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pm-product-strategy/.claude-plugin/plugin.json
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{
"name": "pm-product-strategy",
"version": "1.0.0",
"description": "Product strategy skills for PMs: vision, strategy canvas, value propositions, lean canvas, business model canvas, SWOT, PESTLE, Ansoff Matrix, Porter's Five Forces, and monetization.",
"author": {
"name": "Paweł Huryn",
"email": "pawel@productcompass.pm",
"url": "https://www.productcompass.pm"
},
"keywords": [
"product-management",
"strategy",
"vision",
"business-model",
"swot",
"competitive-analysis"
],
"homepage": "https://www.productcompass.pm",
"license": "MIT"
}
pm-product-strategy/README.md
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# pm-product-strategy
Product strategy skills for PMs: vision, strategy canvas, value propositions, lean canvas, business model canvas, SWOT, PESTLE, Ansoff Matrix, Porter's Five Forces, and monetization.
## Overview
This plugin provides 11 skills and 4 commands for product managers.
## Skills
- **ansoff-matrix** — Generate an Ansoff Matrix analysis mapping growth strategies across market penetration, market development, product d...
- **business-model** — Generate a Business Model Canvas with all 9 building blocks.
- **lean-canvas** — Generate a Lean Canvas business model with sections for problem, solution, metrics, cost structure, UVP, unfair advan...
- **monetization-strategy** — Brainstorm 3-5 monetization strategies with audience fit, risks, and validation experiments.
- **pestle-analysis** — Perform a PESTLE analysis covering Political, Economic, Social, Technological, Legal, and Environmental factors.
- **porters-five-forces** — Perform Porter's Five Forces analysis evaluating competitive rivalry, supplier power, buyer power, threat of substitu...
- **pricing-strategy** — Analyze and design pricing strategies including pricing models, competitive pricing analysis, willingness-to-pay esti...
- **product-strategy** — Generate a comprehensive product strategy using the 9-section Product Strategy Canvas covering vision, segments, cost...
- **product-vision** — Brainstorm an inspiring, achievable, and emotional product vision that motivates teams.
- **swot-analysis** — Perform a detailed SWOT analysis identifying strengths, weaknesses, opportunities, and threats with actionable recomm...
- **value-proposition** — Generate a detailed value proposition using a 6-part JTBD template (Who, Why, What before, How, What after, Alternati...
## Commands
- `/pm-product-strategy:business-model` — Explore business models using Lean Canvas, Business Model Canvas, or Value Proposition frameworks
- `/pm-product-strategy:market-scan` — Comprehensive macro environment analysis — SWOT, PESTLE, Porter's Five Forces, and Ansoff Matrix in one scan
- `/pm-product-strategy:pricing` — Design a pricing strategy — models, competitive analysis, willingness-to-pay estimation, and pricing experiments
- `/pm-product-strategy:strategy` — Create a comprehensive product strategy using the 9-section Strategy Canvas — from vision to defensibility
## Installation
```bash
/install pm-product-strategy
```
Or use directly:
```bash
cc --plugin-dir /path/to/pm-product-strategy
```
## Author
Paweł Huryn — [The Product Compass Newsletter](https://www.productcompass.pm)
## License
MIT
pm-product-strategy/commands/business-model.md
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---
description: Explore business models using Lean Canvas, Business Model Canvas, or Value Proposition frameworks
argument-hint: "[lean|full|value-prop] <product or business>"
---
# /business-model -- Business Model Exploration
Build and analyze business models using three complementary frameworks. Choose one or run all three for a complete picture.
## Invocation
```
/business-model lean Marketplace connecting freelance PMs with startups
/business-model full Enterprise analytics platform
/business-model value-prop AI writing tool for non-native English speakers
/business-model all SaaS onboarding tool # runs all three
/business-model # asks what you need
```
## Modes
---
### Lean Canvas Mode
Best for: Early-stage ideas, startups, new product lines.
Apply the **lean-canvas** skill to produce a complete Lean Canvas:
```
## Lean Canvas: [Product]
| Problem (Top 3) | Solution | Unique Value Proposition |
|-----------------|----------|------------------------|
| 1. [problem] | [solution to each] | [single clear message] |
| 2. [problem] | | |
| 3. [problem] | | |
| Key Metrics | Unfair Advantage |
|------------|-----------------|
| [what you measure] | [what can't be copied] |
| Channels | Customer Segments |
|---------|------------------|
| [how you reach them] | [who, early adopters first] |
| Cost Structure | Revenue Streams |
|---------------|----------------|
| [fixed + variable] | [how you make money] |
### Riskiest Assumptions
[What must be true for this to work — prioritized by risk]
### Experiments to Run
[How to validate the riskiest assumptions cheaply]
```
---
### Full Business Model Canvas Mode
Best for: Established products, strategic planning, investor materials.
Apply the **business-model** skill to produce all 9 building blocks:
```
## Business Model Canvas: [Product]
| Key Partners | Key Activities | Value Propositions | Customer Relationships | Customer Segments |
|-------------|---------------|-------------------|----------------------|------------------|
| [who helps you] | [core actions] | [why customers choose you] | [how you interact] | [who you serve] |
| Key Resources | | Channels | |
|-------------|---|---------|---|
| [what you need] | | [how you deliver] | |
| Cost Structure | Revenue Streams |
|---------------|----------------|
| [your costs] | [your revenue] |
### Analysis
[Strengths and weaknesses of this model]
[How the pieces reinforce each other]
[Vulnerabilities and dependencies]
```
---
### Value Proposition Mode
Best for: Refining messaging, understanding user value, product-market fit analysis.
