---
name: swot-analyse
description: Voer een SWOT-analyse uit met gerichte vragen, cross-referentie matrix en strategische aanbevelingen.
tags:
  - swot
  - swot analyse
  - sterktes
  - zwaktes
  - opportunities
  - threats
  - strategy
  - strategic analysis
triggers:
  - swot
  - swot analyse
  - sterktes zwaktes
  - strengths weaknesses
  - opportunities threats
  - strategische analyse
  - competitive analysis
---

# SWOT Analyse

## Metadata

**Activatietrigger:** Je wil inzicht in je positie: waar ben je sterk, waar zwak, waar liggen kansen, waar dreigen gevaren.

**Doel:** SWOT maken die DIEP gaat (niet oppervlakkig) → Cross-reference matrix (S+O, S+T, W+O, W+T) → Strategische aanbevelingen.

**Input:** Jouw product, bedrijf, of strategie. Welke context? (Markt, doelgroep, horizon 1 of 3 jaar?)

**Output:** SWOT (3-5 items per quadrant, kwaliteit > kwantiteit) + Cross-reference matrix + Strategic applications + Concrete recommendations.

**Waarschuwing:** SWOT is simpel, maar slecht gedaan. De waarde zit in GOEDE VRAGEN en in de cross-references. Niet in "we have a nice list".

---

## Instructies

### Fase 0: Context ophalen

**Stap 1 — Check wat er al is**
Scan uploads, gedeelde mappen en workspace op relevante bestanden (eerdere outputs, research, data). Lees ze door.

**Stap 2 — Slimme vragen stellen**
- **Wel context gevonden →** Bevestig kort wat je ziet ("Ik zie [X], klopt dat?"). Stel alleen vragen over wat je nog mist.
- **Geen context →** Stel onderstaande vragen.

---

### Fase 1: Context Vaststellen

SWOT zonder context is waardeloos.

**Doorvragen:**

1. **What are we analyzing?** (Product, bedrijf, feature, markt, competitieve positie?)
2. **Time horizon?** (Next 6 months? Year? 3 years?)
3. **Relative to what?** (vs. competitors? vs. market opportunity? vs. our capabilities?)
4. **Who's the customer?** (Which segment? Use case?)
5. **What's success?** (Grow revenue, defend market share, innovate, pivot?)
6. **Welke beslissing?** Welke strategische beslissing gaat deze SWOT informeren? Een SWOT zonder beslissingscontext wordt een abstracte lijst.

**Voorbeeld:**
- Analyzing: AI Co-Pilot feature for PMs
- Horizon: 12 months
- vs.: Competitors (Airtable, Linear) + DIY + consultants
- Customer: PMs at 20-500 people B2B SaaS
- Success: 5,000 activated users, $XXX ARR, NPS 60+

---

### Fase 2: Diepgang — Gerichte Vragen per Quadrant

SWOT gaat slecht als je oppervlakkig bent. Dit zijn de vragen die je ECHT helpen denken.

**STERKTES** ("What are we genuinely good at?")

Niet "we're innovative" (generic). Specifiek.

- **Product/Technology:**
  - Welke unique feature/capability hebben wij dat concurrenten niet?
  - Wat kunnen wij beter/sneller/goedkoper bouwen?
  - Welke technologische voordeel hebben wij? (Algoritme, data, architecture?)
  - Schaal-voordelen: kunnen we goedkoper serveren?

- **Market Position:**
  - Waar hebben we al voet aan de grond? (Klant segments, geografie, use cases)
  - Welke customers hebben ons al, zijn happy, en zouden ons verdedigen?
  - Hoe lang zitten klanten gemiddeld? (Retention = strength)

- **People/Organization:**
  - Welke expertise hebben WE dat lastig is te kopiëren?
  - Track record: hebben we al successen gebouwd?
  - Culture, speed, decision-making: waar zijn we beter dan anderen?

- **Business Model:**
  - Welk voordeel zit in onze pricing model? (Network effects, switching cost, bundling?)
  - Operating leverage: hebben we assets die schalen?

**Voorbeeld sterktes:**
- "Our AI model trained on 10k+ customer interviews = more domain-specific than generic LLMs"
- "Existing user base of 50k PMs = credible starting point"
- "We own the data of how PMs prioritize = competitive moat"
- "Product-led growth expertise: we convert at 30%, vs. industry 5%"

---

**ZWAKTES** ("Where are we genuinely vulnerable?")

Niet "we have limited budget" (external). Zelf.

- **Product Limitations:**
  - Wat kunnen competitors BETER dan ons?
  - Waar is ons product VERDER van klanten-behoefte?
  - Technical debt: wat verlangt ons?
  - UI/UX: zijn we verouderd? Unintuitive?

