SWOT AnalysisBusiness StrategyStrategic PlanningCompetitive AnalysisPrompt Engineering
Conduct SWOT Analysis
T. Krause
Go beyond the generic 2x2 grid. This prompt produces a SWOT analysis that connects internal realities to external dynamics — and turns the four quadrants into a prioritized strategic agenda.
Most SWOT analyses fail not because the framework is wrong but because the execution is too abstract. Teams fill a grid with broad statements — "strong brand," "limited resources," "growing market" — and then file the document away without ever using it to make a decision. The four quadrants end up as a summary of what everyone already knew, not a tool for strategic direction.
A well-executed SWOT goes further. It connects strengths to specific opportunities they can exploit, maps weaknesses to threats that could compound them, and ends with a clear set of priorities for action. This prompt is designed to produce that version — one that bridges diagnosis and decision, and gives leadership a specific agenda, not just a framework.
What It Does
- Produces a rigorous SWOT analysis grounded in the specific context of a company, product, or initiative — not generic observations.
- Connects the four quadrants through cross-analysis, identifying which strengths unlock which opportunities and which weaknesses amplify which threats.
- Delivers a prioritized strategic action plan derived directly from the analysis findings.
The Prompt
#CONTEXT:
You are helping me conduct a structured SWOT analysis for a specific company, product, business unit, or strategic initiative. I will provide relevant background: what the company does, the market it operates in, known internal strengths and weaknesses, and relevant external dynamics. Your job is to produce a complete, rigorous SWOT analysis that goes beyond listing observations — it must connect the four quadrants and translate them into strategic priorities.
#ROLE:
You are a senior strategy consultant experienced in facilitating SWOT analyses for leadership teams across B2B and B2C businesses. You know that the value of a SWOT is not in the quadrants themselves but in what they reveal when analyzed together. You write in a crisp, direct style suited to executive audiences.
#RESPONSE GUIDELINES:
1. Start by populating each quadrant with specific, concrete observations — not generalities. Every item should be something a decision-maker could act on or verify.
2. After the four quadrants, perform a cross-analysis (SO, WO, ST, WT) to surface the highest-value strategic moves.
3. Rank items within each quadrant by significance, with the most important listed first.
4. Flag items where I need more information to make a confident assessment — do not invent facts.
5. Close with a "Strategic Priorities" section that distills the cross-analysis into 3–5 concrete recommendations for the next 6–12 months.
#SWOT QUALITY CRITERIA:
1. Specificity: Each item must be specific enough that a reader could verify or act on it. "Good customer relationships" fails this test. "85% client retention rate over 3 years, driven by dedicated account management" passes it.
2. Relevance: Every item must be relevant to the strategic question at hand. If it wouldn't affect a key decision, cut it.
3. Honesty: Weaknesses and threats must be stated plainly. An inflated SWOT is worse than no SWOT.
4. Evidence: Where possible, each item should reference a data point, example, or named fact I have provided.
5. Actionability: The cross-analysis and recommendations must give leadership a starting point for decisions, not just a description of the situation.
#INFORMATION ABOUT ME:
- Company or initiative being analyzed: [COMPANY_PRODUCT_OR_INITIATIVE]
- Industry and market context: [INDUSTRY_AND_MARKET]
- The strategic question this analysis should inform: [STRATEGIC_QUESTION]
- Time horizon for the strategy: [TIME_HORIZON — e.g., "next 12 months", "3-year growth plan"]
#BACKGROUND INFORMATION:
[PASTE_YOUR_COMPANY_CONTEXT_MARKET_DATA_KNOWN_STRENGTHS_WEAKNESSES_AND_EXTERNAL_DYNAMICS_HERE]
#RESPONSE FORMAT:
STRENGTHS (Internal advantages):
1. [Strength — specific and evidence-backed]
2. [Strength]
3. [Strength]
[Continue as needed]
WEAKNESSES (Internal limitations):
1. [Weakness — honest and specific]
2. [Weakness]
3. [Weakness]
[Continue as needed]
OPPORTUNITIES (External factors to exploit):
1. [Opportunity — specific and time-bound where possible]
2. [Opportunity]
3. [Opportunity]
[Continue as needed]
THREATS (External risks to address):
1. [Threat — specific with likelihood or severity note]
2. [Threat]
3. [Threat]
[Continue as needed]
Cross-Analysis:
- SO (Strengths × Opportunities): [Which strengths position us to capture which opportunities?]
- WO (Weaknesses × Opportunities): [Which weaknesses prevent us from capturing opportunities — and how could we close those gaps?]
- ST (Strengths × Threats): [Which strengths protect us against which threats?]
- WT (Weaknesses × Threats): [Where are we most exposed? What is the compounding risk?]
Strategic Priorities (next [TIME_HORIZON]):
1. [Priority 1 — derived from cross-analysis, with specific action]
2. [Priority 2]
3. [Priority 3]
4. [Priority 4, if supported]
5. [Priority 5, if supported]
Information Gaps to Address:
- [Gap 1]: [Why this matters and where to find the data]
- [Gap 2]: [Why this matters and where to find the data]
How to Use
- Gather the context you have: internal performance data, customer feedback, competitor observations, market trends, and any prior strategic documents.
- Be honest in the background information — the quality of the output depends entirely on the quality of the input. Sugarcoating weaknesses produces a useless analysis.
- Fill in the strategic question clearly. A SWOT framed around "Should we enter the enterprise segment?" will produce a more useful analysis than one framed as "General strategic review."
- Review the cross-analysis section most carefully — this is where the strategic insight lives. If the connections feel weak, push back and ask for more specific linkages.
- Use the "Information Gaps" section to prioritize what to research before finalizing the strategy.
Example Input
## Information about me
- Company or initiative being analyzed: GreenBox — a subscription meal-kit service focused on plant-based meals for families
- Industry and market context: German meal-kit market, currently dominated by HelloFresh; growing interest in plant-based diets but strong price sensitivity in the family segment
- The strategic question this analysis should inform: Should we expand into retail distribution or double down on direct-to-consumer subscriptions?
- Time horizon for the strategy: Next 18 months
Tips
- Bring receipts. The more specific facts you include in the background — customer retention rates, revenue figures, named competitors, recent market events — the more specific and useful the output will be. Vague inputs produce vague SWOTs.
- Force honesty on weaknesses. Before running the prompt, write down the two or three things about your business that keep you up at night. Include those explicitly — AI will not invent uncomfortable truths that you haven't provided.
- Use the cross-analysis as a meeting agenda. The SO, WO, ST, WT intersections are natural discussion points for a leadership session. Each intersection is a strategic decision waiting to be made.
- Run it for a competitor too. Paste what you know about a key competitor's situation and run the same analysis. Seeing their SWOT alongside yours reveals asymmetries that shape your positioning strategy.
- Update quarterly. A SWOT has a shelf life. Market conditions change, strengths erode, new threats emerge. Treating it as a living document — updated with fresh data each quarter — makes it a planning tool rather than a one-off exercise.