strategy-document
為中小企業寫具體可執行的 SWOT、商業計畫、OKR 和競爭分析
中文翻譯
---
name: strategy-document
description: "為中小企業撰寫結構化的策略文件：SWOT 分析、精實商業計畫、OKR、競爭分析。每種模式都有明確的結構和品質標準。只要企業想闡述策略、設定目標、分析競爭對手、規劃成長、做 SWOT、寫 OKR 或建立精實商業計畫，就用這個 skill。產出可執行的文件，不是泛泛的框架。"
---
# Strategy Document Writer
產出具體到可以直接行動的策略文件。品質標準：每一句陳述都要能被檢驗真偽（"We have 3 React developers with 10+ years experience"，而不是 "We have a strong team"），每一項建議都要能在明確的時間內執行完。
## 流程
### 步驟 1：決定模式
問使用者需要哪種文件：
1. **SWOT 分析**：評估目前的處境
2. **商業計畫**（精實版或完整版）：闡述商業模式
3. **OKR / 目標**：設定可衡量的目標
4. **競爭分析**：了解市場全貌
如果使用者不確定，就問他想做什麼決定，通常就能看出該用哪種模式：
- "我們該進入這個市場嗎？" -> 競爭分析 + SWOT
- "這一季我們該專注在什麼？" -> OKR
- "我們需要募資 / 合作夥伴簡報" -> 商業計畫
- "感覺哪裡不對勁，但說不出來" -> SWOT
### 步驟 2：收集背景資訊
詢問：
- 企業名稱、產業、規模（團隊人數，方便的話提供營收）
- 目前狀況（什麼事讓你想做這件事？）
- 主要競爭對手（如果知道）
- 時間範圍（這一季、今年、三年）
- 文件的讀者（內部團隊、董事會、投資人、銀行、自己想清楚）
讀者決定細節的程度。銀行要財務預測，創辦人要釐清思緒，團隊要方向。
### 步驟 3：起草並驗證
寫完文件後，每一條都用「具體性測試」檢查：這句話放到產業裡任何一家公司都成立嗎？如果是，就太模糊了。用使用者的具體情境重寫。
---
## 模式 1：SWOT 分析
### 結構
用 2x2 表格呈現，每個象限 3-5 點。每一點一句話，要具體、可執行。
```
HELPFUL HARMFUL
to achieving objectives to achieving objectives
INTERNAL STRENGTHS WEAKNESSES
(origin) - ... - ...
- ... - ...
EXTERNAL OPPORTUNITIES THREATS
(origin) - ... - ...
- ... - ...
```
**內部**（Strengths、Weaknesses）= 企業能掌控的事：團隊技能、流程、技術、財務、文化、智慧財產。
**外部**（Opportunities、Threats）= 企業無法掌控的事：市場趨勢、競爭對手、法規、經濟狀況、技術轉變。
### 條目的品質標準
| 太模糊 | 具體又有用 |
|-----------|-------------------|
| "Strong team" | "3 developers with 10+ years React experience; only 1 has backend skills" |
| "Good reputation" | "4.8 Google rating from 127 reviews; 94% client retention over 3 years" |
| "Growing market" | "Australian SME SaaS market growing 12% annually (IBISWorld 2025)" |
| "Competition" | "Competitor X launched a free tier in Q4 2025, capturing 200+ of our target segment" |
| "Cash flow issues" | "Average debtor days: 58; target: 30. $120K outstanding beyond 60 days" |
每個條目都要通過 "so what?" 測試：必須清楚說明這一點為什麼對策略決策重要。
### "So What?" 區塊
表格之後，加一個把發現轉成行動的區塊：
**策略意涵：**
- 哪些優勢可以用來對付哪些機會？（進攻）
- 哪些劣勢會被哪些威脅暴露出來？（防守）
- 企業該開始做什麼、停止做什麼、改變什麼？
這是 SWOT 最有價值的部分。只有表格、沒有意涵，只是在分類，不是策略。
### 反模式
- 同一點同時列在 Strengths 和 Opportunities（如果是內部的，就是優勢）
- 在 Strengths/Weaknesses 裡放企業無法影響的項目
- 放泛泛的條目，套到產業裡每家公司都成立
- 沒有意涵區塊，光有表格無法執行
---
## 模式 2：商業計畫
### 精實格式（一頁）
讀者是創辦人或需要釐清思緒的小團隊時使用。每個區塊一段，不灌水。
| 區塊 | 要寫什麼 |
|---------|--------------|
| **Problem** | 存在什麼痛點？誰感受到？他們現在怎麼應付？ |
| **Solution** | 這個事業提供什麼？一句話講完。 |
| **Key Metrics** | 3-5 個代表健康度的數字（MRR、churn、CAC、LTV、NPS） |
| **Unique Value Prop** | 為什麼選這家而不選其他替代方案？一句話。 |
| **Channels** | 顧客怎麼找到你？依成效排序。 |
| **Revenue Streams** | 錢怎麼進來？列出每個收入來源，附上大約佔總額的百分比。 |
| **Cost Structure** | 前 5 大成本類別，附上大約的月/年金額。 |
| **Unfair Advantage** | 什麼是不容易被複製的？（團隊專長、專有資料、網路效應、法規地位） |
每個區塊的測試：如果你無法用一段話講完，代表你還沒完全理解。重寫到講得出來為止。
### 完整格式
在精實格式之上加上：
- **Executive Summary**（最後寫，因為它要總結其他所有內容）
- **Market Analysis**：TAM/SAM/SOM 附來源、客群、市場趨勢