Apply the **value-proposition** skill to produce a JTBD-framed value proposition:
```
## Value Proposition: [Product]
### For [Segment]:
1. **Who**: [target user profile]
2. **Why**: [the job they're trying to do]
3. **What Before**: [their current painful reality]
4. **How**: [your solution approach]
5. **What After**: [their improved reality]
6. **Alternatives**: [what they'd use without you, and why you're better]
### Value Proposition Statement
[One sentence: For [who] who [need], [product] is a [category] that [benefit]. Unlike [alternative], we [differentiator].]
```
---
### All Mode
Runs all three frameworks and adds a synthesis section comparing insights across frameworks.
## Workflow (All Modes)
### Step 1: Gather Context
Ask:
- What is the product or business idea?
- What stage? (idea, validated, scaling)
- Any existing business model to refine?
- Who is the target customer?
### Step 2: Generate the Selected Framework(s)
Apply the relevant skill(s) as described above.
### Step 3: Save and Iterate
Save as markdown. Offer:
- "Want me to **stress-test this model** with a SWOT or PESTLE analysis?"
- "Should I **design a pricing strategy** for the revenue streams?"
- "Want me to **build a strategy canvas** around this model?"
- "Should I **identify the beachhead segment**?"
## Notes
- Lean Canvas is best for speed and hypothesis testing — don't overthink it
- BMC is better for mature businesses that need to articulate how everything connects
- Value Proposition is the sharpest tool for product-market fit conversations
- In "all" mode, highlight where frameworks agree (strong signal) and where they diverge (needs investigation)
pm-product-strategy/commands/market-scan.md
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---
description: Comprehensive macro environment analysis — SWOT, PESTLE, Porter's Five Forces, and Ansoff Matrix in one scan
argument-hint: "<product, market, or industry>"
---
# /market-scan -- Macro Environment Analysis
Run multiple strategic analysis frameworks to understand your competitive and macro environment. Combines SWOT, PESTLE, Porter's Five Forces, and Ansoff Matrix into a single strategic overview.
## Invocation
```
/market-scan EdTech market for corporate learning
/market-scan [upload a market brief or strategy doc]
/market-scan Our fintech product — preparing for board strategy review
```
## Workflow
### Step 1: Understand the Context
Ask:
- What product, company, or market are you analyzing?
- What's the purpose? (strategic planning, market entry, investor prep, annual review)
- Any specific frameworks you want to focus on? Or run all four?
- What's your current position in this market?
### Step 2: Run the Analysis
Apply four skills in sequence, each building on insights from the previous:
**SWOT Analysis** (apply **swot-analysis** skill):
- Internal: Strengths and Weaknesses
- External: Opportunities and Threats
- Actionable recommendations for each quadrant
**PESTLE Analysis** (apply **pestle-analysis** skill):
- Political, Economic, Social, Technological, Legal, Environmental factors
- Impact assessment and timeline for each factor
**Porter's Five Forces** (apply **porters-five-forces** skill):
- Competitive rivalry, supplier power, buyer power, threat of substitutes, threat of new entrants
- Overall industry attractiveness rating
**Ansoff Matrix** (apply **ansoff-matrix** skill):
- Market penetration, market development, product development, diversification
- Risk-adjusted growth opportunities
### Step 3: Synthesize
Cross-reference findings across frameworks to identify:
- **Converging signals**: What multiple frameworks agree on
- **Strategic imperatives**: Actions that appear critical across analyses
- **Key risks**: Threats and forces to mitigate
- **Growth opportunities**: Where the best risk-adjusted opportunities lie
### Step 4: Generate Report
```
## Strategic Market Scan: [Market/Product]
**Date**: [today]
**Purpose**: [strategic planning / market entry / etc.]
### Executive Summary
[5-7 sentences covering the strategic situation and key recommendations]
### SWOT Analysis
| Strengths | Weaknesses |
|-----------|-----------|
| [internal positives] | [internal negatives] |
| Opportunities | Threats |
|-------------|---------|
| [external positives] | [external negatives] |
**SWOT Actions**: [leverage S+O, mitigate W+T]
### PESTLE Analysis
| Factor | Current State | Impact | Trend | Timeframe |
|--------|-------------|--------|-------|-----------|
### Porter's Five Forces
| Force | Intensity | Key Drivers | Implications |
|-------|----------|------------|-------------|
**Industry Attractiveness**: [High / Medium / Low]
### Ansoff Growth Matrix
| Strategy | Opportunity | Risk Level | Investment | Priority |
|----------|-----------|-----------|-----------|----------|
| Market Penetration | [specifics] | Low | [est.] | [H/M/L] |
| Market Development | [specifics] | Medium | [est.] | [H/M/L] |
| Product Development | [specifics] | Medium | [est.] | [H/M/L] |
| Diversification | [specifics] | High | [est.] | [H/M/L] |
### Cross-Framework Synthesis
**Converging signals**: [what all frameworks agree on]
**Strategic imperatives**: [must-do actions]
**Key risks**: [highest-priority threats]
**Best opportunities**: [risk-adjusted growth plays]
### Strategic Recommendations
1. [Recommendation with supporting evidence from multiple frameworks]
2. ...
