Strategic environmental analysis using SWOT, PESTLE, and Porter's Five Forces. Creates structured assessments with Mermaid visualizations for competitive positioning and strategic planning.
Performs strategic environmental analysis using SWOT, PESTLE, and Porter's Five Forces frameworks. Claude will use this when you request competitive positioning, market entry assessment, or strategic planning analysis.
/plugin marketplace add melodic-software/claude-code-plugins/plugin install business-analysis@melodic-softwareThis skill is limited to using the following tools:
Perform strategic environmental analysis using SWOT, PESTLE, and Porter's Five Forces frameworks. Creates structured assessments for competitive positioning and strategic planning.
Strategic environmental analysis examines internal and external factors that impact an organization's ability to achieve its objectives. Three complementary frameworks provide different perspectives:
| Framework | Focus | Perspective | Best For |
|---|---|---|---|
| SWOT | Internal + External | Organization-centric | Quick strategic assessment |
| PESTLE | External macro-environment | Environment-centric | Market entry, regulatory planning |
| Porter's Five Forces | Industry dynamics | Competition-centric | Industry attractiveness, positioning |
SWOT analyzes four dimensions affecting strategic success:
| Dimension | Type | Question | Focus |
|---|---|---|---|
| Strengths | Internal | What do we do well? | Leverage |
| Weaknesses | Internal | What do we do poorly? | Improve or mitigate |
| Opportunities | External | What trends favor us? | Pursue |
| Threats | External | What could harm us? | Defend against |
## SWOT Scope Definition
**Subject:** [Organization / Product / Initiative]
**Purpose:** [Strategic decision to inform]
**Time Horizon:** [Current state / 1-year / 3-year]
**Analyst:** swot-analyst
**Date:** [ISO date]
Internal capabilities that provide competitive advantage:
| Category | Example Questions |
|---|---|
| Resources | Unique assets? Strong financials? Key partnerships? |
| Capabilities | Core competencies? Skilled workforce? Technology? |
| Market Position | Brand recognition? Customer loyalty? Market share? |
| Culture | Innovation culture? Agility? Employee engagement? |
Internal limitations that hinder performance:
| Category | Example Questions |
|---|---|
| Resources | Funding gaps? Aging infrastructure? Missing skills? |
| Capabilities | Inefficient processes? Technical debt? Skill gaps? |
| Market Position | Weak brand? High churn? Limited reach? |
| Culture | Resistance to change? Silos? Leadership gaps? |
External conditions that could benefit the organization:
| Category | Example Questions |
|---|---|
| Market | Growing segments? Unmet needs? Geographic expansion? |
| Technology | Emerging tech? Automation potential? Digital channels? |
| Regulatory | Favorable regulation? Deregulation? Incentives? |
| Competitive | Competitor weaknesses? Market consolidation? |
External conditions that could harm the organization:
| Category | Example Questions |
|---|---|
| Market | Declining demand? Commoditization? Price pressure? |
| Technology | Disruption? Obsolescence? Cyber risks? |
| Regulatory | New compliance? Trade barriers? Legal risks? |
| Competitive | New entrants? Substitutes? Aggressive competitors? |
Cross-reference quadrants to identify strategic options:
| Combination | Strategy Type | Approach |
|---|---|---|
| S-O | Offensive | Use strengths to capture opportunities |
| W-O | Developmental | Address weaknesses to pursue opportunities |
| S-T | Defensive | Use strengths to counter threats |
| W-T | Survival | Minimize weaknesses and avoid threats |
## SWOT Analysis: [Subject]
**Date:** [ISO date]
**Analyst:** swot-analyst
**Purpose:** [Strategic context]
### Strengths
| # | Strength | Impact | Evidence |
|---|----------|--------|----------|
| S1 | [Description] | High/Med/Low | [Supporting data] |
### Weaknesses
| # | Weakness | Impact | Evidence |
|---|----------|--------|----------|
| W1 | [Description] | High/Med/Low | [Supporting data] |
### Opportunities
| # | Opportunity | Impact | Timing |
|---|-------------|--------|--------|
| O1 | [Description] | High/Med/Low | Near/Mid/Long term |
### Threats
| # | Threat | Impact | Likelihood |
|---|--------|--------|------------|
| T1 | [Description] | High/Med/Low | High/Med/Low |
### Strategic Implications
| Strategy | S/W | O/T | Recommendation |
