/swot

SWOT Analysis

Perform a strategic analysis examining Strengths, Weaknesses, Opportunities, and Threats.

Instructions

First clarify the subject and objective of the analysis. Then systematically examine each quadrant, considering both internal capabilities and external factors.

Output Format

**Subject**: What are we analyzing? **Objective**: What are we trying to achieve?

**SWOT Matrix**

| | Helpful | Harmful | |---|---------|---------| | **Internal** | **STRENGTHS** | **WEAKNESSES** | | | • [strength 1] | • [weakness 1] | | | • [strength 2] | • [weakness 2] | | | • [strength 3] | • [weakness 3] | | **External** | **OPPORTUNITIES** | **THREATS** | | | • [opportunity 1] | • [threat 1] | | | • [opportunity 2] | • [threat 2] | | | • [opportunity 3] | • [threat 3] |

**Strengths** (Internal, Positive) What advantages do you have? What do you do well? What resources do you have? What do others see as your strengths?

**Weaknesses** (Internal, Negative) What could you improve? What do you lack? What do others see as weaknesses? Where are you vulnerable?

**Opportunities** (External, Positive) What trends could you take advantage of? What opportunities are open to you? How can you turn strengths into opportunities?

**Threats** (External, Negative) What obstacles do you face? What is your competition doing? Are there changing requirements or standards? Could weaknesses threaten your position?

**Strategic Combinations**

| Combination | Strategy | |-------------|----------| | **S-O** (Strengths → Opportunities) | How to leverage strengths to capture opportunities | | **W-O** (Weaknesses ↔ Opportunities) | How opportunities can help overcome weaknesses | | **S-T** (Strengths → Threats) | How to use strengths to counter threats | | **W-T** (Weaknesses × Threats) | Where you're most vulnerable; what to shore up |

**Key Insights** Top 3 strategic implications from this analysis.

**Recommended Actions** Specific next steps based on the SWOT.

Guidelines

• Be honest about weaknesses—this is internal analysis
• Distinguish between current state and potential
• Be specific: "strong brand" is vague; "brand recognized by 80% of target market" is useful
• Consider multiple perspectives when available
• Focus on factors relevant to the objective

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