Threat is a motivating force. When considering your opportunities it is worth considering that your opportunity is someone else's threat. And your threats are your competitors’ opportunities. There is something wrong with the traditional SWOT analysis. Don't focus only on the threats of others, this is too one sided, we need to focus on how we can be a threat to others too.
This is part of the natural order of things. Threat is part of continuous business development. We must embrace it and understand it. To change and move forward we must necessarily threaten the status quo. It is difficult for the accepted order to cannibalize and threaten itself. This is why most profound leaps forward are made by the little guy. Shawn Fanning creates Napster to threaten the record industry. Dyson threatened Hoover. If the threat becomes large enough the big Co’s are forced to yield. Some successful individuals (and companies) have turned a continuous threat into the basis of a corporation -- Branson at Virgin, Steve Jobs and Apple -- their value creation comes from the way they constantly benefit by threatening their competition, much to the competition’s annoyance. Microsoft and Apple; Virgin Atlantic and British Airways.
In a counterintuitive way it pays to be threatening. Samson overcomes Goliath and his threat is his audacity. The traditional SWOT analysis can be reviewed -- it is useful not only to consider the positive strengths of your product, business etc. but how you threaten your competitors too - this is another way to focus your opportunities.
If stuck for ideas in a mature market and trying to extract value from the current situation why not consider how you might threaten your competitors and yourself to create new kinds of value. Take a leaf out of Branson of Jobs’ book and threaten the established way. The threat must be radically different to be successful. Over time the threat becomes the norm.