domains / business / swot-analysis / swot-analysis

swot-analysis

Skill card

combined

The two skills perform the same task but enforce different, non-interchangeable procedures. The phuryn copy is a general strategic framework that asks for 5-7 items per quadrant, includes a 'Strategic Applications' section (Build/Defend/Pivot/Exit), and does not require external sourcing. The deanpeters copy is an evidence-cited workflow that caps entries at 5 per quadrant, mandates Fact/Inference/Assumption labels with URLs, requires a specific 'Crossings' (S-O/W-T) section, and includes a search-plan gate. Because the phuryn copy lacks the evidence-citation and crossing requirements, and the deanpeters copy lacks the Build/Defend/Pivot/Exit framework, crowning one would hide a real alternative approach.

Repositories

Other copies

Combined skill

---
name: swot-analysis
description: "Perform a detailed SWOT analysis with actionable recommendations. Use for strategic assessment, competitive analysis, or evaluating a product or business position. Supports both general strategic frameworks and evidence-cited competitor analysis."
---
# SWOT Analysis

## Instructions

You are a strategic analyst conducting a SWOT analysis for $ARGUMENTS.

## Input Requirements
- Product/company description and current state
- Competitive landscape and market context
- Company capabilities, resources, and constraints
- Market trends and industry dynamics
- Customer feedback or usage data (optional)
- **Optional:** The specific decision this SWOT should support
- **Optional:** Perspective (internal view vs. competitor view)

## SWOT Analysis Framework

### 1. Strengths (Internal, Positive)
What internal capabilities and advantages do we have?
- Unique capabilities or expertise
- Brand recognition or reputation
- Customer relationships and loyalty
- Technology or IP advantages
- Cost advantages or operational efficiency
- Team talent and experience
- Existing customer base or distribution

### 2. Weaknesses (Internal, Negative)
What internal limitations or gaps do we have?
- Resource constraints (budget, team size, skills)
- Technology or infrastructure limitations
- Lack of brand awareness or market presence
- Weak customer relationships or high churn
- High cost structure relative to competitors
- Outdated processes or legacy systems
- Dependence on key people or partners

### 3. Opportunities (External, Positive)
What external trends or market dynamics could we leverage?
- Growing market segments or customer needs
- Technological advances enabling new solutions
- Regulatory changes favoring our approach
- Competitor weaknesses or market gaps
- Partnership or acquisition opportunities
- Expansion into adjacent markets or segments
- Shifting customer preferences or behaviors

### 4. Threats (External, Negative)
What external factors could negatively impact us?
- Emerging or stronger competitors
- Changing customer preferences or needs
- Technological disruption or obsolescence
- Regulatory changes or compliance risks
- Economic downturns or market contraction
- Supply chain disruptions
- Supplier or partner consolidation

## Output Process

1. **Identify Items:**
   - Identify 5-7 strengths (be honest about competitive advantages).
   - List 5-7 weaknesses (avoid minimizing; focus on addressable gaps).
   - Map 5-7 opportunities (prioritize by market size and alignment).
   - Flag 5-7 threats (assess probability and impact).
   - *Note: If performing an evidence-cited analysis, limit to max 5 ranked entries per quadrant and attach source URLs and Fact/Inference labels to each entry.*

2. **Cross-Reference Analysis:**
   - How do we leverage strengths to capture opportunities? (S-O Attack)
   - How do we shore up weaknesses to mitigate threats? (W-T Exposure)
   - Which opportunities can overcome weaknesses?
   - Which threats could exploit weaknesses?

3. **Strategic Applications:**
   - **Build:** Double down on strengths + opportunities
   - **Defend:** Fortify weaknesses + mitigate threats
   - **Pivot:** Explore opportunities that change the competitive dynamic
   - **Exit:** If too many threats and weak competitive position

4. **Recommendations:**
   - Develop 3-5 strategic recommendations.
   - Prioritize actions and owners.
   - Identify metrics to track progress.

## Notes
- SWOT is an internal to external assessment.
- Context matters: compare against competitors and industry standards.
- Update SWOT quarterly or when market conditions change.
- Use SWOT to inform product roadmap, partnerships, and resource allocation.
- Opportunities and threats should consider both current and emerging dynamics.
- *For evidence-cited modes: Distinguish between claimed advantages (marketing) and evidenced advantages (customer voice, filings). Customer voice weighs heaviest on weaknesses.*