- **Market Position:**
  - Welke segments MISSEN we? (Enterprise? SMB?)
  - Brand: zijn we bekend? Of unknown?
  - Sales channels: hoe bereiken we klanten nu? Inefficient?

- **Team/Capability:**
  - Welke skills MISSEN we? (Sales, marketing, customer success?)
  - Zijn we klein/bottlenecks? (Founder-dependent?)
  - Hebben we track record in dit domain?

- **Business Model:**
  - Unit economics slecht? (High churn, low margin?)
  - Customer acquisition cost vs. LTV: favorable?
  - Financiering: kunnen we groeien met hudig budget?

**Voorbeeld zwaktes:**
- "Brand unknown — only 5% brand awareness vs. competitor 40%"
- "No sales team yet — stuck with product-led only"
- "Technical debt in onboarding flow — high drop-off at activation"
- "Unit economics: CAC $500, LTV $3k, churn 5%/month (not sustainable yet)"

---

**OPPORTUNITIES** ("What trends/changes can we exploit?")

Niet "market is growing" (generic). Specifiek voor JULLIE.

- **Market Trends:**
  - Welke trend is aan het groeien? (AI adoption, remote work, consolidation?)
  - Is jullie segment growing of shrinking? (TAM expansion?)
  - Regulatory changes die voordeel geven? (Privacy, compliance)

- **Customer Needs:**
  - Waar is huidge solution nog broken?
  - New use case emerging? (Segment not served yet?)
  - Pijn die groeit? (Inefficiency, complexity)

- **Competitive:**
  - Competitors leaving? (Market consolidation, focus shift?)
  - Opportunity to reposition/undercut?
  - Partnerships: who benefits from working with us?

- **Business Model:**
  - Upsell/expansion opportunities? (Land cheap, expand features)
  - New revenue stream? (Consulting, data, marketplace)
  - Distribution partnership? (Resellers, integrations, apps)

**Voorbeeld opportunities:**
- "AI adoption in enterprise accelerating — budget shifting to AI tools"
- "PMs increasingly data-driven — demand for synthesis, not raw interviews"
- "Competitor X pivoting away from PM tools → market opportunity"
- "Integration with Intercom/Slack: reach users where they work"
- "Enterprise demand for privacy + compliance → premium tier opportunity"

---

**THREATS** ("What could derail us?")

Niet "big competitor exists" (obvious). Specifiek.

- **Competitive:**
  - Competitor better-positioned? (Larger, more resources, existing customer base)
  - Bigger tech company entering? (Google, Microsoft, Notion building this?)
  - Undercutting on price?

- **Market Shifts:**
  - Market consolidation? (Fewer, bigger players)
  - Technology disruption? (New way of solving problem?)
  - Demand shift? (AI backlash, regulation?)

- **Customer Behavior:**
  - High churn potential? (Sticky or easy to switch?)
  - Integration with competitors? (Locked in?)
  - Price sensitivity? (Downward pricing pressure)

- **Business Model:**
  - Unit economics deteriorate? (CAC rising, LTV dropping)
  - Dependency on third party? (API shutdown, platform policy)
  - Key person dependency? (What if founder leaves?)

**Voorbeeld threats:**
- "Notion AI, Airtable AI building similar features (incumbent advantage)"
- "Regulatory risk: AI transparency laws could force changes"
- "Customer fatigue with AI hype → features expected, not valued"
- "Switching cost low: users can easily try alternatives"
- "API disruption: we rely on OpenAI/Anthropic — they could compete"

---

### Fase 3: Kwaliteit Filter — Niet Alles Is Relevant

Je hebt misschien 20 items. Snoei naar 3-5 per quadrant. IMPACT.

**Filter op:**
1. **Impact:** Hoe groot effect op strategie?
2. **Evidence:** Kan je dit onderbouwen? (Niet gissen)
3. **Actionability:** Kan we hier iets mee doen?

**Niet opnemen:**
- Generic statements ("we are innovative")
- Uitspraken je kan niet veranderen (macro-economie)
- Nice-to-haves, niet existentieel

---

### Fase 4: Cross-Reference Matrix (Hier Zit De Magic)

Dit is waar SWOT echte strategie geeft. Je combineert quadrants.

```
        │ Opportunities  │ Threats
────────┼────────────────┼─────────────
Strength│ BUILD (S+O)    │ DEFEND (S+T)
        │ Leverage       │ Protect
────────┼────────────────┼─────────────
Weakness│ PIVOT (W+O)    │ EXIT (W+T)
        │ Fix or shift   │ Rethink
```

**Vul de matrix in:**

#### S + O = BUILD (Offensive)
Combineer je sterktes met opportunities. Dit is waar groeien zit.

**Voorbeeld:**
- **Strength:** "We have trusted user base of 50k PMs"
- **Opportunity:** "Enterprise spending on AI tools surging"
- **Build:** "Launch enterprise version with security, compliance, SSO"
- **Action:** "Hire sales/CS, close 10 enterprise accounts in Y2"

