management/communications plan, an inability to react quickly to public relations opportunities, and no competent and experienced outside public relations counsel.
OPPORTUNITIES
Articulate new opportunities to enhance your organization�s reputation through strategic communications efforts, carefully selected event sponsorships, and major relevant partnerships and coalitions. Look for unfulfilled public needs, establishment of new communications outlets and media technologies, any changes in procedures and regulatory roadblocks. These external factors will enhance the organizations potential for profit and growth.
THREATS
Finally, list the threats (both real and perceived) that can hinder the effective acceptance of your messages. Most opportunities also contain hidden threats. The list can include things such as hostile �gotcha� media practices, predisposed attitudes of important publics to certain issues that are detrimental to the organization, competitors who are looking to �steal your lunch,� legislative disenchantment with your industry, adoption of new laws that heavily regulate your organization�s activities, and increased barriers to communication.
THE SWOT MATRIX
Use a SWOT matrix to develop your strategies based on your lists.
| Strengths | Weaknesses | |
| Opportunities | S-O Strategies | S-T Strategies |
| Threats | W-O Strategies | W-T Strategies |
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