swot-pestle-analysis

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npx skills add https://github.com/melodic-software/claude-code-plugins --skill swot-pestle-analysis

Strategic Environmental Analysis

Perform strategic environmental analysis using SWOT, PESTLE, and Porter's Five Forces frameworks. Creates structured assessments for competitive positioning and strategic planning.

What is Strategic Environmental Analysis?

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 Framework 1: SWOT Analysis What is SWOT?

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 Workflow Step 1: Define Scope

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]

Step 2: Identify Strengths

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? Step 3: Identify Weaknesses

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? Step 4: Identify Opportunities

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? Step 5: Identify Threats

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? Step 6: Strategic Implications

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 Output Format

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] |

SWOT Mermaid Diagram 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]

Framework 2: PESTLE Analysis What is PESTLE?

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 Workflow Step 1: Define Context

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]

Step 2: Analyze Each Factor

For each PESTLE factor:

Identify relevant trends in that category Assess impact on your organization (positive/negative) Rate importance (High/Medium/Low) Determine timing (immediate/near-term/long-term) Identify strategic implications Step 3: Rate and Prioritize Impact Rating Description High Fundamental to strategy, requires response Medium Moderate effect, should monitor Low Minimal impact, awareness only PESTLE Output Format

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 |

|--------|-------|--------|------------|--------|-------------|

| 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 | [...] | [...] | [...] |

PESTLE Mermaid Diagram 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

Framework 3: Porter's Five Forces What are the Five Forces?

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 Workflow Step 1: Define Industry

Five Forces Context

Industry: [Specific industry definition] Scope: [Geographic / Segment focus] Purpose: [Entry decision / Positioning / Strategy] Date: [ISO date]

Step 2: Analyze Each Force

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 Step 3: Rate Forces 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 Five Forces Output Format

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]

Five Forces Mermaid Diagram flowchart TD subgraph Industry CR[Competitive Rivalry
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

Combined Analysis When to Use Each Framework 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 Integrated Analysis Workflow

For comprehensive strategic analysis:

Start with PESTLE - Understand macro-environment Apply Five Forces - Analyze industry dynamics Conduct SWOT - Position organization within context Synthesize - Create unified strategic recommendations Structured Data (YAML) 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)"

When to Use Strategic Analysis 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) Integration Upstream stakeholder-analysis - Identify who provides input capability-mapping - Link strengths to capabilities Domain research - Gather market data Downstream Requirements - Strategic requirements Business cases - Investment justification Roadmaps - Strategic initiatives Related Skills capability-mapping - Internal capability assessment stakeholder-analysis - Stakeholder perspectives value-stream-mapping - Operational efficiency benchmarking - Competitive comparison risk-analysis - Risk identification and mitigation Version History v1.0.0 (2025-12-26): Initial release

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