3. ...
### Monitoring Plan
| Signal | What to Watch | Source | Check Frequency |
|--------|-------------|--------|----------------|
```
Save as markdown.
### Step 5: Offer Next Steps
- "Want me to **build a product strategy** based on these findings?"
- "Should I **analyze specific competitors** identified in Porter's analysis?"
- "Want me to **design a pricing strategy** for the market penetration opportunity?"
## Notes
- Use web research to ground the analysis in current market data, not just general knowledge
- PESTLE factors should include specific regulations, market data, and trend signals — not generic observations
- Porter's is most useful when you identify the *specific* forces, not just rate them abstractly
- Ansoff should include concrete opportunities, not just generic "enter new markets"
- The synthesis section is the most valuable part — it's where the frameworks talk to each other
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---
description: Design a pricing strategy — models, competitive analysis, willingness-to-pay estimation, and pricing experiments
argument-hint: "<product or pricing question>"
---
# /pricing -- Pricing Strategy Design
Build a pricing strategy from first principles: analyze pricing models, estimate willingness to pay, benchmark against competitors, and design pricing experiments.
## Invocation
```
/pricing SaaS project management tool moving from free to paid
/pricing Should we switch from per-seat to usage-based pricing?
/pricing [upload competitor pricing pages or current pricing data]
```
## Workflow
### Step 1: Understand the Pricing Context
Ask:
- What is the product? What value does it deliver?
- Current pricing (if any): model, price points, packaging
- What's the trigger? (new product, pricing change, competitive pressure, growth stall)
- Target customer profile and their budget context
- Any constraints? (contractual obligations, market expectations, competitive positioning)
### Step 2: Analyze Pricing Models
Apply the **pricing-strategy** and **monetization-strategy** skills:
Evaluate applicable models:
- **Flat-rate**: Simple, predictable — best for commoditized products
- **Per-seat/user**: Scales with adoption — best for collaboration tools
- **Usage-based**: Aligns cost with value — best for infrastructure and API products
- **Tiered**: Captures different willingness to pay — best for segmented markets
- **Freemium**: Drives adoption — best for products with network effects
- **Hybrid**: Combines models — best for complex products with multiple value levers
For each relevant model: pros, cons, fit for your product, revenue projection approach.
### Step 3: Competitive Pricing Analysis
Using web research:
- Benchmark pricing against 3-5 competitors
- Identify pricing model patterns in the category
- Note pricing trends (e.g., shift from per-seat to usage-based in B2B SaaS)
- Find pricing page screenshots and data points
### Step 4: Willingness to Pay Estimation
If the user has survey data or customer feedback:
- Apply Van Westendorp analysis (if data available)
- Segment willingness to pay by user type
If no data:
- Estimate based on value delivered, competitive anchoring, and market norms
- Design a willingness-to-pay survey the user can run
### Step 5: Generate Pricing Recommendation
```
## Pricing Strategy: [Product]
**Date**: [today]
**Current pricing**: [if applicable]
### Recommended Model: [Model Name]
**Why this model**: [rationale tied to product value delivery]
### Pricing Structure
| Tier | Price | Includes | Target Segment | Key Limit |
|------|-------|---------|---------------|-----------|
### Free / Trial Strategy
[What's free, what's gated, conversion triggers]
### Competitive Benchmark
| Competitor | Model | Price Range | Positioning |
|-----------|-------|-----------|------------|
### Revenue Projections
| Scenario | Assumptions | Year 1 ARR | Year 2 ARR |
|----------|-----------|-----------|-----------|
| Conservative | [X] | [Y] | [Z] |
| Expected | [X] | [Y] | [Z] |
| Optimistic | [X] | [Y] | [Z] |
### Migration Plan
[If changing pricing: how to transition existing customers]
- Grandfathering approach
- Communication plan
- Timeline
### Pricing Experiments
| Experiment | What We're Testing | Method | Duration |
|-----------|-------------------|--------|----------|
### Risks and Mitigations
| Risk | Likelihood | Impact | Mitigation |
|------|-----------|--------|-----------|
### Key Metrics to Track
- Conversion rate by tier
- Average revenue per user (ARPU)
- Upgrade/downgrade rates
- Churn by price sensitivity
- Price elasticity signals
```
Save as markdown.
### Step 6: Offer Next Steps
- "Want me to **create a monetization strategy** with alternative revenue models?"
- "Should I **run a market scan** to validate pricing assumptions?"
- "Want me to **draft customer communication** for the pricing change?"
- "Should I **design the A/B test** for pricing experiments?"
## Notes
- Pricing is the most powerful lever for revenue growth — a 1% improvement in pricing typically has 3-4x the impact of 1% improvement in customer acquisition
- Value-based pricing always beats cost-plus — start from customer value, not your costs
- The best pricing is simple to understand and predictable for the customer
- Freemium only works if free users generate value (network effects, word of mouth, marketplace liquidity)
- Always design a migration path for existing customers — pricing changes that alienate your base destroy trust
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---
description: Create a comprehensive product strategy using the 9-section Strategy Canvas — from vision to defensibility
argument-hint: "<product or company>"
---
# /strategy -- Product Strategy Canvas
Build a complete product strategy document using the 9-section Product Strategy Canvas. Covers vision, segments, value propositions, trade-offs, metrics, growth, capabilities, and defensibility.