|----------|-----|-----|----------------|
| S-O: Offensive | S1, S2 | O1 | [Action] |
| W-O: Developmental | W1 | O2 | [Action] |
| S-T: Defensive | S3 | T1 | [Action] |
| W-T: Survival | W2 | T2 | [Action] |
quadrantChart
title SWOT Analysis
x-axis Internal --> External
y-axis Negative --> Positive
quadrant-1 Opportunities
quadrant-2 Strengths
quadrant-3 Weaknesses
quadrant-4 Threats
"Strong brand": [0.3, 0.8]
"Skilled team": [0.2, 0.7]
"Legacy systems": [0.3, 0.3]
"Limited budget": [0.2, 0.2]
"Growing market": [0.8, 0.85]
"New technology": [0.7, 0.75]
"New competitor": [0.8, 0.25]
"Regulation change": [0.7, 0.15]
PESTLE examines six macro-environmental factors:
| Factor | Focus | Example Considerations |
|---|---|---|
| Political | Government, policy | Elections, trade policy, stability, taxation |
| Economic | Economy, markets | GDP, inflation, interest rates, unemployment |
| Social | Society, demographics | Population, culture, lifestyle, attitudes |
| Technological | Technology, innovation | R&D, automation, digital transformation |
| Legal | Laws, regulations | Employment law, consumer protection, IP |
| Environmental | Ecology, sustainability | Climate, resources, sustainability mandates |
## PESTLE Context
**Subject:** [Organization / Market / Initiative]
**Geography:** [Region / Country / Global]
**Time Horizon:** [Current / 1-3 years / 3-5 years]
**Purpose:** [Market entry / Strategy / Risk assessment]
For each PESTLE factor:
| Impact Rating | Description |
|---|---|
| High | Fundamental to strategy, requires response |
| Medium | Moderate effect, should monitor |
| Low | Minimal impact, awareness only |
## PESTLE Analysis: [Subject]
**Date:** [ISO date]
**Geography:** [Scope]
**Analyst:** pestle-analyst
### Political Factors
| Factor | Trend | Impact | Importance | Timing | Implication |
|--------|-------|--------|------------|--------|-------------|
| [Factor] | [↑/↓/→] | +/- | H/M/L | Now/Near/Long | [Action] |
### Economic Factors
| Factor | Trend | Impact | Importance | Timing | Implication |
|--------|-------|--------|------------|--------|-------------|
### Social Factors
| Factor | Trend | Impact | Importance | Timing | Implication |
|--------|-------|--------|------------|--------|-------------|
### Technological Factors
| Factor | Trend | Impact | Importance | Timing | Implication |
|--------|-------|--------|------------|--------|-------------|
### Legal Factors
| Factor | Trend | Impact | Importance | Timing | Implication |
|--------|-------|--------|------------|--------|-------------|
### Environmental Factors
| Factor | Trend | Impact | Importance | Timing | Implication |
|--------|-------|--------|------------|--------|-------------|
### Summary: Key Factors
| Priority | Factor | Category | Strategic Response |
|----------|--------|----------|-------------------|
| 1 | [Most impactful] | [P/E/S/T/L/E] | [Action] |
| 2 | [...] | [...] | [...] |
mindmap
root((PESTLE))
Political
Government stability
Trade policy
Taxation
Economic
GDP growth
Inflation
Exchange rates
Social
Demographics
Consumer trends
Education
Technological
Innovation rate
Automation
R&D investment
Legal
Employment law
Consumer protection
Data privacy
Environmental
Climate policy
Sustainability
Resource scarcity
Porter's Five Forces analyze industry structure and profitability:
| Force | Question | High = |
|---|---|---|
| Competitive Rivalry | How intense is competition? | Lower profits |
| Threat of New Entrants | How easy to enter market? | More competition |
| Threat of Substitutes | Are alternatives available? | Price pressure |
| Bargaining Power of Suppliers | Can suppliers dictate terms? | Higher costs |
| Bargaining Power of Buyers | Can buyers dictate terms? | Lower prices |
## Five Forces Context
**Industry:** [Specific industry definition]
**Scope:** [Geographic / Segment focus]
**Purpose:** [Entry decision / Positioning / Strategy]
**Date:** [ISO date]
Competitive Rivalry:
| Factor | Assessment |
|---|---|
| Number of competitors | Few / Many |
| Industry growth | High / Low |
| Product differentiation | High / Low |
| Exit barriers | High / Low |
| Fixed costs | High / Low |
Threat of New Entrants:
| Barrier | Height |
|---|---|
| Capital requirements | High / Low |
| Economies of scale | Strong / Weak |
| Brand loyalty | Strong / Weak |
| Regulatory barriers | High / Low |
| Access to distribution | Easy / Hard |
Threat of Substitutes:
