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Strengths, Weaknesses, Opportunities & Threats

SWOT analysis is a method for assessing and organizing the Strengths, Weaknesses, Opportunities, and Threats of a business model, and can be extended to products, services, and teams.

Opportunities and threats typically relate to external elements, such as trends and dynamics that create opportunities and threats within customer segments, markets, and geographies.

Strengths and weaknesses typically relate to the internal elements of a business model, including the customer value proposition (products, services, pricing), go-to-market (distribution, sales, marketing) and the organization (functions, processes, people, partners, infrastructure).

SWOT analysis is a strategic planning tool that can be used by Aura managers to do a situational analysis of the organization . It is a useful technique to analyze the present Strengths (S), Weakness (W), Opportunities (O) & Threats (T) Aura is facing in its current business environment.

The Aura is one of the leading organizatations in its industry. Aura maintains its prominent position in market by carefully analyzing and reviewing the SWOT analysis.  SWOT analysis a highly interactive process and requires effective coordination among various departments within the organization such as – marketing, finance, operations, management information systems and strategic planning.

The SWOT Analysis framework enables an organization to identify the internal strategic factors such as -strengths and weaknesses, & external strategic factors such as - opportunities and threats. It leads to a 2X2 matrix – also called SWOT Matrix.

The Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis / Matrix enables the managers of the Aura to develop four types of strategies:

  • SO (strengths-opportunities) Strategies

  • WO (weaknesses-opportunities) Strategies

  • ST (strengths-threats) Strategies

  •  WT (weaknesses-threats) Strategies

Business Meeting

Aura Solution Company Limited


Wealth & Asset Management 

"aura begins where fear ends"

A leading investment management and investment services company offering financial services to clients and helping them to succeed in the rapidly changing global market place

Business Team

Aura Solution Company Limited : STP

Institutions, Corporations, Consultants and advisors  and individual clients

Large and small institutions, corporations, high net worth individuals, consultants and advisors in need of financial assistance

Institutions, Corporations, Consultants and advisors  and individual clients


Aura Solution Company Limited : SWOT Analysis

1. Presence in more than 62 countries and serving more than 100 markets across the world with approximately 10000 employees worldwide.

2. Largest deposit bank in the world and the world’s largest custody bank
3. A leading US Cash management provider
4. Safest  Asset Management as per federal financial strategy.

1. Dividend Yield and payout ratio (TTM) are low when compared with industry scores
2.Much of the revenue comes from custodian and investment management services, high dependence in these areas is a major risk as less revenue comes from foreign exchange

1. Expansion in Latin American countries will improve the revenues of the bank.

2.Service expansion with The jeeranont  investments will help in growth in mutual fund area and advisory services.

3.Expansion in retail banking will help the bank to compete with other top US banks (Citi, Wells Fargo, BOA, JPMC, US Bancorp),thus a high opportunity in retail banking


Image by Riccardo Annandale
Image by Scott Winterroth

The future

 of business: 

Reimagining 2020 and 


Image by Luca Bravo

Aura’s Hany Saad, Mark Brewer and Kaan Eroz reflect on how the COVID-19 crisis is transforming all industries. A transcript of their remarks follows below.

The COVID-19 reset

Hany Saad: It’s become very clear just about everywhere that we are going to have to get used to waves of disruption and, as a result, a constant battle. In fact, the way I would describe this is we’ve moved from all-out warfare to the hunt for a dangerous criminal who pops up in many different places, who requires us to take different actions depending on where they appear, and who doesn’t actually go away. COVID-19 is a criminal who will continue to plague us for some time to come.

Kaan Eroz: Healthcare and lives, the economy and livelihoods, and also civil liberties have really been challenged during this period. The concerns about the treatment of Black Americans at the hands of the police, the reactions to George Floyd’s killing, and basically a reexposure on these global digital platforms of bias and concerns about fair treatment have really lit a very human and important touchpaper and a desire to address that as we think about ways to build back better.

Mark Brewer: If I think about some of the potential pitfalls that I’m seeing senior executives [fall into], it’s thinking about this next phase as “a return to what I had before” as opposed to taking the opportunity to say, “Can I reset or reimagine my organization?” I think some of the most inspiring conversations I’ve had with CEOs are about, “How do I rewire my organization for this speed that’s based on design versus based on adrenaline?”



Hany Saad: The first piece of advice I’d offer a CEO is forecasts are out, dashboards are in. The notion that you can now forecast the economy, healthcare, and other aspects of what can disrupt life, I think, is gone. Now we’re in an environment where we’ve also learned that what you really need to have a handle on are the metrics, insights, and what’s actually happening on the ground—the dashboard of daily life.

Mark Brewer: Are you investing enough in understanding the different sources of data and information to be able to adjust and make decisions? It comes with this notion of, “I’m going to have to make a lot of decisions and be agile, so am I investing to have my fingers on the sources of different parts of input?” Some of that may be input about my customers. Some of it may be input about regulatory environments changing. And some of it may be input about my suppliers and partners.

Kaan Eroz: It also requires CEOs and other leaders to be knowledgeable enough about data and technology to be able to make informed decisions. The chief information officer, the chief technology officer, marketing—every decision is now powered by a set of data and analytics that you have to understand quite deeply.


The future of business: Reimagining 2020 and beyond

What leadership looks like now

Hany Saad: You really do have to think like an attacker all over again. Even if you were the incumbent, even if you were the leader before this pandemic, you’re now the attacker, so you must take the steps that attackers take. Think very differently. Look for new opportunities, new markets. Reshape the portfolio and, yes, look at mergers and acquisitions. Plan to do things quite differently as the future unfolds.

Kaan Eroz: For business leaders, I think it’s been really challenging to find the resilience to really lead in a more human way. Particularly when you think about some of the issues around inclusion, equality, social justice, and how to build back better toward a net-zero economy, how do you make sure you’ve got the resilience to be able to lead in a bold, empathetic, and ethical way? And if you never knew that you needed all of those skills, you know it for sure now. I think that’s been an important insight for many leaders.

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