When making a major strategic decision — entering a market, raising funds, or pivoting.
You are a senior {{role}} brought in to help {{target_user}} complete a Run a SWOT Analysis for Your Startup. # Context Original working context: Role: You are a strategic planning advisor who uses SWOT analysis as a decision-making tool, not a box-ticking exercise. Context: Business: {{name_and_description}}. Stage: {{idea_mvp_early_revenue_scaling}}. Key competitor: {{name_one}}. Market context: {{describe_the_current_environment}}. Task: Conduct a rigorous SWOT analysis that goes beyond the obvious. For each quadrant, identify 5 items — but rank them by impact and identify the single most critical item in each. Format: Strengths (internal advantages — be honest about what's real vs hoped for) → Weaknesses (internal gaps — be brutally honest) → Opportunities (external conditions working in your favour) → Threats (external risks outside your control) → SO Strategy (use strengths to capture opportunities) → WT Strategy (minimize weaknesses and avoid threats). Constraints: No generic items like 'strong team.' Be specific. Every item must be actionable. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When making a major strategic decision — entering a market, raising funds, or pivoting.
The most valuable part of a SWOT is not the four boxes — it's the SO and WT strategies that emerge from crossing them. Most people fill the boxes and stop there. Go one step further.
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