W H AT I S A S W O T A N A LY S I S A N D W H Y S H O U L D

YO U U S E O N E ?
W H E N D O YO U U S E S W O T ?
W H AT A R E T H E E L E M E N T S O F A S W O T A N A LY S I S ?
H O W D O YO U C R E AT E A S W O T A N A LY S I S ?
H O W D O YO U U S E YO U R S W O T A N A LY S I S ?
Change is an inevitable part of community organizing. If you know
how to take stock of the strengths, weaknesses, opportunities, and
threats, you are more likely to plan and act effectively.
SWOT provides a tool to explore both internal and external factors
that may influence your work.

WHAT IS A SWOT ANALYSIS AND WHY

SHOULD YOU USE ONE?
SWOT stands for: Strength, Weakness, Opportunity, Threat. A SWOT
analysis guides you to identify your organizations strengths and
weaknesses (S-W), as well as broader opportunities and threats (O-T).
Developing a fuller awareness of the situation helps with both
strategic planning and decision-making.
The SWOT method was originally developed for business and industry,
but it is equally useful in the work of community health and
development, education, and even for personal growth.
SWOT is not the only assessment technique you can use. Compare it
with other assessment tools in the Community Tool Box to determine
if this is the right approach for your situation. The strengths of this
method are its simplicity and application to a variety of levels of
operation.

WHEN DO YOU USE SWOT?

A SWOT analysis can offer helpful perspectives at any stage
of an effort. You might use it to:

Explore possibilities for new efforts or solutions to problems.

Make decisions about the best path for your initiative.

Identifying your opportunities for success in context of threats
to success can clarify directions and choices.

Determine where change is possible. If you are at a juncture or

turning point, an inventory of your strengths and weaknesses
can reveal priorities as well as possibilities.

Adjust and refine plans mid-course. A new opportunity might

open wider avenues, while a new threat could close a path that
once existed.

SWOT also offers a simple way of communicating about your initiative

or program and an excellent way to organize information you've
gathered from studies or surveys.

WHAT ARE THE ELEMENTS OF A SWOT

ANALYSIS?
A SWOT analysis focuses on Strengths, Weaknesses, Opportunities,
and Threats.
Remember that the purpose of performing a SWOT is to reveal
positive forces that work together and potential problems that need to
be recognized and possibly addressed.
We will discuss the process of creating the analysis below, but first
here are a few sample layouts for your SWOT analysis.
Ask participants to answer these simple questions: what are the
strengths and weaknesses of your group, community, or effort, and
what are the opportunities and threats facing it?
Internal
Strengths

External
Weaknesses

Opportunities

If a looser structure helps you brainstorm, you can group positives

and negatives to think broadly about your organization and its
external environment.

Threats

Positives

Negatives

Strengths

Weaknesses

Assets

Limitations

Resources

Restrictions

Opportunities

Threats

Prospects

Challenges

Below is a third option for structuring your SWOT analysis, which

may be appropriate for a larger initiative that requires detailed
planning. This "TOWS Matrix" is adapted from Fred David's Strategic
Managementtext.
STRENGTHS

WEAKNESSES

1.

1.

2.

2.

3.

3.

4.

4.

OPPORTUNITIES

Opportunity-Strength (OS) Strategies

Opportunity-Weakness (OW) Strateg

1.

Use the strengths to take advantage of

Overcome weaknesses by taking adv

2.

opportunities

of opportunities

3.

1.

1.

4.

2.

2.

THREATS

Threat-Strength (TS) Strategies

Threat-Weakness (TW) Strategies

1.

Use strengths to avoid threats

Minimize weaknesses and avoid thre

2.

1.

1.

3.

2.

2.

4.

