| name | swot-pestle-analysis |
| description | Strategic environmental analysis using SWOT, PESTLE, and Porter's Five Forces. Creates structured assessments with Mermaid visualizations for competitive positioning and strategic planning. |
| allowed-tools | Read, Glob, Grep, Task, Skill |
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 |
|--------|-------|--------|------------|--------|-------------|
### 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 | [...] | [...] | [...] |
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<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
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:
-
[, ]
[]
[]
[]
[]
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 assessmentstakeholder-analysis - Stakeholder perspectivesvalue-stream-mapping - Operational efficiencybenchmarking - Competitive comparisonrisk-analysis - Risk identification and mitigation
Version History
- v1.0.0 (2025-12-26): Initial release
