Account Swot Analyser

Account SWOT Analyser

Produces a structured SWOT analysis for a specific account. Not the generic "Strengths: good product, Weaknesses: competitive market" variety -- a specific, evidence-based analysis that connects each element to an action the CSM should take.

The SWOT framework is simple. The value is in the discipline of honest assessment across all four quadrants, not in the framework itself.

How to Use

Provide:

• Account name, ARR, tenure, segment, product tier
• Usage and adoption data (what they are using, what they are not)
• Relationship landscape (who you know, relationship strength, coverage gaps)
• Customer goals and how the product serves them
• Any known risks (competitive, commercial, product, relationship)
• Any known opportunities (expansion, new teams, new use cases)
• Recent events (positive or negative)

SWOT Framework

Strengths (Internal Positive -- What is working in your favour)

These are factors within the account relationship that support retention and growth:

For each strength, ask: How are we leveraging this? A strength that is not leveraged is a wasted asset.

Weaknesses (Internal Negative -- What is working against you)

These are factors within the relationship that create vulnerability:

For each weakness, ask: What is the plan to address this? A documented weakness without a mitigation plan is just a risk you are choosing to accept.

Opportunities (External Positive -- What could go right)

These are factors in the customer's environment that could benefit the relationship:

For each opportunity, ask: What is the trigger to pursue this, and what is the first action?

Threats (External Negative -- What could go wrong)

These are factors in the customer's environment that could damage the relationship:

For each threat, ask: What is the early warning signal, and what is the response plan if it materialises?

Connecting SWOT to Action

The analysis is only useful if it drives action. For each quadrant:

Output Format

## SWOT Analysis: [Account Name]
**Date:** [date] | **Analyst:** [CSM name]
**ARR:** [amount] | **Health:** [band] | **Renewal:** [date]

### Strengths
| Strength | Evidence | Action to Leverage |
|----------|---------|-------------------|
| [strength] | [specific evidence] | [how to use this] |

### Weaknesses
| Weakness | Evidence | Action to Mitigate |
|----------|---------|-------------------|
| [weakness] | [specific evidence] | [plan to address] |

### Opportunities
| Opportunity | Evidence | Action to Pursue |
|------------|---------|-----------------|
| [opportunity] | [specific evidence] | [first action + trigger] |

### Threats
| Threat | Probability | Impact | Early Warning | Response Plan |
|--------|-----------|--------|--------------|--------------|
| [threat] | [H/M/L] | [H/M/L] | [signal] | [what to do] |

### Strategic Priority
[One sentence: given this analysis, what is the single most important thing to focus on for this account in the next 90 days?]

Quality Gates

• Is every cell in the table filled with specific evidence, not generic observations? "Good relationship" is not evidence. "3 active contacts, champion engagement weekly, NPS 9" is evidence
• Are there items in every quadrant? An account with no weaknesses or no threats has been assessed optimistically, not honestly. Every account has vulnerabilities
• Does every item connect to an action? The SWOT without actions is an observation exercise. The SWOT with actions is a strategic plan
• Is the strategic priority clear? If you cannot distil the entire analysis into one priority, the analysis is unfocused
• Would your manager agree with this assessment? If they would push back on a strength you listed or a threat you omitted, the analysis needs revision

Principles

• Honesty is the prerequisite for usefulness. An optimistic SWOT that underplays weaknesses and overplays strengths produces a strategy built on false assumptions. When the assumptions break, so does the strategy
• Threats and weaknesses are not the same thing. Weaknesses are within your control to address (relationship gaps, adoption issues, value evidence). Threats are external (competitor moves, budget cuts, champion departure). The distinction matters because the responses are different
• The SWOT should be reviewed quarterly. Account dynamics change. A strength 6 months ago (strong champion) may be a weakness now (champion disengaging). The analysis is a snapshot, not a permanent classification
• One strong strategic priority is more valuable than a comprehensive list of actions. A CSM who knows "the most important thing for this account is securing executive sponsorship before the renewal" has a clear focus. A CSM with 12 action items across all quadrants has a to-do list, not a strategy