## Invocation
```
/strategy AI-powered design tool for non-designers
/strategy [upload existing strategy doc, pitch deck, or business plan]
/strategy # asks about your product
```
## Workflow
### Step 1: Understand the Product
Accept context from:
- Product description (verbal or written)
- Uploaded documents (strategy decks, pitch decks, PRDs, business plans)
- Existing strategy to refine or challenge
Ask key questions:
- What does the product do? Who is it for?
- What stage is it in? (idea, MVP, growth, mature)
- What's the business model?
- What triggered the need for a strategy document? (new product, pivot, annual planning, fundraise)
### Step 2: Build the Strategy Canvas
Apply the **product-strategy** and **product-vision** skills:
Work through all 9 sections of the Strategy Canvas:
1. **Vision**: Inspiring north star that motivates the team
2. **Target Segments**: Who you serve (and who you don't)
3. **Pain Points & Value**: Problems you solve and the value you create
4. **Value Propositions**: JTBD-framed value for each segment
5. **Strategic Trade-offs**: What you choose NOT to do (as important as what you do)
6. **Key Metrics**: How you measure success
7. **Growth Engine**: How you acquire and expand users
8. **Core Capabilities**: What you need to build and maintain
9. **Defensibility**: What makes this hard to copy (network effects, data, brand, switching costs)
For each section, provide specific content — not generic advice.
### Step 3: Generate Strategy Document
```
## Product Strategy: [Product Name]
**Date**: [today]
**Stage**: [idea / MVP / growth / mature]
**Author**: [user]
### 1. Vision
[Inspiring, achievable, emotional — 2-3 sentences max]
### 2. Target Segments
| Segment | Size | Pain Level | Current Alternative | Priority |
|---------|------|-----------|-------------------|----------|
**Primary segment**: [who and why]
**Explicitly not serving**: [who and why]
### 3. Pain Points & Value Created
[For each segment: the problem, current cost, and value your solution delivers]
### 4. Value Propositions
**For [Segment A]**: When [situation], they want [motivation], so they can [outcome]
**For [Segment B]**: When [situation], they want [motivation], so they can [outcome]
### 5. Strategic Trade-offs
| We Choose | Over | Because |
|-----------|------|---------|
### 6. Key Metrics
- **North Star**: [metric]
- **Input Metrics**: [3-5 levers]
- **Health Metrics**: [guardrails]
### 7. Growth Engine
[How you acquire, activate, and expand — specific mechanisms, not generic]
### 8. Core Capabilities
| Capability | Build / Buy / Partner | Investment Level | Timeline |
|-----------|---------------------|-----------------|----------|
### 9. Defensibility
[What creates a moat — be specific about which type: network effects, data, brand, switching costs, economies of scale]
### Strategic Risks
[Top 3 things that could invalidate this strategy]
### Next Steps
[What to do with this strategy — socialize, test, build]
```
Save as markdown.
### Step 4: Offer Next Steps
- "Want me to **build a Lean Canvas** or **Business Model Canvas** for this?"
- "Should I **create a roadmap** aligned to this strategy?"
- "Want me to **run a macro environment scan** to stress-test assumptions?"
- "Should I **define OKRs** based on Section 6?"
## Notes
- A good strategy is more about what you say NO to than what you say YES to — push hard on trade-offs
- Vision should be emotional and memorable, not a corporate statement
- Defensibility is the hardest section — most products don't have a real moat yet, and that's OK to acknowledge
- If the product is early-stage, some sections will be hypotheses — label them as such
- Strategy should fit on one page for executives — offer a condensed version
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---
name: ansoff-matrix
description: "Generate an Ansoff Matrix analysis mapping growth strategies across market penetration, market development, product development, and diversification. Triggers: Ansoff matrix, growth matrix, market expansion, growth strategy options."
---
# Ansoff Matrix
## Metadata
- **Name**: ansoff-matrix
- **Description**: Generate an Ansoff Matrix analysis mapping growth strategies across market penetration, market development, product development, and diversification.
- **Triggers**: Ansoff matrix, growth matrix, market expansion, growth strategy options
## Instructions
You are a growth strategist analyzing expansion opportunities using the Ansoff Matrix for $ARGUMENTS.
Your task is to evaluate growth options across product and market dimensions and develop specific strategies for each quadrant.
## Input Requirements
- Current product(s) and market definition
- Current market penetration and performance
- Customer insights and market opportunities
- Company capabilities and constraints
- Growth targets and timelines
- Competitive dynamics
## Ansoff Matrix Framework
### 2x2 Matrix: Products vs. Markets
| | Current Market | New Market |
|---|---|---|
| **Current Product** | Market Penetration | Market Development |
| **New Product** | Product Development | Diversification |
---
### 1. Market Penetration (Current Product + Current Market)
Grow revenue by increasing usage or sales in your existing market.
**Strategies:**
- Increase frequency of product usage
- Expand use cases within existing customer base
- Acquire competitors' customers
- Reduce churn and improve retention
- Upsell and cross-sell existing customers
- Lower prices to capture price-sensitive segments
- Increase marketing and brand awareness
- Improve customer experience to drive referrals
**Examples:**
- Netflix adding games to increase engagement
- Starbucks encouraging multiple visits per week
- Adobe expanding Adobe Creative Cloud subscriptions
**Risk Level:** Low (familiar market, product, capabilities)
**Typical Timeline:** 6-12 months
---
### 2. Market Development (Current Product + New Market)
Grow by selling your existing product to new customer segments or geographies.
