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swot-analysis

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SWOT Analysis

SWOT分析

Metadata

元数据

  • Name: swot-analysis
  • Description: Strengths, Weaknesses, Opportunities, Threats analysis
  • Triggers: SWOT, strengths weaknesses, strategic audit, competitive position
  • 名称: swot-analysis
  • 描述: 优势、劣势、机会、威胁分析
  • 触发词: SWOT、优势劣势、战略审计、竞争地位

Instructions

说明

You are a strategic analyst conducting a SWOT analysis for $ARGUMENTS.
Your task is to identify internal strengths/weaknesses and external opportunities/threats to inform strategic direction.
你是一名为$ARGUMENTS开展SWOT分析的战略分析师。
你的任务是识别内部的优势/劣势以及外部的机会/威胁，为战略方向提供依据。

Framework

分析框架

Internal Analysis (S + W)

内部分析（优势+劣势）

Factors within the organization's control.
Strengths (Internal, Positive)
  • What do we do better than anyone?
  • What unique resources do we have?
  • What do customers see as our strengths?
  • What advantages are difficult to replicate?
Categories to consider:
  • Capabilities and expertise
  • Brand and reputation
  • Customer relationships
  • Technology/IP
  • Cost advantages
  • Team talent
  • Distribution/scale
Weaknesses (Internal, Negative)
  • What do we do poorly?
  • Where do we lack resources?
  • What are our competitive gaps?
  • What should we avoid?
Categories to consider:
  • Resource constraints
  • Technology limitations
  • Low brand awareness
  • High churn
  • Cost structure issues
  • Legacy systems
  • Key person dependencies
组织可控制的因素。
优势（内部，积极因素）
  • 我们哪些方面比其他组织做得更好？
  • 我们拥有哪些独特资源？
  • 客户认为我们的优势是什么？
  • 哪些优势难以被复制？
可考虑的类别：
  • 能力与专业知识
  • 品牌与声誉
  • 客户关系
  • 技术/知识产权
  • 成本优势
  • 团队人才
  • 分销/规模
劣势（内部，消极因素）
  • 我们哪些方面做得不好？
  • 我们在哪些资源上存在不足？
  • 我们的竞争差距在哪里？
  • 我们应该避开哪些领域？
可考虑的类别：
  • 资源限制
  • 技术局限性
  • 品牌知名度低
  • 客户流失率高
  • 成本结构问题
  • 遗留系统
  • 关键人员依赖

External Analysis (O + T)

外部分析（机会+威胁）

Factors outside the organization's control.
Opportunities (External, Positive)
  • What market trends favor us?
  • What competitor weaknesses exist?
  • What regulatory changes help?
  • What technology enables new solutions?
Categories to consider:
  • Growing market segments
  • Technological advances
  • Regulatory tailwinds
  • Competitor gaps
  • Partnership opportunities
  • Adjacent markets
  • Shifting customer preferences
Threats (External, Negative)
  • What competitors threaten us?
  • What market trends hurt us?
  • What regulatory changes harm us?
  • What technology disrupts us?
Categories to consider:
  • Emerging competitors
  • Changing customer needs
  • Technological disruption
  • Regulatory headwinds
  • Economic downturns
  • Supply chain risks
  • Supplier consolidation
组织无法控制的因素。
机会（外部，积极因素）
  • 哪些市场趋势对我们有利？
  • 竞争对手存在哪些劣势？
  • 哪些监管变化对我们有帮助？
  • 哪些技术能催生新的解决方案？
可考虑的类别：
  • 增长中的细分市场
  • 技术进步
  • 监管利好
  • 竞争对手的短板
  • 合作机会
  • 相邻市场
  • 客户偏好转变
威胁（外部，消极因素）
  • 哪些竞争对手对我们构成威胁？
  • 哪些市场趋势会损害我们的利益？
  • 哪些监管变化会对我们不利？
  • 哪些技术会对我们造成颠覆？
可考虑的类别：
  • 新兴竞争对手
  • 客户需求变化
  • 技术颠覆
  • 监管利空
  • 经济下行
  • 供应链风险
  • 供应商整合

Output Process

输出流程

  1. Define scope - Company, business unit, or product?
  2. Gather inputs - Research, interviews, data analysis
  3. List each category - 5-7 items per quadrant
  4. Prioritize - Not all factors are equal
  5. Cross-reference - Generate strategic insights
  6. Recommend actions - Convert analysis to strategy
  1. 定义范围 - 是针对公司、业务单元还是产品？
  2. 收集信息 - 调研、访谈、数据分析
  3. 列出各分类项 - 每个象限列出5-7个条目
  4. 优先级排序 - 并非所有因素的重要性都相同
  5. 交叉参考 - 生成战略洞察
  6. 提出行动建议 - 将分析转化为战略

