codexkit-strategic-analysis-porter

# Strategic Analysis (Porter + PESTEL + SWOT) ## When to Use - During annual strategic planning cycles - When evaluating entry into a new market or segment - When competitive dynamics shift significantly - When preparing strategic recommendations for the board ## Procedure ### Step 1 — Porter's Five Forces Rate each force (1 = Low, 5 = High): | Force | Guiding Questions | |-------|------------------| | **Threat of New Entrants** | Barriers to entry? Capital requirements? Regulatory hurdles? | | **Bargaining Power of Suppliers** | Supplier concentration? Switching costs? Unique inputs? | | **Bargaining Power of Buyers** | Buyer concentration? Price sensitivity? Switching costs? | | **Threat of Substitutes** | Alternative solutions? Performance ratio? Switching ease? | | **Competitive Rivalry** | Number of competitors? Industry growth? Exit barriers? | Overall industry attractiveness: Average of 5 forces (inverted — lower score = more attractive). ### Step 2 — PESTEL Scan | Factor | Key Trends | Impact (H/M/L) | Timeframe | |--------|-----------|-----------------|-----------| | **P**olitical | Regulation, trade policy, political stability | | | | **E**conomic | GDP growth, inflation, exchange rates, interest rates | | | | **S**ocial | Demographics, consumer behavior, workforce trends | | | | **T**echnological | Innovation pace, automation, digital disruption | | | | **E**nvironmental | Sustainability pressure, resource scarcity, climate | | | | **L**egal | Compliance requirements, IP law, labor law | | | ### Step 3 — SWOT Synthesis Combine Five Forces (external) + PESTEL (macro) + internal assessment: | | **Helpful** | **Harmful** | |---|---|---| | **Internal** | Strengths | Weaknesses | | **External** | Opportunities | Threats | ### Step 4 — Strategic Options Generate strategic options by crossing: - Strengths × Opportunities → Offensive strategies - Strengths × Threats → Defensive strategies - Weaknesses × Opportunities → Reorientation strategies - Weaknesses × Threats → Survival strategies Rank options by: Feasibility × Impact × Alignment with vision. ## Inputs | Input | Required | Format | |-------|----------|--------| | Industry/market context | Yes | Description or brief | | Company position | Yes | Products, market share, capabilities | | Competitor list | Recommended | Key competitors with known strengths | ## Output ```markdown ## Strategic Analysis — [Company/Market] ### Five Forces Assessment | Force | Rating | Rationale | |-------|--------|-----------| | New Entrants | 2/5 | High capital requirements, regulatory barriers | | Supplier Power | 3/5 | Moderate concentration, some switching costs | | Buyer Power | 4/5 | Price-sensitive market, low switching costs | | Substitutes | 3/5 | Digital alternatives emerging | | Rivalry | 4/5 | 5 major competitors, slow growth | | **Industry Attractiveness** | **Moderate** (avg 3.2/5) | | ### PESTEL Summary [Top 3–5 macro trends with impact assessment] ### SWOT Matrix | Strengths | Weaknesses | |-----------|------------| | Strong brand | Limited digital capability | | | | | **Opportunities** | **Threats** | | Emerging market expansion | New digital entrant | ### Strategic Options (Ranked) | # | Strategy | Type | Feasibility | Impact | Rank | |---|----------|------|-------------|--------|------| | 1 | Digital transformation | Reorientation | High | High | ⭐ 1 | | 2 | Market expansion APAC | Offensive | Medium | High | 2 | | 3 | Cost leadership program | Defensive | High | Medium | 3 | ### Recommendation [2–3 sentence strategic recommendation with rationale] ``` ## Definition of Done - [ ] Five Forces rated with rationale - [ ] PESTEL scan with top trends identified - [ ] SWOT matrix completed - [ ] Strategic options generated from SWOT cross-analysis - [ ] Options ranked by feasibility × impact - [ ] Clear recommendation provided ## Examples ### Prompt ```text Analyze the competitive landscape for our B2B SaaS company in the HR tech market. We have 5% market share, strong product but weak sales team. Key competitors: Workday, BambooHR, Deel. Use Porter's Five Forces + PESTEL + SWOT and recommend strategic options. ``` ## Quality Criteria - [ ] All claims reference specific frameworks, standards, or quantifiable data - [ ] Content matches the stated audience's expertise level - [ ] Recommendations are actionable — each includes a concrete next step - [ ] No unsupported assertions or generic filler language ## Verification (4C) | Check | Question | |-------|----------| | **Correctness** | Do referenced frameworks and standards match their official definitions? | | **Completeness** | Are all key concepts covered without significant gaps for the stated audience? | | **Context-fit** | Would this be useful for someone new to this domain, or is it too advanced/too basic? | | **Consequence** | If a stakeholder acted on this immediately, what could they misinterpret? | ## Edge Cases - **Conflicting frameworks** — State which framework takes precedence and why. Document the trade-off explicitly. - **Rapidly changing domain** — Note information currency date. Flag sections likely to need updates. - **Audience has mixed expertise levels** — Provide a glossary and mark advanced sections as optional. ## Changelog - v1.0.0 — Initial release