**Strategies:**
- Expand into new geographies or regions
- Target new customer segments or personas
- Sell through new channels or partnerships
- Adapt product for new use cases
- Partner with complementary companies
- Localize product for new markets
- Build brand awareness in new markets
**Examples:**
- Facebook expanding internationally
- Uber moving into new cities and countries
- Slack selling to non-tech industries
**Risk Level:** Medium (new market dynamics, but proven product)
**Typical Timeline:** 12-24 months
---
### 3. Product Development (New Product + Current Market)
Grow by introducing new products or features to your existing customer base.
**Strategies:**
- Add new features to existing product
- Create adjacent product lines
- Bundle products for greater value
- Develop premium/lite versions
- Integrate adjacent capabilities
- Create complementary products
- Upgrade product experience or performance
**Examples:**
- Spotify adding podcasts
- Amazon Prime expanding services (video, music, grocery)
- Figma adding prototyping and FigJam
**Risk Level:** Medium (existing customers but new product)
**Typical Timeline:** 12-18 months
---
### 4. Diversification (New Product + New Market)
Grow by entering entirely new markets with new products.
**Strategies:**
- Related diversification: leveraging existing competencies
- Unrelated diversification: entering new domains
- Acquire companies in new markets/products
- Strategic partnerships or joint ventures
- Build new business units
- Apply capabilities to adjacent problems
**Examples:**
- Amazon expanding from books to cloud services (AWS)
- Apple expanding from computers to phones, wearables, services
- Microsoft moving from software to cloud (Azure) and gaming (Xbox)
**Risk Level:** High (new market, new product, new capabilities)
**Typical Timeline:** 24+ months, requires significant investment
---
## Output Process
1. Define current market and product clearly
2. Analyze each quadrant:
- Identify 2-3 specific opportunities per quadrant
- Assess market size and growth potential
- Estimate required resources and investment
- Evaluate competitive dynamics
- Define success metrics
3. Prioritize opportunities by:
- Strategic fit with company vision
- Revenue potential and growth rate
- Resource requirements and feasibility
- Competitive advantage and defensibility
- Timeline to profitability
4. Develop go-to-market strategy for top 2-3 opportunities
5. Create phased roadmap and milestones
6. Identify risks and mitigation plans
7. Define success metrics and leading indicators
## Strategic Questions
- Which quadrant offers the best risk-reward profile?
- Where do our capabilities give us competitive advantage?
- Which opportunities align best with our vision and values?
- What partnerships or acquisitions would accelerate growth?
- How does each option impact our brand and positioning?
## Notes
- Market penetration is lowest risk; diversification is highest risk
- Most companies should excel in one quadrant before expanding
- Avoid spreading too thin across all four quadrants simultaneously
- Consider sequential strategy: penetration first, then market development
- Reassess Ansoff Matrix annually or when market conditions shift
---
### Further Reading
- [The Product Management Frameworks Compendium + Templates](https://www.productcompass.pm/p/the-product-frameworks-compendium)
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---
name: business-model
description: "Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model or analyzing how a business creates value. Triggers: business model canvas, BMC, business model."
---
# Business Model Canvas
## Metadata
- **Name**: business-model
- **Description**: Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.
- **Triggers**: business model canvas, BMC, business model, how we make money
## Instructions
You are a business model strategist designing a Business Model Canvas for $ARGUMENTS.
Your task is to create a comprehensive Business Model Canvas that outlines how the business creates, delivers, and captures value.
## Input Requirements
- Product or service description
- Target customer(s) and market
- Current business operations or assumptions
- Competitive context or industry dynamics
## Business Model Canvas Template
### Left Side: Creating Value
**1. Key Partners**
- Who are the key strategic partners and suppliers?
- What partnerships enable our business model?
- Which activities do partners handle?
- Are there joint ventures or co-creation opportunities?
**2. Key Activities**
- What key activities does the business perform?
- What processes are critical to delivering value?
- Are these activities in-house or outsourced?
- Production, problem-solving, platform/network activities?
**3. Key Resources**
- What resources are necessary to create value?
- Physical assets, intellectual property, human capital, financial
- What resources enable key activities and partnerships?
- What's the minimum viable resource set?
### Center: The Value Proposition
**4. Value Propositions**
- What value do we deliver to customers?
- Which customer problems do we solve?
- What needs are satisfied?
- What products/services address each segment?
- Quantitative (price, speed, quality) vs. qualitative (design, status)
### Right Side: Delivering Value
**5. Customer Relationships**
- How do we establish and maintain customer relationships?
- Personal assistance, self-service, automated, community, co-creation
- Cost of customer acquisition and retention
- How do we keep customers engaged?
**6. Channels**
- How do customers discover and access the value?
- Awareness: How do customers learn about us?
- Purchase: How do they buy?
- Delivery: How is value delivered?
- After-sales: How do we support customers?
- Direct vs. indirect, owned vs. partner channels
**7. Customer Segments**
- Who are the key customer segments?
