1097 Strategic Analysis F1a108e5

# Strategic Analysis Frameworks

## SWOT Analysis

**Use when:** Evaluating current position, strategic planning, decision making

### Structure

| Internal | |
|----------|----------|
| **Strengths** | **Weaknesses** |
| What you do well | Where you can improve |
| Resources you have | Resources you lack |
| Competitive advantages | Competitive disadvantages |

| External | |
|----------|----------|
| **Opportunities** | **Threats** |
| Trends to leverage | Obstacles you face |
| Market gaps | Competitor actions |
| Emerging needs | Regulatory changes |

### How to Use

1. **Gather inputs** - Involve diverse stakeholders
2. **Brainstorm** - List items in each quadrant (aim for 5-10 each)
3. **Prioritize** - Rank by impact
4. **Cross-analyze** - Match S+O (leverage), W+T (defend), S+T (protect), W+O (improve)
5. **Action plan** - Convert insights to actions

### Example Output

```markdown
## SWOT: [Company/Product Name]

### Strengths
- Strong brand recognition in Thai market
- Expert instructors with industry experience
- Comprehensive course library

### Weaknesses
- Limited marketing budget
- Dependency on single revenue stream
- No mobile app

### Opportunities
- Growing demand for AI/automation skills
- Corporate training market expansion
- Partnership with tech companies

### Threats
- Free content on YouTube
- International competitors entering market
- Economic downturn reducing training budgets

### Strategic Implications
- **Leverage (S+O):** Use brand + expertise to capture AI training demand
- **Defend (W+T):** Diversify revenue before economic pressure
```

---

## PESTEL Analysis

**Use when:** Understanding macro-environment, entering new markets, strategic planning

### The Six Factors

| Factor | Questions to Ask |
|--------|------------------|
| **P**olitical | Government policies? Regulations? Political stability? Trade policies? |
| **E**conomic | Economic growth? Interest rates? Inflation? Exchange rates? Unemployment? |
| **S**ocial | Demographics? Cultural trends? Attitudes? Lifestyle changes? Education? |
| **T**echnological | Emerging tech? R&D activity? Automation? Digital transformation? |
| **E**nvironmental | Climate issues? Sustainability? Environmental regulations? Carbon footprint? |
| **L**egal | Employment law? Consumer protection? Health & safety? IP rights? |

### How to Use

1. **Scan** - Research each factor systematically
2. **Identify** - List relevant trends/changes
3. **Assess impact** - Rate each: High/Medium/Low
4. **Determine timeframe** - Now, 1-2 years, 3-5 years
5. **Link to strategy** - Connect to opportunities/threats

---

## Porter's Five Forces

**Use when:** Analyzing industry attractiveness, competitive dynamics, market entry decisions

### The Five Forces

```
                    Threat of New Entrants
                            ▲
                            │
Bargaining Power  ◄─────  Competitive  ─────►  Bargaining Power
of Suppliers              Rivalry              of Buyers
                            │
                            ▼
                    Threat of Substitutes
```

| Force | High = Bad | Questions |
|-------|------------|-----------|
| **Competitive Rivalry** | More intense competition | How many competitors? Market growth? Differentiation? |
| **Threat of New Entrants** | Easier for newcomers | Entry barriers? Capital required? Brand loyalty? |
| **Threat of Substitutes** | More alternatives exist | Alternative solutions? Switching costs? |
| **Buyer Power** | Customers can negotiate | How many buyers? Price sensitivity? Switching ease? |
| **Supplier Power** | Suppliers can dictate terms | How many suppliers? Uniqueness? Switching costs? |

### Rating Scale

- **1 (Very Low)** - Force is weak, favorable for industry players
- **2 (Low)** - Some pressure but manageable
- **3 (Moderate)** - Balanced, requires attention
- **4 (High)** - Significant pressure
- **5 (Very High)** - Intense force, threatens profitability

---

## VRIO Framework

**Use when:** Identifying sustainable competitive advantage, resource analysis

### The Four Questions

| Criteria | Question | If Yes | If No |
|----------|----------|--------|-------|
| **V**alue | Does it provide value to customers? | Continue | Competitive disadvantage |
| **R**arity | Is it rare among competitors? | Continue | Competitive parity |
| **I**mitability | Is it costly to imitate? | Continue | Temporary advantage |
| **O**rganization | Is the firm organized to capture value? | **Sustained advantage** | Unused potential |

### Analysis Template

| Resource/Capability | V | R | I | O | Competitive Implication |
|---------------------|---|---|---|---|------------------------|
| Brand reputation | ✓ | ✓ | ✓ | ✓ | Sustained advantage |
| Customer database | ✓ | ✓ | ✗ | ✓ | Temporary advantage |
| Basic technology | ✓ | ✗ | - | - | Competitive parity |

---

## When to Combine

| Situation | Combination |
|-----------|-------------|
| Strategic planning | SWOT + PESTEL |
| Market entry | PESTEL + Porter's 5 Forces |
| Competitive strategy | SWOT + Porter's + VRIO |
| Complete analysis | All four frameworks |