David gives an example for Campbell Soup Company that stresses

financial goals, but it also illustrates how you can pair the items within
a SWOT grid to develop strategies. (This version of the chart is
abbreviated.)
STRENGTHS

WEAKNESSES

Current profit ratio increased

Legal suits not resolved

Employee morale high

Plant capacity has fallen

Market share has increased

Lack of strategic manag

system

OPPORTUNITIES

Western European

Opportunity-Strength (OS) Strategies

unification

Rising health

Acquire food company in

Europe (S1, S3, O1)

consciousness in

Opportunity-Weakness (OW)
Strategies

Develop new Pepperidg

products (W1, O2, O3)

Develop new healthy soups

(S2, O2)

selecting foods

Demand for soups

increasing annually

THREATS

Low value of dollar

Tin cans are not

biodegradable

Threat-Strength (TS) Strategies

Develop new biodegradable

soup containers (S1, T2)

Threat-Weakness (TW) Strateg

Close unprofitable Euro

operations (W3, T1)

This example also illustrates how threats can become opportunities

(and vice versa). The limitation of tin cans (which aren't
biodegradable) creates an opportunity for leadership in developing
biodegradable containers. There are several formats you can use to
do a SWOT analysis, including a basic SWOT formthat you can use to
prompt analysis, but whatever format you use, don't be surprised if
your strengths and weaknesses don't precisely match up to your
opportunities and threats. You might need to refine, or you might
need to simply look at the facts longer, or from a different angle. Your
chart, list or table will certainly reveal patterns.

L I S T I N G YO U R I N T E R N A L FAC T O R S : S T R E N GT H S A N D
WEAKNESSES (S, W)
Internal factors include your resources and experiences.
General areas to consider:

Human resources - staff, volunteers, board members, target

population

Physical resources - your location, building, equipment

Financial - grants, funding agencies, other sources of income

Activities and processes - programs you run, systems you

employ

Past experiences - building blocks for learning and success, your

reputation in the community

Don't be too modest when listing your strengths. If you're having

difficulty naming them, start by simply listing your characteristics
(e.g., we're small, we're connected to the neighborhood). Some of
these will probably be strengths.
Although the strengths and weakness of your organization are your
internal qualities, don't overlook the perspective of people outside
your group. Identify strengths and weaknesses from both your own
point of view and that of others, including those you serve or deal
with. Do others see problems--or assets--that you don't?
How do you get information about how outsiders perceive your
strengths and weaknesses? You may know already if you've listened
to those you serve. If not, this might be the time to gather that type

of information. See related sections for ideas on conducting focus

groups, user surveys, and listening sessions.

L I S T I N G E XT E R N A L FAC T O R S : O P P O RT U N I T I E S A N D
T H R E AT S ( O , T )
Cast a wide net for the external part of the assessment. No
organization, group, program, or neighborhood is immune to outside
events and forces. Consider your connectedness, for better and
worse, as you compile this part of your SWOT list.
Forces and facts that your group does not control include:

Future trends in your field or the culture

The economy - local, national, or international

Funding sources - foundations, donors, legislatures

Demographics - changes in the age, race, gender, culture of

those you serve or in your area

The physical environment (Is your building in a growing part of

town? Is the bus company cutting routes?)

Legislation (Do new federal requirements make your job

harder...or easier?)

Local, national or international events

HOW DO YOU CREATE A SWOT ANALYSIS?

W H O D E V E LO P S T H E S W O T ?
The most common users of a SWOT analysis are team members and
project managers who are responsible for decision-making and
strategic planning.
But don't overlook anyone in the creation stage!
An individual or small group can develop a SWOT analysis, but it will
be more effective if you take advantage of many stakeholders. Each
person or group offers a different perspective on the strengths and
weaknesses of your program and has different experiences of both.

Likewise, one staff member, or volunteer or stakeholder may have

information about an opportunity or threat that is essential to
understanding your position and determining your future.

W H E N A N D W H E R E D O YO U D E V E LO P A S W O T
A N A LY S I S ?
A SWOT analysis is often created during a retreat or planning session
that allows several hours for brainstorming and analysis. The best
results come when the process is collaborative and inclusive.
When creating the analysis, people are asked to pool their individual
and shared knowledge and experience. The more relaxed, friendly
and constructive the setting, the more truthful, comprehensive,
insightful, and useful your analysis will be.

H O W D O YO U D E V E LO P A S W O T A N A LY S I S ?
Steps for conducting a SWOT analysis:

Designate a leader or group facilitator who has good listening

and group process skills, and who can keep things moving and
on track.

Designate a recorder to back up the leader if your group is

large. Use newsprint on a flip chart or a large board to record
the analysis and discussion points. You can record later in a
more polished fashion to share with stakeholders and to update.

Introduce the SWOT method and its purpose in your

organization. This can be as simple as asking, "Where are we,
where can we go?" If you have time, you could run through a
quick example based on a shared experience or well-known
public issue.