- Mass market, niche market, segmented, multi-sided platform
- What are their defining characteristics?
- Distinct needs, channels, relationships, or profitability
### Bottom: Financial Viability
**8. Cost Structure**
- What are the most important costs?
- Fixed vs. variable costs
- Cost drivers (scale, automation, labor, infrastructure)
- Is this a cost-driven or value-driven business?
**9. Revenue Streams**
- How does the business make money?
- Per customer, per transaction, subscription, licensing, rents
- Pricing mechanisms (fixed, dynamic, value-based)
- Customer lifetime value and unit economics
## Output Process
1. Identify and profile customer segments
2. Define the core value proposition(s)
3. Map customer relationships and channels
4. List key activities and resources
5. Identify key partners
6. Outline cost structure
7. Define revenue streams
8. Ensure all 9 blocks align and support each other
9. Test economic viability (LTV > 3x CAC)
10. Identify key assumptions and risks
### Domain Context
**BMC vs Lean Canvas vs Startup Canvas**: Business Model Canvas (9 blocks, balanced, works for any business). Lean Canvas (startup-focused, problem-first, replaces Partners/Activities/Resources with Problem/Solution/Unfair Advantage). **Startup Canvas** separates strategy (9 sections from the Product Strategy Canvas) from business model (Cost Structure & Revenue Streams). Note: most popular canvas models miss the "Can't/Won't" defensibility question — consider adding it.
## Notes
- The Business Model Canvas provides a holistic view of how value flows through the organization
- Each block should reinforce and support the others
- Strong business models have clear, defensible value propositions
- Financial sustainability requires revenue to exceed costs at scale
- Use this to identify opportunities for innovation and optimization
---
### Further Reading
- [Business Model Canvas Examples: Google Maps, Airbnb, Uber](https://www.productcompass.pm/p/business-model-canvas-examples)
- [Startup Canvas: Product Strategy and a Business Model for a New Product](https://www.productcompass.pm/p/startup-canvas)
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---
name: lean-canvas
description: "Generate a Lean Canvas business model with sections for problem, solution, metrics, cost structure, UVP, unfair advantage, channels, segments, and revenue. Triggers: lean canvas, startup canvas, business hypothesis."
---
# Lean Canvas
## Metadata
- **Name**: lean-canvas
- **Description**: Generate a Lean Canvas business model with detailed sections for problem, solution, metrics, cost structure, UVP, unfair advantage, channels, segments, and revenue.
- **Triggers**: lean canvas, startup canvas, lean model, business hypothesis
## Instructions
You are a business model strategist designing a Lean Canvas for $ARGUMENTS.
Your task is to create a comprehensive Lean Canvas that outlines the business hypothesis and key business model assumptions for the product.
## Input Requirements
- Product or feature description
- Target customer segment(s)
- Market context and problem space
- Any available metrics or business constraints
## Lean Canvas Template
### Section 1: Product Definition
**1. Problem**
- Top 3 customer problems or needs
- Customer pains and frustrations
- Current unsatisfactory solutions
**2. Solution**
- Top 3 features or approaches
- How each feature addresses the problem
- Why this solution is novel or better
**3. Unique Value Proposition (UVP)**
- Concise, memorable statement
- Why customers choose you over alternatives
- What makes you different (not just "better")
**4. Unfair Advantage**
- What defensibility exists?
- Barriers to competition (network effects, brand, IP, switching costs)
- What competitors can't easily replicate
### Section 2: Market & Traction
**5. Customer Segments**
- Who is the target customer?
- Early adopters and first segment
- Customer personas or archetypes
- How large is the addressable market?
**6. Channels**
- How do you reach customers?
- Primary acquisition channels
- Distribution and sales approach
- How do customers find you?
**7. Revenue Streams**
- How do you make money?
- Pricing model or revenue per customer
- Customer lifetime value (LTV)
- Revenue growth assumptions
### Section 3: Economics & Validation
**8. Cost Structure**
- Fixed costs (salaries, infrastructure, facilities)
- Variable costs (COGS, transaction costs, support)
- Key cost drivers
- Cost per customer acquisition (CAC)
**9. Key Metrics**
- Activation: How do users get value quickly?
- Retention: How many users stick around?
- Revenue: How do we measure financial success?
- North Star metric for the business
## Output Process
1. Define the core problem(s) being solved
2. Outline 2-3 solution approaches
3. Craft a compelling UVP
4. Identify what creates competitive advantage
5. Target 1-2 customer segments
6. Map acquisition channels
7. Define revenue model and pricing
8. Estimate cost structure
9. Identify 3-5 critical metrics to track
10. Surface key assumptions and hypotheses
11. Suggest validation experiments (landing page, interviews, MVP)
### Domain Context
Lean Canvas mixes strategy and business model into one artifact. **Startup Canvas** separates them: 9 strategy sections (from the Product Strategy Canvas) + Cost Structure & Revenue Streams. Consider which structure best fits the user's needs.
## Notes
- The Lean Canvas is designed for rapid hypothesis testing
- Focus on addressing the riskiest assumptions first
- Update the canvas as you learn and validate
- Each section should be specific and measurable where possible
- This canvas helps align founding teams on business strategy
---
### Further Reading
- [Startup Canvas: Product Strategy and a Business Model for a New Product](https://www.productcompass.pm/p/startup-canvas)
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---
name: monetization-strategy
description: "Brainstorm 3-5 monetization strategies with audience fit, risks, and validation experiments. Use when exploring revenue models or pricing strategies. Triggers: monetization strategy, revenue model, pricing strategy, how to monetize."
