strategic-analysis

分析战略定位，探索未来场景。当用户希望进行“SWOT 分析”、“竞争力量分析”、“情景规划”、“假如……会怎样？”、“战略评估”、“市场力量分析”、“波特五力模型”等分析时，或需要评估战略选项与潜在未来时，此技能便能助您一臂之力。

SKILL.md

--- frontmatter

name: strategic-analysis
description: Analyze strategic positioning and explore future scenarios. Use when user wants "SWOT analysis", "competitive forces", "scenario planning", "what if", "strategic assessment", "market forces", "porter's", or needs to evaluate strategic options and potential futures.
allowed-tools: Read

Strategic Analysis - Strategy Evaluator

Assess strategic positioning, competitive dynamics, and explore alternative futures. Move from gut feeling to structured strategic thinking.

Quick Start

•Identify what strategic question you're trying to answer
•Select technique based on what kind of analysis you need
•Work through the framework systematically

Technique Selection

Need	Use	Why
Assess current strategic position	SWOT Analysis	Balanced view of internal/external factors
Understand competitive dynamics	Porter's Five Forces	Maps industry pressure points
Explore possible futures	Scenario Planning	Prepares for multiple outcomes
Test assumptions quickly	What-If Analysis	Rapid exploration of variables

Default: Use SWOT for current state assessment, Scenario Planning for future uncertainty.

Techniques

SWOT Analysis

Structured assessment of Strengths, Weaknesses, Opportunities, and Threats. Internal vs external, positive vs negative.

Read cookbook/swot.md

Porter's Five Forces

Analyze competitive intensity through five structural forces: rivalry, suppliers, buyers, substitutes, new entrants.

Read cookbook/porters-five-forces.md

Scenario Planning

Develop multiple plausible futures and strategies that work across them. Prepare for uncertainty.

Read cookbook/scenario-planning.md

What-If Analysis

Rapidly explore how changes to key variables would affect outcomes. Test sensitivity and assumptions.

Read cookbook/what-if-analysis.md

Core Principles

•Data over opinion - Ground analysis in evidence where possible
•Multiple perspectives - One framework rarely captures everything
•So what? - Always connect analysis to actionable implications
•Challenge assumptions - The most dangerous assumptions are unstated ones
•Revisit regularly - Strategic landscape changes; analysis should too

When Strategic Analysis Works Best

•Major decisions with long-term consequences
•Entering new markets or launching new products
•Competitive landscape is shifting
•Need to align stakeholders on strategic direction
•Annual planning and strategy reviews

Common Pitfalls

•Treating SWOT as a checklist, not a thinking tool
•Analyzing in isolation (one framework, no synthesis)
•Confusing current state with desired state
•Over-confidence in single scenarios
•Analysis paralysis - never moving to action