#### S + T = DEFEND (Protective)
Gebruik je sterktes om bedreigingen af te wenden.

**Voorbeeld:**
- **Strength:** "AI model trained on domain-specific data (10k interviews)"
- **Threat:** "Bigger competitor (Notion) building similar feature"
- **Defend:** "Make our differentiation about domain specificity, not general AI"
- **Action:** "Marketing campaign: 'AI that understands PMs', case studies on success rate vs. generic AI"

#### W + O = PIVOT (Transformational)
Fix je zwaktes om opportunities te grijpen. Of pivot volledig.

**Voorbeeld:**
- **Weakness:** "No sales team — can only reach product-led buyers"
- **Opportunity:** "Enterprise market growing, willingness to pay 10x"
- **Pivot:** "Hire sales + customer success to move upmarket"
- **Action:** "Hire VP Sales, allocate $500k for enterprise GTM"

#### W + T = EXIT (Defensive/Rethink)
Waar je zwak bent EN bedreigd: rethink of exit.

**Voorbeeld:**
- **Weakness:** "Technical debt in core feature, low NPS"
- **Threat:** "Competitor building better product, cheaper"
- **Exit:** "Do we rebuild (expensive), or pivot to different segment where we're stronger?"
- **Action:** "Decide: fix or fold this product within 6 months"

---

### Fase 5: Seven Powers Lens (Optioneel, maar Powerful)

Hamilton Helmer's Seven Powers helpt je BEGRIJPEN waarom je sterk bent (of zwak).

Je sterktes zijn alleen relevant if backed by een "Power".

| Power | Definition | SWOT Implication |
|---|---|---|
| **Scale Economies** | Unit cost drops with volume | "Do we have advantages that improve with scale?" |
| **Network Effects** | Product better with more users | "Is there a moat if we grow?" |
| **Counter-positioning** | Locked in if we do something risky | "What would a competitor need to sacrifice to beat us?" |
| **Switching Costs** | Expensive/painful to leave | "Are we sticky? Or easy to replace?" |
| **Brand** | Customers prefer you despite alternatives | "Do PMs choose us, or by default?" |
| **Cornered Resources** | We have unique asset (talent, data, IP) | "What can't they copy?" |
| **Process Power** | We do something better/cheaper/faster | "Why is our operation superior?" |

**Apply to your SWOT:**

- Strength "AI model trained on interviews" → Which Power? **Cornered Resources** (data)
- Strength "50k engaged users" → Which Power? **Network Effects** + **Switching Costs**
- Weakness "Limited brand awareness" → Power missing: **Brand**
- Threat "Bigger competitor" → They have: **Scale Economies**

**Strategic implication:** If you lack Power, how do you build one?

---

### Fase 6: Strategische Aanbevelingen

Wat moet je doen?

**Per cell van matrix, maak je 1-3 concrete actions:**

| Category | Action | Timeframe | Owner | Success Metric |
|---|---|---|---|---|
| Build (S+O) | Launch enterprise plan | Q3-Q4 2025 | VP Sales (hire) | 10 enterprise deals, $500k ARR |
| Defend (S+T) | Marketing: "domain expertise" | Q2 2025 | Marketing | NPS +10, brand awareness +20% |
| Pivot (W+O) | Fix onboarding + launch sales | Q2-Q3 2025 | CEO + VP Sales | Sales close rate 30%+ |
| Exit/Rethink | Decide on product strategy | Q1 2025 | CEO | Clear go/no-go decision |

---

### Fase 7: Prioritize the 3-5 Most Critical

Je kan niet alles tegelijk doen. Wat is critisch?

**Filter op:**
1. **Impact:** Would this change the game?
2. **Feasibility:** Can we do this in next 6-12 months?
3. **Prerequisite:** Does this unblock other stuff?

**Top 3-5 actions only.**

---

## Output

Je levert af:

1. **SWOT Matrix** (3-5 items per quadrant, qualiteit focused)
2. **Cross-Reference Matrix** (S+O, S+T, W+O, W+T actions)
3. **Seven Powers Analysis** (Optional: which powers do we have/lack?)
4. **Strategic Recommendations** (3-5 concrete actions, timeframe, owner, metric)
5. **Prioritization** (What's the critical path?)

---

## Bronnen

- **Hamilton Helmer** — Seven Powers: The Foundations of Business Strategy
- **Michael Porter** — Competitive Strategy (positioning, differentiation)
- **Product Faculty** — Strategic Analysis & Competitive Positioning
- **Jim Collins** — Good to Great (core competencies, hedgehog concept)