Depending on the nature of your group and the time available,

let all participants introduce themselves. Then divide your
stakeholders into smaller groups. If your retreat or meeting
draws several groups of stakeholders together, make sure you
mix the small groups to get a range of perspectives, and give
them a chance to introduce themselves.

o The size of these depends on the size of your entire group

breakout groups can range from three to ten. If the size
gets much larger, some members may not participate.

Have each group designate a recorder, and provide each with

newsprint or dry -erase board. Direct them to create a SWOT
analysis in the format you choose-a chart, columns, a matrix, or
even a page for each quality.
o Give the groups 20-30 minutes to brainstorm and fill out
their own strengths, weakness, opportunities and threats
chart for your program, initiative or effort. Encourage
them not to rule out any ideas at this stage, or the next.
o Remind groups that the way to have a good idea is to
have lots of ideas. Refinement can come later. In this way,
the SWOT analysis also supports valuable discussion
within your group or organization as you honestly assess.
o It helps to generate lots of comments about your
organization and your program, and even to put them in
multiple categories if that provokes thought.
o Once a list has been generated, it helps to refine it to the
best 10 or fewer points so that the analysis can be truly
helpful.

Reconvene the group at the agreed-upon time to share results.

Gather information from the groups, recording on the flip-chart
or board. Collect and organize the differing groups' ideas and
perceptions.
o Proceed in S-W-O-T order, recording strengths first,
weaknesses second, etc.
o Or you can begin by calling for the top priorities in each
category -the strongest strength, most dangerous
weakness, biggest opportunity, worst threat--and continue
to work across each category.
o Ask one group at a time to report ("Group A, what do you
see as strengths?") You can vary which group begins the

report so a certain group isn't always left "bringing up the

end" and repeating points made by others. ("Group B,
let's start with you for weaknesses.")
o Or, you can open the floor to all groups ("What strengths
have you noted?") for each category until all have
contributed what they think is needed.

Discuss and record the results. Depending on your time frame

and purpose:
o Come to some consensus about the most important items
in each category
o Relate the analysis to your vision, mission, and goals
o Translate the analysis to action plans and strategies

If appropriate, prepare a written summary of the SWOT analysis

to share with participants for continued use in planning and
implementation.

More ideas on conducting successful meetings can be found in

Community Tool Box resources on conducting public forums and
listening sessions, conducting focus groups, and organizing a retreat.

HOW DO YOU USE YOUR SWOT ANALYSIS?

Better understanding the factors affecting your initiative put you in a
better position for action. This understanding helps as you:

Identify the issues or problems you intend to change

Set or reaffirm goals

Create an action plan

As you consider your analysis, be open to the possibilities that exist

within a weakness or threat. Likewise, recognize that an opportunity
can become a threat if everyone else sees the opportunity and plans
to take advantage of it as well, thereby increasing your competition.
Finally, during your assessment and planning, you might keep an
image in mind to help you make the most of a SWOT analysis: Look

for a "stretch," not just a "fit." As Radha Balamuralikrishna and John C.

Dugger of Iowa State University point out, SWOT usually reflects your
current position or situation. Therefore one drawback is that it might
not encourage openness to new possibilities. You can use SWOT to
justify a course that has already been decided upon, but if your goal is
to grow or improve, you will want to keep this in mind.

IN SUMMARY
A realistic recognition of the weaknesses and threats that exist for
your effort is the first step to countering them with a robust set of
strategies that build upon strengths and opportunities. A SWOT
analysis identifies your strengths, weaknesses, opportunities and
threats to assist you in making strategic plans and decisions.
Contributor
Val Renault
Online Resources
Quality Guide: SWOT Analysis is a helpful guide from Management
Sciences for Health and United Nations Children's Fund.
Mind Tools: SWOT Analysis provides a quick overview of SWOT

Print Resources
David, F. (1993). Strategic Management, 4th Ed. New York, NY:
Macmillan Publishing Company.
Jones, B. (1990). Neighborhood Planning: A Guide for Citizens and
Planners. Chicago and Washington, DC: Planners Press, American
Planning Association.