---
# Monetization Strategy
## Metadata
- **Name**: monetization-strategy
- **Description**: Brainstorm 3-5 monetization strategies with audience fit, risks, and validation experiments. Use when exploring revenue models, pricing strategies, or business model options.
- **Triggers**: monetization strategy, revenue model, pricing strategy, how to monetize, make money
## Instructions
You are an experienced business model strategist brainstorming monetization strategies for $ARGUMENTS.
Your task is to develop 3-5 distinct monetization approaches that could work for the product or feature, evaluate fit with the target market, and outline low-effort validation experiments.
## Input Requirements
- Product or feature description
- Target market segment(s) and customer profile
- Current willingness to pay or budget constraints
- Competitive monetization approaches
- Company priorities (revenue growth, user growth, profitability)
## Monetization Framework
For each strategy, include:
### 1. Strategy Name & Description
- What is the monetization model?
- How does it work for this product?
- Who pays and what do they get?
### 2. How It Works
- Revenue model and pricing mechanics
- Value exchange between company and customer
- Payment frequency and transaction size
- Lifecycle and retention mechanisms
### 3. Audience Fit
- Why does this resonate with your target customer?
- How does it align with customer needs and preferences?
- What problems does it solve for the customer?
- Addressable market size and revenue potential
### 4. Unit Economics
- Estimated customer acquisition cost (CAC)
- Estimated customer lifetime value (LTV)
- Break-even timeline
- Target gross margin
### 5. Risks & Challenges
- Market adoption risk
- Pricing or feature sensitivity
- Competitive vulnerability
- Customer churn or resistance
- Implementation complexity
### 6. Competitive Position
- How do competitors monetize?
- What makes your approach differentiated?
- Barriers to customer switching
- Defense against competitive pricing
### 7. Validation Experiment
- Low-cost test to validate customer willingness to pay
- Method: survey, landing page, pilot, freemium, waitlist
- Success metric and decision criteria
- Timeline and resources required
## Example Monetization Strategies
### 1. Freemium (Free Base + Paid Premium)
- **How**: Free core features, premium advanced features behind paywall
- **Fit**: Best for high-volume, low-touch products (design tools, productivity, communication)
- **Risks**: Low conversion rates (typically 1-5%), features must be clear to justify upgrade
- **Experiment**: Launch freemium version, track conversion rate, gather upgrade feedback
### 2. Subscription (Recurring Monthly/Annual)
- **How**: Recurring charge for ongoing access and updates
- **Fit**: Best for products with continuous value (software, platforms, services)
- **Risks**: Customer churn, cannibalization from annual vs. monthly
- **Experiment**: Offer subscription to beta customers, measure churn rate and NPS
### 3. Usage-Based (Pay Per Use)
- **How**: Customers pay based on usage volume (API calls, storage, transactions)
- **Fit**: Best for B2B platforms, APIs, services with variable customer needs
- **Risks**: Unpredictable revenue, customer cost anxiety, usage optimization by customers
- **Experiment**: Implement usage tracking, pilot with 5-10 beta customers, model revenue
### 4. Enterprise/Seat-Based (Per User/Seat)
- **How**: Price per user, department, or seat using the product
- **Fit**: Best for B2B SaaS with team/organization adoption
- **Risks**: Sales complexity, contract length, implementation overhead
- **Experiment**: Conduct 5-10 customer interviews, validate pricing per seat, define support model
### 5. One-Time Purchase (Buy Once)
- **How**: Single upfront purchase for permanent or one-time license
- **Fit**: Best for niche products, tools, or templates (not ongoing services)
- **Risks**: Revenue concentration in launch period, no recurring revenue, updates/support questions
- **Experiment**: Launch limited offering, track conversion and customer satisfaction
### 6. Marketplace/Transaction Fee
- **How**: Take a percentage or fixed fee from transactions between buyers and sellers
- **Fit**: Best for platforms connecting supply and demand
- **Risks**: Market liquidity chicken-and-egg problem, trust and safety, competitive pressure
- **Experiment**: MVP with limited sellers, offer free period to drive initial supply, model unit economics
### 7. Advertising/Sponsorship
- **How**: Generate revenue from ads, sponsored content, or brand partnerships
- **Fit**: Best for high-traffic, consumer-facing products
- **Risks**: Brand damage from intrusive ads, user experience degradation, advertiser concentration
- **Experiment**: Test ads with small user segment, measure engagement and revenue impact
## Output Process
1. Brainstorm 3-5 distinct monetization strategies (avoid repeating similar models)
2. For each strategy:
- Describe how it works specifically for this product
- Assess fit with target customer and willingness to pay
- Outline key risks and challenges
- Estimate unit economics (CAC, LTV, timeline)
- Compare against competitive approaches
3. For each strategy, design a low-effort validation experiment
4. Prioritize by:
- Strategic fit (revenue, growth, profitability goals)
- Ease of implementation
- Market validation potential
- Competitive advantage
5. Recommend 1-2 strategies to test first
6. Create testing roadmap and success criteria
## Strategic Considerations
- **Revenue Goals**: How much revenue is needed? By when?
