Opportunities and threats evolve and disappear due to a changing environment. Ideally it is possible to indicate the possible impacts of the opportunity or threat. Commercial organisations may use monetary indicators or alternatively indicators like market shares.
Other organisations may divide 100 points over the opportunities and threats to indicate the relative importance of each.

Every organisation has particular characteristics. In some aspects it is weak in other aspects it is strong. It can use its strengths or remove weaknesses to eliminate threats or capitalise on opportunities. But before it can do so, it needs to identify the options, it can explore, the so-called strategies. The effectiveness of the strategies usually differ. It is possible to express the effectiveness of a strategy as a percentage. The more successful the strategy; the higher the percentage.

Finally it is possible to rank the different options on basis of the impact on the objectives of the organisation by multiplying the impact of each strategy with the relative importance of each opportunity/threat. The relative importance of opportunities and threats relate to the development goals of the organisation. As it is often not possible to quantify the potential contribution of an opportunity or reversed threat to development goals, estimates are made about the relative contribution of these opportunities and threats. The relative contribution is also expressed in a percentage.


This results in the following ranking order to pursue strategies:
1. Weakness 1 (100%*10+50%*20+100%*30=50)
2. Weakness 2 (50%*10+100%*20+50%*30=40)
3. Strength 2 (100%*20+50%*30=35)

4. Strength 1 (50%*10+100%*10+50%*20= 25)

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