Windsurf + Aider targets, MCP server, and demo placement (#33)

Broadens both reach (more tools) and content types (an MCP server), continuing the multi-platform story. Windsurf + Aider: - build-exports.mjs gains two platforms: exports/windsurf/*.md (workspace rules, trigger: model_decision) and exports/aider/*.md (conventions for `aider --read`). Now 5 platforms (ChatGPT, Gemini, Cursor, Windsurf, Aider). - install.sh + bin/cli.mjs install both (windsurf -> .windsurf/rules, aider -> .aider/skills with a --read hint); generated README index is excluded from copies. - One-line windsurf-install.sh / aider-install.sh wrappers for parity. MCP server (new content type): - mcp/server.mjs — zero-dependency stdio MCP server exposing list_skills, search_skills, get_skill. Published as a second bin (pm-claude-skills-mcp). Logs to stderr; reads bundled skills/ at startup. mcp/README.md documents client config. Also: README hero "See it in action" demo placement (ready to swap in a GIF; recording guide in web/docs-assets/README.md), Works-With table + exports + install docs updated, CHANGELOG Unreleased. package.json files/bin updated. Claude-Session: https://claude.ai/code/session_016JWn5jRD5tcEFKrubjQ6Px Co-authored-by: Claude <noreply@anthropic.com>
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+---
+trigger: model_decision
+description: "Analyze competitors and create competitive landscape documentation with feature matrices, positioning maps, and strategic recommendations. Use when asked to analyze competitors, create competitive analysis, compare features with competitors, build a competitive landscape, track competitive positioning, or prepare sales battlecard inputs. Produces structured competitor profiles, feature comparison matrix, win/loss analysis, and prioritised strategic recommendations."
+---
+
+# Competitive Analysis Skill
+
+Create structured competitive analyses for product decision-making.
+
+## Required Inputs
+
+Ask the user for these if not provided:
+- **Your product or company** (what you're comparing against)
+- **Competitors to analyze** (or ask to identify the top 3-5)
+- **Analysis focus** (full landscape / feature comparison / pricing / positioning / win-loss)
+- **Audience** (product team / leadership / sales / board)
+
+## Process
+
+1. Gather competitor information from provided inputs and available context
+2. Build profiles for each competitor
+3. Create feature comparison matrix on dimensions that matter to the user's customers
+4. Analyze pricing and positioning
+5. Identify win/loss patterns and strategic implications
+6. **Validate** — Confirm all claims reference a specific source or are flagged as assumptions. Verify feature comparisons note quality differences, not just presence/absence.
+
+## Output Structure
+
+### 1. Executive Summary
+- **Market Position**: Where we stand relative to competitors
+- **Key Findings**: Top 3-5 insights
+- **Strategic Implications**: What this means for the roadmap
+
+### 2. Competitor Profiles
+
+For each competitor:
+- **Company Overview**: Size, funding, market position
+- **Target Customer**: Who they serve
+- **Value Proposition**: Core positioning
+- **Strengths / Weaknesses**: What they do well and where they fall short
+- **Recent Activity**: Major updates, funding, announcements
+
+### 3. Feature Comparison Matrix
+
+| Feature | Us | Competitor A | Competitor B | Competitor C |
+|---------|-----|--------------|--------------|--------------|
+| [Feature] | ✅ Full | ⚠️ Limited | ❌ None | ✅ Full |
+
+Legend: ✅ Full (production-ready) · ⚠️ Limited/Beta · ❌ None
+
+Include notes on quality and implementation differences where significant.
+
+### 4. Pricing Comparison
+
+| Plan | Us | Competitor A | Competitor B |
+|------|-----|--------------|--------------|
+| Free/Trial | [price] | [price] | [price] |
+| Pro | [price] | [price] | [price] |
+| Enterprise | [price] | [price] | [price] |
+
+### 5. Market Positioning Map
+
+Position competitors on two key dimensions relevant to the market:
+- Y-Axis: [e.g., Enterprise vs. SMB]
+- X-Axis: [e.g., Simple vs. Comprehensive]
+
+**Whitespace Opportunities**: [Underserved segments]
+
+### 6. Win/Loss Analysis
+
+**Why We Win:**
+- Better at: [specific capabilities]
+- Customers who value: [what matters to them]
+
+**Why We Lose:**
+- When customers need: [specific requirements]
+- Their advantage: [what tips the decision]
+
+### 7. Strategic Recommendations
+
+**Immediate Actions (0-3 months):**
+1. [Action] — [Rationale]
+
+**Medium-term (3-12 months):**
+1. [Action] — [Rationale]
+
+## Anti-Patterns
+
+- [ ] Do not present competitor feature claims as facts without citing a source or flagging them as assumptions — outdated or incorrect feature data misleads sales and product decisions
+- [ ] Do not build a competitive analysis that only covers features — pricing, messaging, go-to-market motion, and who they hire for are equally strategic signals
+- [ ] Do not treat all buyers as identical — the same product may win against Competitor A in the enterprise segment and lose in SMB; segment-specific win/loss matters
+- [ ] Do not soften weaknesses and threats in the SWOT to avoid internal discomfort — an honest SWOT is only useful if the negatives are real
+
+## Quality Checks
+
+- [ ] All competitor claims cite a source or are flagged as assumptions
+- [ ] Feature comparison notes quality differences, not just feature presence
+- [ ] Strategic recommendations are specific actions, not generic advice
+- [ ] Win/loss analysis reflects customer perspective, not internal assumptions
+- [ ] Different customer segments are considered (not all buyers value the same things)