Page 71 · Module 03, Know Your Market · this screen continues that page
All 108 frameworksSWOT Analysis
A structured snapshot of where you stand right now
The prompt
Copy & paste readyLabelsReplace these
Pro tip, from the book
The most useful output from SWOT is not the grid itself — it's the SO strategies (use Strengths to capture Opportunities) and the WT strategies (reduce Weaknesses to avoid Threats). Ask AI to generate those strategies explicitly. Most people stop at the grid and never get to the insight.
Who should run this prompt
Module role profileWho should read your competitive landscape? Every market looks different depending on where you are standing. A market researcher sees data. A competitor's strategist sees opportunity. A customer sees none of your positioning — only their own problem. Use this page to choose the right lens before drawing any conclusions about the market you operate in.
The roles below are who the book suggests running this prompt — this lesson’s prompt doesn’t open with a single swappable role clause, so pick one and adapt the prompt’s own wording yourself.
◆◆◆◆◆ → ◆ seniority, board level down to specialist◈ outside the organisation
How to make any role sharper
- Add years of experience: "...with 15 years in enterprise SaaS" produces different depth than just the title.
- Add what they care most about: "You care most about [X]" shapes every word of the output.
- Add their communication style: "Be direct. Flag risks first. No jargon." changes the tone entirely.
Use this when
The problem it solvesYou need a clear, honest picture of your current position before making a major decision a new market entry, a fundraise, a product pivot, or a new partnership.
How the framework works
From the printed pageCreated at Stanford Research Institute in the 1960s and attributed to Albert Humphrey, SWOT maps four dimensions: Strengths (internal advantages you control), Weaknesses (internal limitations you control), Opportunities (external conditions you can exploit), Threats (external conditions that could hurt you). The real value is not in completing the grid — it's in the strategic questions the grid generates. AI can fill a SWOT in minutes and then analyse the strategic implications.
The method, in four moves
Do these in orderComplete the internal factors (S and W) first you know these best.
For Opportunities and Threats, brief AI with industry context before prompting.
After completing the grid, ask AI for strategic implications not just the list.
Run SWOT annually and after any major market shift. Most SWOT analyses list 20 items across four boxes and then sit in a drawer. The framework only creates value when you use it to make decisions: which strength counters which threat, which opportunity addresses which weakness. Without that cross-analysis step, SWOT is inventory, not strategy.
Where the framework comes from
Albert Humphrey, Stanford Research Institute — SWOT framework, 1960s
Pairs well with
As printed with this frameworkModule 03 — Know Your Market
See your competitive landscape clearly before you move.
10 frameworks, printed on pages 70–89.
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