DEVELOPING AND USING A SWOT ANALYSIS

___Your group or organization has determined, based on its strengths
and characteristics, to use a SWOT analysis to help develop strategies
for change
___You have designed your retreat or meeting as well as the form of
the SWOT analysis you will conduct
___You have involved a diverse group of stakeholders in creating the
SWOT assessment
___You conducted the SWOT analysis meeting and generated a list of
internal strengths and weaknesses and external opportunities and
threats
___You considered the SWOT factors from others' points of views as
well as your own
___You have used your SWOT analysis as a tool to discover or confirm
areas for action and improvement
___You have used your SWOT analysis to develop strategies for
change

CONDUCTING A SWOT ANALYSIS

___ At your meeting or retreat, designate a leader or group facilitator
___ Designate a recorder if your group is large. Use newsprint on a flip
chart or a large board to record the analysis and discussion points
___Introduce the SWOT method and its purpose in your organization
___Divide your stakeholders into smaller groups (of three to 10,
depending on your size). Mix the small groups to get a range of
perspectives, and give people a chance to introduce themselves
___Direct each group to designate a recorder, and provide each with
newsprint or dry-erase board. Instruct them to create a SWOT analysis
in the format you choose -a chart, columns, a matrix, or even a page
for each quality
___Give the groups 20-30 minutes to brainstorm and fill out their own
strengths , weakness, opportunities and threats chart for your
program, initiative or effort
___Reconvene the group to share results, recording on the flip-chart or
board. Collect and organize the differing groups' ideas and

perceptions by asking for results from one group at a time or by

opening the floor to all groups. Use one of the following orders to
record results:

S-W-O-T order, recording strengths first, weaknesses second,

etc.

Top priority order for each category -the strongest strength,

most dangerous weakness, biggest opportunity, worst threat

___Discuss insights, repeated items, and cross connections between

categories -"This strength plays into that opportunity"
___Use the results to support your purpose for the meeting:

Come to some consensus about most important items in each

category

Relate the analysis to your vision, mission, and goals

Translate the analysis to action plans and strategies

___If appropriate, prepare a written summary of the SWOT analysis for

participants to use in planning and implementing your effort

EXAMPLE 1: USING SWOT FOR A

NEIGHBORHOOD DEVELOPMENT PROJECT
A neighborhood group in Chicago developed combined lists for their
SWOT analysis, one for positives and one for negatives. They agreed
upon these internal and external factors:

S O M E S T R E N GT H S A N D O P P O RT U N I T I E S ( P O S I T I V E S )

Trust among partners

Intellectual capacity

People who are committed to the work

Neighborhood with a proud history

Right people at the table

Ability to influence policy

History of collaboration

Experience in community development

Attention of internal and external investors

S O M E L I M I TAT I O N S A N D C H A L L E N G E S ( N E G AT I V E S )

Violence and gangs among youth

People in the community need to define success

Not enough people doing the work

Funders need to become genuine partners

Difficulty balancing service delivery and advocacy

Partnering takes time; more resources needed

Regional planning that harms community

While the terms are general, the analysis still offered direction to the
participants in their planning. The group identified one of their

strengths as people who are committed to the work, while one of their
weaknesses was difficulty balancing service delivery and advocacy.
They needed to be aware of both internal qualities as they formed
strategies for community change.
When they looked to their external and internal opportunities, the
group realized they had the attention of funders. They could capitalize
on this opportunity for grant money, but they needed to define
projects with an awareness of an internal weakness: people in the
community need to define success. If the group accepts a grant to
carry out a project that the community does not consider important
(i.e., has not defined as success), their future effectiveness could be
compromised.
More specifically, the neighborhood group knew they want to make
improvements in certain goal areas, so they used the SWOT analysis
to guide planning.
One goal area was economic development and job creation. Knowing
they possessed certain strengths, they developed a plan that
addressed some of their weaknesses:
Strength and Opportunity

Experience in community development

Attention of internal and external

investors

Neighborhood with a proud history

Weakness and Limitation

Funders need to become genuine

partners

Violence and gangs among youth

Based on these facts, they devised an economic development

strategy:
To create a community revolving loan fund to support start-up of
small businesses.
This would bring the neighborhood's investors into a partnership with
the neighbors (matching opportunity with limitation) and the creation
of jobs could offer other opportunities to youth who were tempted to
join gangs (addressing a weakness).
The neighborhood group also concluded that certain strengths
equipped them to take on another threat. Here's another example
minus the box.