- **Financial Projections**：12 個月損益表、現金流預測、損益平衡分析
- **Team**：關鍵人物、他們的相關經驗、要補的缺口
- **Milestones**：未來 3、6、12 個月會發生什麼，附具體交付項目
### 計畫的寫作原則
- 現況用現在式，計畫用未來式。核心模式絕對不要用過去式。
- 財務預測必須明確寫出假設。"$50K MRR by month 12" 需要加上 "assuming 15% monthly growth from current $12K base and 5% churn."
- 要承認風險。投資人和貸款方信任看得到危險的創辦人，而不是假裝危險不存在的人。
- 不要空泛的願景話。"We aim to be the leading provider" 不是計畫。"We will acquire 200 paying customers in 12 months through Google Ads ($5K/month budget, target $25 CAC)" 才是計畫。
---
## 模式 3：OKR 與目標
### 結構
```
OBJECTIVE: [Qualitative, inspiring, time-bound]
KR1: [Quantitative, measurable, has a number]
KR2: [Quantitative, measurable, has a number]
KR3: [Quantitative, measurable, has a number]
```
通常每季 3-5 個 Objective，每個有 3-5 個 Key Result。
### Objective
- 定性且鼓舞人心，描述期望的未來狀態
- 有時限（通常是一季）
- 有野心，但全力以赴就達得到（完成 70% 算健康）
| 太模糊 | 具體 |
|-----------|---------|
| "Improve our marketing" | "Establish a predictable inbound lead pipeline by end of Q2" |
| "Grow the business" | "Expand into the Brisbane market with a repeatable sales process by Q3" |
| "Be more efficient" | "Eliminate manual reporting bottlenecks across all client accounts by Q2" |
### Key Result
- 定量，有具體的目標數字
- 可衡量，季末可以檢查有沒有達成
- 是成果，不是任務
| 任務（錯） | 成果（對） |
|--------------|----------------|
| "Launch the new website" | "Achieve 1,000 monthly organic visitors to the new site" |
| "Hire 2 developers" | "Reduce average feature delivery time from 3 weeks to 1 week" |
| "Run Google Ads campaign" | "Generate 50 qualified leads at under $30 CAC" |
| "Write 12 blog posts" | "Grow organic traffic 40% (800 to 1,120 monthly sessions)" |
任務是你為了達成 Key Result 而做的活動，屬於專案計畫，不屬於 OKR。
### 評分
季末時，每個 KR 以 0.0 到 1.0 評分：
- 0.0-0.3：沒有任何有意義的進展
- 0.4-0.6：有進展但沒達標
- 0.7-0.9：交出了很強的成果（這是目標區間）
- 1.0：剛好達到目標（可能代表目標太容易）
如果每個 OKR 都拿 1.0，代表目標不夠有野心。如果每個 OKR 都低於 0.3，代表目標不切實際，或優先順序錯了。
---
## 模式 4：競爭分析
### 結構
先做比較矩陣，再解讀它。
**比較矩陣：**
| 因素 | 你的事業 | 競爭對手 A | 競爭對手 B | 競爭對手 C |
|--------|--------------|-------------|-------------|-------------|
| Price point | $X/mo | $Y/mo | $Z/mo | Free tier + $W/mo |
| Key feature 1 | Yes | Yes | No | Partial |
| Key feature 2 | No | Yes | Yes | Yes |
| Target market | AU SMEs | Enterprise | Startups | All segments |
| Strength | Personal service | Scale | Price | Brand recognition |
| Weakness | Small team | Impersonal | Limited features | Slow support |
### 解讀區塊
**你贏在哪：** 附證據的具體優勢。要寫 "Faster onboarding (3 days vs industry average of 2 weeks)"，不要寫 "better service"。
**你輸在哪：** 誠實的評估。"Competitor A has 10x our development team; we cannot match their feature velocity" 比假裝差距不存在有用得多。
**你的差異化在哪：** 你做得到、但別人在結構上做不到或選擇不做的事。這是策略上的金礦，會影響定位、訊息和產品決策。
**建議行動：** 根據分析，什麼該改變？要做的新功能、要主攻或避開的客群、定價調整、合作機會。
### 研究來源
- 競爭對手網站（定價頁、功能列表、案例研究）
- 評論網站（G2、Capterra、Google Reviews、ProductHunt）
- 徵才職缺（會透露他們的優先事項和缺口）
- 社群媒體和內容（定位、受眾、語氣）
- 產業報告（市場規模、成長率、趨勢）