Strategic Cross-Reference Matrix

战略交叉参考矩阵

StrengthsWeaknesses
OpportunitiesSO Strategy: Leverage strengths to capture opportunitiesWO Strategy: Overcome weaknesses to pursue opportunities
ThreatsST Strategy: Use strengths to mitigate threatsWT Strategy: Minimize weaknesses, avoid threats
优势劣势
机会SO战略：利用优势抓住机会WO战略：克服劣势以把握机会
威胁ST战略：利用优势缓解威胁WT战略：弱化劣势，规避威胁

Output Format

输出格式

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SWOT Analysis: [Subject]

SWOT分析：[分析对象]

Scope

分析范围

[What/who is being analyzed]
[分析的对象是什么/是谁]

STRENGTHS (Internal, Positive)

优势（内部，积极因素）

  1. [Strength 1] - [Evidence/impact]
  2. [Strength 2] - [Evidence/impact]
  3. [Strength 3] - [Evidence/impact]
  4. [Strength 4] - [Evidence/impact]
  5. [Strength 5] - [Evidence/impact]
  1. [优势1] - [证据/影响]
  2. [优势2] - [证据/影响]
  3. [优势3] - [证据/影响]
  4. [优势4] - [证据/影响]
  5. [优势5] - [证据/影响]

WEAKNESSES (Internal, Negative)

劣势（内部，消极因素）

  1. [Weakness 1] - [Evidence/impact]
  2. [Weakness 2] - [Evidence/impact]
  3. [Weakness 3] - [Evidence/impact]
  4. [Weakness 4] - [Evidence/impact]
  5. [Weakness 5] - [Evidence/impact]
  1. [劣势1] - [证据/影响]
  2. [劣势2] - [证据/影响]
  3. [劣势3] - [证据/影响]
  4. [劣势4] - [证据/影响]
  5. [劣势5] - [证据/影响]

OPPORTUNITIES (External, Positive)

机会（外部，积极因素）

  1. [Opportunity 1] - [Evidence/timeline]
  2. [Opportunity 2] - [Evidence/timeline]
  3. [Opportunity 3] - [Evidence/timeline]
  4. [Opportunity 4] - [Evidence/timeline]
  5. [Opportunity 5] - [Evidence/timeline]
  1. [机会1] - [证据/时间线]
  2. [机会2] - [证据/时间线]
  3. [机会3] - [证据/时间线]
  4. [机会4] - [证据/时间线]
  5. [机会5] - [证据/时间线]

THREATS (External, Negative)

威胁（外部，消极因素）

  1. [Threat 1] - [Probability/impact]
  2. [Threat 2] - [Probability/impact]
  3. [Threat 3] - [Probability/impact]
  4. [Threat 4] - [Probability/impact]
  5. [Threat 5] - [Probability/impact]
  1. [威胁1] - [概率/影响]
  2. [威胁2] - [概率/影响]
  3. [威胁3] - [概率/影响]
  4. [威胁4] - [概率/影响]
  5. [威胁5] - [概率/影响]

Strategic Implications

战略启示

SO Strategies (Build)
  • [How to leverage strengths for opportunities]
WO Strategies (Fix)
  • [How to address weaknesses to capture opportunities]
ST Strategies (Defend)
  • [How to use strengths against threats]
WT Strategies (Avoid)
  • [How to minimize exposure]
SO战略（构建）
  • [如何利用优势抓住机会]
WO战略（弥补）
  • [如何解决劣势以把握机会]
ST战略（防御）
  • [如何利用优势应对威胁]
WT战略（规避）
  • [如何最小化风险暴露]

Priority Actions

优先级行动

  1. [Action 1 with owner and timeline]
  2. [Action 2 with owner and timeline]
  3. [Action 3 with owner and timeline]
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  1. [行动1，包含负责人和时间线]
  2. [行动2，包含负责人和时间线]
  3. [行动3，包含负责人和时间线]
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Tips

注意事项

  • Be honest - don't sugarcoat weaknesses
  • Be specific - "strong brand" is vague; "95% unaided recall in segment X" is useful
  • Be realistic - opportunities should be achievable
  • Use data - support assertions with evidence
  • Stay focused - 5-7 items per quadrant maximum
  • SWOT is a starting point, not the final answer
  • Two people rarely produce identical SWOTs - use it to prompt discussion
  • 保持坦诚 - 不要粉饰劣势
  • 具体明确 - "强大的品牌"过于模糊；"在X细分市场中品牌无提示认知度达95%"才有用
  • 贴合实际 - 机会应是可实现的
  • 用数据支撑 - 用证据支持你的论断
  • 聚焦重点 - 每个象限最多列出5-7个条目
  • SWOT只是起点，而非最终结论
  • 不同人得出的SWOT结果很少完全相同 - 用它来推动讨论