Create a comprehensive SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats
I need a SWOT analysis to understand my competitive position and inform my strategy. The subject of this analysis is [SUBJECT] (your business, product, project, or idea). My industry or market is [INDUSTRY]. My main competitors are [COMPETITORS?]. Current resources and capabilities: [RESOURCES] Recent or upcoming changes in my market: [MARKET_CHANGES?] The purpose of this analysis is [PURPOSE:select:strategic planning,launching a new product or service,entering a new market,evaluating my competitive position,preparing for investment or funding,general business review]. Create a comprehensive SWOT analysis with at least 5 points in each quadrant. For Strengths, focus on internal advantages and unique capabilities. For Weaknesses, identify internal limitations honestly. For Opportunities, look at external trends and market gaps I could exploit. For Threats, consider external risks and competitive pressures. Prioritize each list by importance. After the SWOT, suggest 3-5 strategic actions that leverage my strengths to capture opportunities or address weaknesses and threats. Be specific and actionable rather than generic.
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Get Early AccessEvery strategy session starts with the same question: where do we stand? But most teams skip the honest assessment and jump straight to plans. A SWOT analysis forces the uncomfortable conversation about weaknesses and threats alongside the feel-good list of strengths.
It generates a structured SWOT with at least five points per quadrant, each prioritized by importance. You provide your [SUBJECT], [INDUSTRY], and [RESOURCES], and get back an analysis that goes beyond surface-level observations. It also suggests 3 to 5 strategic actions that connect the dots between quadrants.
The real value is in the cross-quadrant thinking. Strengths paired with opportunities become your growth plays. Weaknesses lined up against threats become your risk mitigation priorities. Generic SWOT templates give you empty boxes. This one gives you the thinking to fill them.
Once you have your strategic picture, build customer personas for the market segments where your strengths are strongest. Or craft an elevator pitch that leads with the differentiators your SWOT uncovered. Paste your details into the Dock Editor and get a SWOT you can actually present to your team or board.
Replace [SUBJECT] with what you are analyzing. This can be your entire business, a single product, a project idea, or even a career decision. The more focused the subject, the more useful the output.
Fill in [INDUSTRY] and [COMPETITORS] with specifics. Name actual competitors if you can. In [MARKET_CHANGES], mention trends like regulatory shifts, new technology, or changing customer behavior that affect your position.
In [RESOURCES], include team size, budget, technology, partnerships, and brand recognition. Be honest about limitations here. The AI uses this to identify real strengths, not aspirational ones.
Select the [PURPOSE] that matches your situation. "Strategic planning" produces broad analysis. "Launching a new product" focuses the opportunities quadrant on market gaps and the threats quadrant on competitive response.
Do not file the SWOT away. Pick the top strategic action from the recommendations and assign it an owner and deadline. A SWOT that does not lead to decisions is just an exercise.
Run quarterly SWOT analyses to track how your competitive position shifts. Compare new results against previous versions to spot emerging threats early.
Set [PURPOSE] to "launching a new product" and use the opportunities quadrant to validate market timing. The threats quadrant reveals competitive responses to plan for.
Generate client-ready SWOT frameworks quickly. Customize with [COMPETITORS] and [MARKET_CHANGES] from your research to deliver analysis that feels specific, not templated.
Practice strategic analysis on real companies. Set [SUBJECT] to a public company and use the output to prepare case competition presentations or strategy coursework.
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