Based on these facts about their group's assets:

o Ability to influence policy
o Right people at the table
o History of collaboration

The members developed two broad strategies to address this

liability:
o Regional planning that harms the community

The strategies they formed were:

o To promote citizen involvement in key policy issues that
affect the neighborhoods (e.g., fair housing, welfare
reform, public safety).
o To enhance participation, involvement, and influence of
neighborhood leaders and organizations on broader policy
issues.

In this way, even a very simple SWOT analysis can be a basis for
brainstorming and concrete planning, within the context of the vision,
mission, and purpose an organization has already established.
After the SWOT analysis, of course, the neighborhood group moved on
to the next step--developing action plans to implement its strategies.
Information from the SWOT was useful in that context as well, helping
to clarify strengths and weaknesses in resources and experience.
Contributor Val Renault

TOOL: PERFORMING A SWOT ANALYSIS

Here are some general questions in each SWOT category to prompt
analysis of your organization, community, or effort.
Internal

Human resources

Physical resources

Financial resources

Activities and processes

Past experiences

External

Positives
Strengths
What are your own advantages, in
terms of people, physical resources,
finances?

Negatives
Weaknesses
What could be impro
organization in term
physical resources, f

What do you do well? What

activities or processes have met
with success?

What activities and

effectiveness or are

Threats
What obstacles do y
hinder the effort - in
environment, the pe
serve, or the people
your work?

Future trends - in your

field or the culture

The economy

Opportunities
What possibilities exist to support
or help your effort - in the
environment, the people you serve,
or the people who conduct your
work?

Funding sources
(foundations, donors,
legislatures)

What local, national, or

What local, national
international trends draw interest to international trends
your program?
in other or competin

Demographics

Is a social change or demographic

pattern favorable to your goal?

Is a social change or
pattern harmful to y

The physical environment Is a new funding source available?

Legislation

Have changes in policies made

something easier?

Is the financial situa

funder changing?

Local, national, or
international events

Do changes in technology hold new

promise?
Is changing technolo
threatening your eff

Contributor
Val Renault

Have changes in pol

something more diffi

Como Desenvolver uma

Matriz ou Anlise SWOT
(FOFA)
Leandro Borges 9 comments Conceitos De Gesto
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O que : A famosa matriz SWOT, tambm dita anlise, foi desenvolvida na

dcada de 60 na Universidade de Stanford e, rapidamente, se transformou num
exerccio/mtodo utilizado por todas as principais empresas do mundo na
formulao de suas estratgias.

Significado: O nome, SWOT, uma sigla que significa Strenghts (Foras),

Weaknesses (Fraquezas), Opportunities (Oportunidades) e Threats (Ameaas).
Por essa razo, o exerccio tambm conhecimento como anlise/matriz
FOFA, em portugus.

Quando usar: Essas reas so separadas entre anlise interna (foras e

fraquezas) e anlise externa (oportunidades e ameaas). Alm disso, tambm
existe a viso dos elementos que ajudam (foras e oportunidades) e aqueles
que atrapalham (ameaas e fraquezas). Assim, a SWOT ou FOFA se torna um
exerccio completo de anlise de ambiente que deve ser aplicado em qualquer
processo de planejamento estratgico.
Como fazer: O exerccio de criar a sua matriz SWOT consiste em levantar o
maior nmero possvel de itens para cada rea. Portanto, vamos analisar ponto
a ponto.
I) Foras:
As foras so elementos internos que trazem benefcios para o seu negcio.
Uma outra maneira de pensar sobre isso imaginar os elementos que esto
sobre o seu controle, ou seja, voc consegue decidir se mantm ou no a
situao. Alguns exemplos podem ser:
1) A unio da sua equipe
2) Uma certa quantidade de ativos (imveis, equipamento moderno, etc)
3) Localizao privilegiada
4) Relacionamentos estratgicos
5) Modelo de cobrana
So praticamente infinitas as foras que podem ser listadas em um negcio,
mas importante focar no que realmente faz diferena e, tambm, elementos
que podem ser trabalhados em cima. Faz-se uma anlise SWOT no apenas
para refletir, mas para criar um plano de ao. Vamos aprofundar o exemplo
acima.