如果使用者能接觸到競爭對手的真實客戶（透過業界人脈、論壇、社群媒體），第一手的回饋比任何公開報告都有價值。
---
## 寫作原則（所有模式）
**具體勝過模糊。** 每個論述都需要一個數字、一個名字，或一個具體例子。"Strong growth" 不是策略，"40% revenue increase from $850K to $1.19M" 才是策略。
**證據勝過意見。** 不要寫 "We believe the market is growing"，要寫 "The AU SaaS market grew 12% in 2025 (source)."。如果找不到證據，就直說，誠實的空缺比捏造的論述好。
**可執行勝過願景。** 每個區塊都要回答「我們拿這個資訊要做什麼？」如果某個 SWOT 條目或競爭洞察沒有帶出決策或行動，就不值得放進去。
**誠實面對弱點。** 只列優勢的策略文件沒有用。價值在於看見完整的全貌，包括不舒服的部分。投資人、合作夥伴和團隊都更信任誠實，而不是精緻的包裝。
**長度適中。** 精實商業計畫是一頁。SWOT 是一頁加上意涵。OKR 最多幾頁。競爭分析的長度隨競爭對手數量變化。不要為了長度灌水，每一句都要有存在的理由。
## 範例：SWOT 優勢條目
**太模糊：**
> Strong digital presence and good online reputation.
**正確做法：**
> 4.8 average Google rating from 127 reviews (highest among Newcastle web agencies). Website generates 35 qualified leads per month organically, with a 12% conversion rate to paying clients. Social media following of 2,400 across LinkedIn and Instagram, with 6.2% average engagement rate on case study posts.
第二個版本給讀者三個數據點，可以拿去跟競爭對手比較、對照產業平均、長期追蹤。英文原文
---
name: strategy-document
description: "Write structured strategic documents for small and medium businesses: SWOT analyses, lean business plans, OKRs, competitive analyses. Each mode has a defined structure and quality bar. Use whenever a business asks to articulate strategy, set goals, analyse competition, plan for growth, do a SWOT, write OKRs, or build a lean business plan. Produces actionable documents, not generic frameworks."
---
# Strategy Document Writer
Produces strategic documents that are specific enough to act on. The quality bar: every statement should be falsifiable ("We have 3 React developers with 10+ years experience" vs "We have a strong team") and every recommendation should be implementable within a defined timeframe.
## Process
### Step 1: Determine the mode
Ask the user which document type they need:
1. **SWOT analysis** — assess current position
2. **Business plan** (lean or full) — articulate the business model
3. **OKRs / Goals** — set measurable objectives
4. **Competitive analysis** — understand the market landscape
If the user is unsure, ask what decision they are trying to make. That usually reveals the right mode:
- "Should we enter this market?" -> Competitive analysis + SWOT
- "What should we focus on this quarter?" -> OKRs
- "We need funding / a partner deck" -> Business plan
- "Something feels off but I can't pinpoint it" -> SWOT
### Step 2: Gather context
Ask for:
- Business name, industry, size (team, revenue if comfortable sharing)
- Current situation (what prompted this exercise?)
- Key competitors (if known)
- Time horizon (this quarter, this year, 3-year)
- Audience for the document (internal team, board, investors, bank, personal clarity)
The audience determines the level of detail. A bank wants financial projections. A founder wants clarity. A team wants direction.
