Once the marketing audit is complete, it must be summarised in a way that guides strategic decision-making. In this practical exercise, Professor Malcolm McDonald explores the correct use of SWOT analysis — a tool often used poorly — and links it directly to the formulation of planning assumptions and risk evaluation.
Why It Matters
- SWOT is often done generically, focused on “average customers” — which don’t exist
- Meaningful SWOTs must be grounded in real market segments and supported by hard data
- Assumptions drawn from SWOT must be evaluated for risk before setting objectives
Key Concepts Covered
- How to structure a segment-specific SWOT analysis
- Using portfolio matrices and lifecycle analysis to inform SWOT inputs
- The difference between “sustains”, “invests”, and “opportunistics” in marketing resource allocation
- Examples of Critical Success Factors (CSFs) with detailed support areas (e.g. education sector case study)
- Guidelines for writing meaningful summary terms (e.g. what “Affordability” really means)
- How to assess the downside risk of marketing assumptions
Insight
“SWOTs filled with vague terms like ‘product’ or ‘price’ are meaningless without proper context — they must be segment-specific and evidence-based.” – Malcolm McDonald
Download the Full Exercise
This summary introduces the methodology, but the full exercise includes pro formas, sectoral examples, and a downside risk worksheet for planning assumptions.