6 skills.
Use when asked to run or explain a demand analysis — estimating and understanding customer demand for a product or service (market size, price sensitivity, demand drivers) — as the market-feasibility input to a broader feasibility-analysis or business case.
Use when asked to run or explain a feasibility analysis — assessing whether a proposed project, product, or venture is practically achievable across technical, financial, operational, legal, and market dimensions — before committing significant resources to it.
Use when asked to run or explain a Porter's Five Forces analysis — assessing industry competitiveness via rivalry, supplier/buyer power, and threats of new entrants/substitutes — as an industry-structure framework complementary to swot-analysis and pestle-analysis.
Use when asked to run or explain a PESTLE (or PEST) analysis — the macro-environmental factors framework for strategic planning — sourced from Wikipedia's PEST analysis article, including its PESTEL/STEEPLE variants and known limitations.
Use when asked to run or explain a stakeholder analysis — identifying stakeholders and mapping their interest and influence (a power/interest grid) to plan engagement — as the analytical step that typically precedes formalizing responsibilities in a responsibility-assignment-matrix.
Use when asked to run or explain a SWOT analysis — Strengths, Weaknesses, Opportunities, Threats — the internal-vs-external strategic planning framework, sourced from Wikipedia's SWOT analysis article, including its history and known limitations.