### Step 3: Draft and validate
Write the document, then review every entry against the specificity test: could this statement apply to any business in the industry? If yes, it is too vague. Rewrite with the user's specific context.
---
## Mode 1: SWOT Analysis
### Structure
Present as a 2x2 grid with 3-5 points per quadrant. Each point is one sentence — specific and actionable.
```
HELPFUL HARMFUL
to achieving objectives to achieving objectives
INTERNAL STRENGTHS WEAKNESSES
(origin) - ... - ...
- ... - ...
EXTERNAL OPPORTUNITIES THREATS
(origin) - ... - ...
- ... - ...
```
**Internal** (Strengths, Weaknesses) = things the business controls: team skills, processes, technology, finances, culture, IP.
**External** (Opportunities, Threats) = things the business does not control: market trends, competitors, regulation, economic conditions, technology shifts.
### Quality bar for entries
| Too vague | Specific and useful |
|-----------|-------------------|
| "Strong team" | "3 developers with 10+ years React experience; only 1 has backend skills" |
| "Good reputation" | "4.8 Google rating from 127 reviews; 94% client retention over 3 years" |
| "Growing market" | "Australian SME SaaS market growing 12% annually (IBISWorld 2025)" |
| "Competition" | "Competitor X launched a free tier in Q4 2025, capturing 200+ of our target segment" |
| "Cash flow issues" | "Average debtor days: 58; target: 30. $120K outstanding beyond 60 days" |
Every entry should pass the "so what?" test — it must be clear why this point matters for strategic decisions.
### The "So What?" Section
After the grid, add a section that translates findings into actions:
**Strategic implications:**
- Which strengths can be leveraged against which opportunities? (attack)
- Which weaknesses are exposed by which threats? (defend)
- What should the business start doing, stop doing, or change?
This is the most valuable part of a SWOT. The grid without implications is an exercise in categorisation, not strategy.
### Anti-patterns
- Listing the same point in both Strengths and Opportunities (if it is internal, it is a strength)
- Including items the business cannot influence in Strengths/Weaknesses
- Generic entries that apply to every business in the industry
- No implications section — the grid alone is not actionable
---
## Mode 2: Business Plan
### Lean format (one page)
Use when the audience is the founder or a small team needing clarity. One paragraph per section, no padding.
| Section | What to write |
|---------|--------------|
| **Problem** | What pain exists? Who feels it? How do they cope today? |
| **Solution** | What does the business offer? In one sentence. |
| **Key Metrics** | 3-5 numbers that indicate health (MRR, churn, CAC, LTV, NPS) |
| **Unique Value Prop** | Why this business over alternatives? One sentence. |
| **Channels** | How do customers find you? Rank by effectiveness. |
| **Revenue Streams** | How does money come in? List each stream with approximate % of total. |
| **Cost Structure** | Top 5 cost categories with approximate monthly/annual figures. |
| **Unfair Advantage** | What cannot be easily copied? (team expertise, proprietary data, network effects, regulatory position) |
The test for each section: if you cannot say it in one paragraph, you do not understand it well enough yet. Rewrite until you can.
### Full format
Adds to the lean format:
- **Executive Summary** (write last — it summarises everything else)
- **Market Analysis** — TAM/SAM/SOM with sources, customer segments, market trends
- **Financial Projections** — 12-month P&L, cash flow forecast, break-even analysis
- **Team** — key people, their relevant experience, gaps to fill
- **Milestones** — what happens in the next 3, 6, and 12 months with specific deliverables
### Writing principles for plans
- Present tense for current state, future tense for plans. Never past tense for the core model.
- Financial projections must state assumptions explicitly. "$50K MRR by month 12" needs "assuming 15% monthly growth from current $12K base and 5% churn."
- Acknowledge risks. Investors and lenders trust founders who see the dangers, not those who pretend they do not exist.
- No aspirational filler. "We aim to be the leading provider" is not a plan. "We will acquire 200 paying customers in 12 months through Google Ads ($5K/month budget, target $25 CAC)" is a plan.
---
## Mode 3: OKRs and Goals
### Structure
```
OBJECTIVE: [Qualitative, inspiring, time-bound]
KR1: [Quantitative, measurable, has a number]
KR2: [Quantitative, measurable, has a number]
KR3: [Quantitative, measurable, has a number]
```
Typically 3-5 Objectives per quarter, each with 3-5 Key Results.
