ABSTRACT
This chapter provides an overview and a discussion on elements, negotiation application, and limitations of negotiation SWOT analysis. SWOT analysis emanated from the Stanford Research Institute in the mid-1960s. SWOT can be employed to compare the position of both parties in terms of environment and resource capabilities. SWOT analysis is normally used in conjunction with a range of other analytical tools as part of a strategic decision-making process, i.e., category/portfolio management. SWOT is purely a 'snapshot' in time of the status quo. It does not provide direction or next steps. Some critics have argued that SWOT is not really an analytical tool and that it is purely a framework to structure facts and data concerning the current situation. It should be noted that there is overlap between SWOT and the well-known political, economic, sociocultural, technological, legislative and ecological (PESTLE), framework, albeit SWOT considers both internal and external factors, while PESTLE only considers external influences.