| Factor | Assessment |
|---|---|
| Substitute availability | Many / Few |
| Switching costs | High / Low |
| Price-performance ratio | Better / Worse |
| Buyer propensity to switch | High / Low |
Bargaining Power of Suppliers:
| Factor | Assessment |
|---|---|
| Supplier concentration | High / Low |
| Differentiation of inputs | High / Low |
| Switching costs | High / Low |
| Forward integration threat | High / Low |
Bargaining Power of Buyers:
| Factor | Assessment |
|---|---|
| Buyer concentration | High / Low |
| Volume of purchases | Large / Small |
| Product differentiation | High / Low |
| Switching costs | High / Low |
| Price sensitivity | High / Low |
| Rating | Industry Attractiveness |
|---|---|
| 1 (Very Strong Force) | Very Unattractive |
| 2 (Strong Force) | Unattractive |
| 3 (Moderate Force) | Neutral |
| 4 (Weak Force) | Attractive |
| 5 (Very Weak Force) | Very Attractive |
## Porter's Five Forces: [Industry]
**Date:** [ISO date]
**Scope:** [Geography / Segment]
**Analyst:** five-forces-analyst
### Force Analysis
| Force | Rating (1-5) | Key Drivers | Strategic Implication |
|-------|--------------|-------------|----------------------|
| Competitive Rivalry | [1-5] | [Top factors] | [Response] |
| New Entrants | [1-5] | [Barriers] | [Response] |
| Substitutes | [1-5] | [Threats] | [Response] |
| Supplier Power | [1-5] | [Factors] | [Response] |
| Buyer Power | [1-5] | [Factors] | [Response] |
### Industry Attractiveness
**Overall Score:** [Sum/5 = Average]
**Assessment:** [Very Attractive / Attractive / Neutral / Unattractive / Very Unattractive]
### Strategic Recommendations
1. **[Priority 1]:** [Action to address strongest force]
2. **[Priority 2]:** [Action to build competitive advantage]
3. **[Priority 3]:** [Action to improve positioning]
flowchart TD
subgraph Industry
CR[Competitive Rivalry<br/>Rating: X/5]
end
NE[Threat of<br/>New Entrants<br/>Rating: X/5] --> CR
SUB[Threat of<br/>Substitutes<br/>Rating: X/5] --> CR
SUP[Supplier<br/>Power<br/>Rating: X/5] --> CR
BUY[Buyer<br/>Power<br/>Rating: X/5] --> CR
style CR fill:#f9f,stroke:#333
style NE fill:#bbf,stroke:#333
style SUB fill:#bbf,stroke:#333
style SUP fill:#bfb,stroke:#333
style BUY fill:#bfb,stroke:#333
| Scenario | SWOT | PESTLE | Five Forces |
|---|---|---|---|
| Quick strategic assessment | ✅ Primary | Supporting | - |
| Market entry decision | Supporting | ✅ Primary | ✅ Primary |
| Competitive positioning | ✅ Primary | Supporting | ✅ Primary |
| Regulatory planning | Supporting | ✅ Primary | - |
| Investment decision | ✅ Primary | ✅ Primary | ✅ Primary |
| Annual strategic review | ✅ Primary | ✅ Primary | Supporting |
For comprehensive strategic analysis:
strategic_analysis:
version: "1.0"
date: "2025-01-15"
analyst: "strategic-analyst"
subject: "Acme Corp Market Expansion"
swot:
strengths:
- id: S1
description: "Strong brand recognition"
impact: high
evidence: "Top 3 in brand awareness surveys"
weaknesses:
- id: W1
description: "Limited digital presence"
impact: medium
evidence: "20% of sales from online"
opportunities:
- id: O1
description: "Growing Asian market"
impact: high
timing: near_term
threats:
- id: T1
description: "New market entrant"
impact: high
likelihood: high
pestle:
political:
- factor: "Trade agreements"
trend: positive
impact: positive
importance: high
economic:
- factor: "Interest rates"
trend: increasing
impact: negative
importance: medium
# ... other factors
five_forces:
competitive_rivalry:
rating: 3
key_drivers: ["Many competitors", "Low differentiation"]
threat_new_entrants:
rating: 4
key_drivers: ["High capital requirements"]
threat_substitutes:
rating: 2
key_drivers: ["Digital alternatives emerging"]
supplier_power:
rating: 4
key_drivers: ["Many suppliers available"]
buyer_power:
rating: 2
key_drivers: ["Large buyer concentration"]
overall_attractiveness: 3.0
synthesis:
key_insight: "Market attractive but digital disruption imminent"
priority_actions:
- "Accelerate digital transformation (address W1, T1)"
- "Expand Asian operations (leverage S1, capture O1)"
- "Build strategic supplier partnerships (counter S-T)"
| Scenario | Recommended Approach |
|---|---|
| Annual planning | SWOT + PESTLE |
| New market entry | PESTLE + Five Forces |
| Competitive response | SWOT + Five Forces |
| M&A due diligence | All three frameworks |
| Product launch | SWOT (focused) |
| Risk assessment | PESTLE (focused) |
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