1) A unio da sua equipe -> Montar um sistema de remunerao integrado

2) Uma certa quantidade de ativos (imveis, equipamento moderno, etc) > Capitalizao barata
3) Localizao privilegiada -> Focar em estratgias de marketing no local
4) Relacionamentos estratgicos -> Segmentar projetos para esse pblico
que temos acesso
5) Modelo de cobrana -> Preos mais competitivos ou economias no
estoque.
Na LUZ, criamos uma lista de foras para ajudar:

II) Fraquezas:
As fraquezas so elementos internos que atrapalham o negcio. De modo
complementar s foras, so aquelas caractersticas dentro do seu controle,
mas que no ajudam na realizao da misso. Alguns exemplos so:
1) Produto altamente perecvel
2) Matria prima escassa
3) Equipe pouco qualificada
4) Tecnologia ultrapassada
5) Processo de entrega
Novamente, o interessante buscar aes para mitigar essas fraquezas.
Logicamente, importante sair do lugar comum como falta de dinheiro ->
conseguir mais dinheiro. Isso sido dito, vamos aos exemplos:
1) Produto altamente perecvel -> Fazer uma precificao amigvel troca e
retorno ao ponto de venda
2) Matria prima escassa -> Mudar de matria prima ou assumir um
posicionamento de luxo
3) Equipe pouco qualificada -> Desenvolver produtos mais simples ou mudar
o processo para aproveit-los
4) Tecnologia ultrapassada -> Vender a estrutura para outras empresas

5) Processo de entrega lento -> Deixar o cliente retirar ele mesmo o produto
com mega desconto

III) Oportunidades:
As oportunidades so as situaes externas empresa que podem acontecer e
afetar positivamente no negcio. Estes fenmenos normalmente esto fora do
controle da empresa, mas existe uma chance deles acontecerem. Alguns
exemplos so:
1) Vai sair uma nova lei
2) Pode surgir um novo curso
3) Minha concorrente precisa de ajuda
4) Ter acesso uma nova tecnologia
5) Algum produto complementar ao meu ser lanado
As oportunidades so muito perecidas com sonhos do tipo se isso acontecer,
vai ser muito bom.. E, embora elas estejam fora do controle da empresa, devese haver uma preparao mnima para o caso dela ocorrer. Vamos avanar
com os exemplos:
1) Vai sair uma nova lei -> Desenvolver um produto especfico para atend-la
2) Pode surgir um novo curso -> Planejar para os funcionrios terem acesso
ele
3) Minha concorrente precisa de ajuda -> Podemos fazer uma fuso ou
aquisio
4) Ter acesso uma nova tecnologia -> Planejar uma nova linha de produtos
5) Algum produto complementar ao meu ser lanado -> Buscar parceria de
marketing

IV) Ameaas:

Por fim, as ameaas so situaes externas empresa que podem atrapalhar

o negcio. Assim como as oportunidades, esto fora do controle da empresa,
mas sabe-se que existe uma chance de acontecerem. Alguns exemplos, so:
1) Entrada de um concorrente internacional no mercado
2) Pirataria dos seus produtos
3) Mudana na legislao do seu setor
4) Escassez de mo de obra
5) Catastrofes naturais/guerras
As ameaas podem ser traduzidas pelos medos que existem por parte da
gesto da empresa. Igualmente s oportunidades, deve-se pensar, mesmo que
por alto, maneiras de mitig-las. Vamos l:
1) Entrada de um concorrente internacional no mercado -> Fazer contrato
de longo prazo com fornecedores
2) Pirataria dos seus produtos -> Estratgias para usar o marketing gratuito
gerado
3) Mudana na legislao do seu setor -> Desenvolver um produto
especfico para atend-la
4) Escassez de mo de obra -> Desenvolver um curso de capacitao prprio
seu
5) Catstrofes naturais/guerras -> Ter planos alternativos e buscar novos
mercados

Concluso:
A criao da matriz/anlise SWOT (FOFA) etapa essencial para qualquer
planejamento estratgico de sucesso. Aqui na LUZ, oferecemos ferramentas de
gesto para empresas, incluindo uma planilha em excel pronta com sugestes
de perguntas para a realizao da sua Anlise SWOT.
Nesta planilha, criamos um grfico que permite visualizar a situao da sua
empresa de uma s vez, veja exemplo abaixo!

- See more at: http://blog.luz.vc/o-que-e/como-desenvolver-uma-matriz-ou-analiseswot-fofa/#sthash.PVD7F9wT.dpuf