### Objectives
- Qualitative and inspiring — describes the desired future state
- Time-bound (usually one quarter)
- Ambitious but achievable with stretch effort (70% completion = healthy)
| Too vague | Specific |
|-----------|---------|
| "Improve our marketing" | "Establish a predictable inbound lead pipeline by end of Q2" |
| "Grow the business" | "Expand into the Brisbane market with a repeatable sales process by Q3" |
| "Be more efficient" | "Eliminate manual reporting bottlenecks across all client accounts by Q2" |
### Key Results
- Quantitative with a specific target number
- Measurable — you can check at quarter end whether it was achieved
- Outcomes, not tasks
| Task (wrong) | Outcome (right) |
|--------------|----------------|
| "Launch the new website" | "Achieve 1,000 monthly organic visitors to the new site" |
| "Hire 2 developers" | "Reduce average feature delivery time from 3 weeks to 1 week" |
| "Run Google Ads campaign" | "Generate 50 qualified leads at under $30 CAC" |
| "Write 12 blog posts" | "Grow organic traffic 40% (800 to 1,120 monthly sessions)" |
Tasks are the activities you do to achieve Key Results. They belong on a project plan, not in OKRs.
### Scoring
At quarter end, score each KR from 0.0 to 1.0:
- 0.0-0.3: Failed to make meaningful progress
- 0.4-0.6: Made progress but fell short
- 0.7-0.9: Delivered strong results (this is the target zone)
- 1.0: Hit the target exactly (may indicate the target was too easy)
If every OKR scores 1.0, the goals were not ambitious enough. If every OKR scores below 0.3, they were unrealistic or the wrong priorities.
---
## Mode 4: Competitive Analysis
### Structure
Start with a comparison matrix, then interpret it.
**Comparison matrix:**
| Factor | Your Business | Competitor A | Competitor B | Competitor C |
|--------|--------------|-------------|-------------|-------------|
| Price point | $X/mo | $Y/mo | $Z/mo | Free tier + $W/mo |
| Key feature 1 | Yes | Yes | No | Partial |
| Key feature 2 | No | Yes | Yes | Yes |
| Target market | AU SMEs | Enterprise | Startups | All segments |
| Strength | Personal service | Scale | Price | Brand recognition |
| Weakness | Small team | Impersonal | Limited features | Slow support |
### Interpretation sections
**Where you win:** Specific advantages with evidence. "Faster onboarding (3 days vs industry average of 2 weeks)" not "better service".
**Where you lose:** Honest assessment. "Competitor A has 10x our development team; we cannot match their feature velocity" is more useful than pretending the gap does not exist.
**Where you differentiate:** What you do that others structurally cannot or choose not to. This is the strategic gold — it informs positioning, messaging, and product decisions.
**Recommended actions:** Based on the analysis, what should change? New features to build, segments to target or avoid, pricing adjustments, partnership opportunities.
### Research sources
- Competitor websites (pricing pages, feature lists, case studies)
- Review sites (G2, Capterra, Google Reviews, ProductHunt)
- Job listings (reveal their priorities and gaps)
- Social media and content (positioning, audience, tone)
- Industry reports (market size, growth rates, trends)
If the user has access to competitors' actual customers (through industry networks, forums, social media), first-hand feedback is more valuable than any published report.
---
## Writing Principles (All Modes)
**Specific over vague.** Every claim needs a number, a name, or a concrete example. "Strong growth" is not strategy — "40% revenue increase from $850K to $1.19M" is strategy.
**Evidence over opinion.** "We believe the market is growing" vs "The AU SaaS market grew 12% in 2025 (source)." If you cannot find evidence, say so — an honest gap is better than a fabricated claim.
**Actionable over aspirational.** Every section should answer "what do we do with this information?" If a SWOT entry or competitive insight does not lead to a decision or action, it is not worth including.
**Honest about weaknesses.** Strategy documents that only list strengths are useless. The value is in seeing the full picture — including the uncomfortable parts. Investors, partners, and teams all trust honesty more than polish.
**Appropriate length.** A lean business plan is one page. A SWOT is one page plus implications. OKRs are a few pages at most. Competitive analysis scales with the number of competitors. Do not pad for length — every sentence must earn its place.
## Example: SWOT Strength Entry
**Too vague:**
> Strong digital presence and good online reputation.
**Right approach:**
> 4.8 average Google rating from 127 reviews (highest among Newcastle web agencies). Website generates 35 qualified leads per month organically, with a 12% conversion rate to paying clients. Social media following of 2,400 across LinkedIn and Instagram, with 6.2% average engagement rate on case study posts.
The second version gives the reader three data points they can compare against competitors, benchmark against industry averages, and track over time.