http://www.academicjournals.

org/journal/AJBM/article-full-text-pdf/21F95E420498
SWOT
Author- Albert Humphrey
Year of model- in the 1960 and 70s
Objective-identifying the strength weakness, opportunities and threats of the
organization. Internal analysis- strength weakness, external analysis- opportunities and threats.
Framework
Strength- something offers competitive advantage, evaluate strength by the functions of the firm such
as financing, producing, customer relations.
Weakness- something that is less outstanding when is compared to the competitors, such as the
location of business, wrong target market etcetra, highlighting the weakness of the organization allows
the organization to rectify their mistakes such as poor management of specific function to prevent
poor decision to be made again.
Opportunities- Opportunities is the external factor that can contribute to the growth of the organization,
such as trends, technologies, markets etc. EX, supermarkets. Taxation.
Threats- identifying the potential risk of the organization, threats are beyond of the organization
controls, eventhough threats are uncontrollable, organization tends to make contingency plans to
ensure the threat doesns control the market by sudden surprise. Such as , government regulation,
new tech, recession.
Limitation- it only list out the problems and dont offer the solutions to solve the issues.
Reference: http://www.free-management-ebooks.com/dldebk-pdf/fme-swot-analysis.pdf team fme
2013

Burma Castrol
Strength-2 pronged concept, main pronged continues to develop as a very successful global brand
while the other pronged the chemicals act as a substantial counter weight which is an important force
to share the Burma Castrol burden as Burma Castrol is slimming down to become more efficient in
managing business.
Weakness-recklessly acquiring Foseco because of its low share price, to balance up Castrol and
chemicals despite doing an in depth research about foseco leads confusion between the issues of
how forseco can add value to Burma and chemicals.
Opportunities- As the management convincedthe shareholders that they have the skills to manage
both Burma and chemicals business, more investment opportunites allow both Burma and chemicals
to grow . Change of strategy, from geographical structure to focusing on each of the four areas of
castrol as glocal business in their own right.
Threat- Wrong decision in acquiring Foseco to balance up castrol and chemicals, it took Foseco a
long time to achive appropriate return than Castrol anticipated. 1996, problems arose about applying
the old business approach which is success in Asia to a bigger developed markets in Europe and
North America.Internal structure for managing was no longer appropriate which is the geographical
based model.