- **Growth Goals**: Does monetization need to support user growth?
- **Market Dynamics**: Are customers ready to pay? For what?
- **Competitive Pressure**: How will competitors respond?
- **Unit Economics**: What gross margin is required for viability?
## Notes
- Best monetization strategies align with customer value and willingness to pay
- Test early and often; don't wait for perfect product to validate pricing
- Most products use hybrid models (e.g., freemium + upgrade, subscription + marketplace fees)
- Pricing can be changed; customer relationships are harder to rebuild
- Monitor competitors but don't race to the bottom on price
---
### Further Reading
- [Product Pricing Strategies 101](https://www.productcompass.pm/p/product-pricing-strategies-101)
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---
name: pestle-analysis
description: "Perform a PESTLE analysis covering Political, Economic, Social, Technological, Legal, and Environmental factors. Use for macro-environment assessment or strategic planning. Triggers: PESTLE analysis, macro environment, external factors."
---
# PESTLE Analysis
## Metadata
- **Name**: pestle-analysis
- **Description**: Perform a PESTLE analysis covering Political, Economic, Social, Technological, Legal, and Environmental factors. Use when assessing macro-environment, evaluating market entry risks, or doing strategic planning.
- **Triggers**: PESTLE analysis, macro environment, market environment, external factors analysis
## Instructions
You are a strategic analyst conducting a PESTLE analysis for $ARGUMENTS.
Your task is to evaluate the macro-environmental factors that could impact product strategy, market entry, or business viability.
## Input Requirements
- Industry and market context
- Geographic market or region(s)
- Product or business type
- Current strategic challenges or questions
- Any known regulatory or market changes
## PESTLE Analysis Framework
### 1. Political
What government policies, regulations, and political stability affect the business?
- Government policies and incentives
- Tax regulations and tariffs
- Political stability and risk
- Government spending and subsidies
- Trade agreements and regulations
- Licensing and permits required
- Government relationships and lobbying needs
### 2. Economic
What economic conditions and financial factors matter?
- Economic growth and GDP trends
- Interest rates and inflation
- Currency exchange rates
- Consumer spending and confidence
- Employment and labor costs
- Disposable income trends
- Access to financing and capital
### 3. Social
What demographic and cultural trends shape the market?
- Population demographics and trends
- Cultural attitudes and values
- Consumer lifestyle and behaviors
- Education and skills availability
- Health and wellness trends
- Social media and digital adoption
- Diversity and inclusion preferences
### 4. Technological
What technological advances or disruptions are relevant?
- Emerging technologies (AI, blockchain, cloud, etc.)
- Digital transformation trends
- Cybersecurity and data privacy requirements
- Automation and robotics
- Internet of Things (IoT) and connectivity
- Research and development capabilities
- Technology adoption rates and digital literacy
### 5. Legal
What laws, regulations, and compliance requirements apply?
- Data protection and privacy laws (GDPR, CCPA, etc.)
- Employment and labor laws
- Intellectual property and patent laws
- Consumer protection laws
- Industry-specific regulations
- Compliance costs and audit requirements
- Liability and insurance requirements
### 6. Environmental
What environmental, climate, and sustainability factors exist?
- Climate change and environmental regulations
- Carbon emissions and sustainability requirements
- Natural resource availability and scarcity
- Waste management and circular economy trends
- Renewable energy adoption
- ESG (Environmental, Social, Governance) expectations
- Green certification and eco-friendly standards
## Output Process
1. For each PESTLE category, identify 3-5 relevant factors
2. Assess impact on product/business (High, Medium, Low)
3. Assess probability or likelihood (High, Medium, Low)
4. Prioritize factors by impact x probability
5. Develop strategic responses:
- Which factors are opportunities to leverage?
- Which factors are threats to mitigate or avoid?
- Which factors require compliance or adaptation?
6. Identify key metrics or leading indicators to monitor
7. Build contingency plans for high-impact factors
8. Document assumptions and unknowns requiring research
## Strategic Applications
- Market entry assessment: Is this market viable to enter?
- Risk assessment: What macro risks could derail our strategy?
- Opportunity identification: What external shifts create new possibilities?
- Scenario planning: How would strategy change under different conditions?
- Regulatory roadmap: What compliance needs must we plan for?
## Notes
- PESTLE is complementary to SWOT (macro vs. micro analysis)
- Some factors span multiple categories (e.g., regulations affect legal, political, and economic)
- Geographic and industry context matter significantly
- Trends evolve; re-assess PESTLE annually or when markets shift
- Use PESTLE early in strategy development to avoid blind spots
---
### Further Reading
- [The Product Management Frameworks Compendium + Templates](https://www.productcompass.pm/p/the-product-frameworks-compendium)
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---
name: porters-five-forces
description: "Perform Porter's Five Forces analysis evaluating competitive rivalry, supplier power, buyer power, threat of substitutes, and threat of new entrants. Triggers: Porter's five forces, competitive forces, industry analysis."
---
# Porter's Five Forces
## Metadata
- **Name**: porters-five-forces
- **Description**: Perform a Porter's Five Forces analysis evaluating competitive rivalry, supplier power, buyer power, threat of substitutes, and threat of new entrants.
- **Triggers**: Porter's five forces, competitive forces, industry analysis, market forces, competitive dynamics
## Instructions
You are a competitive strategist conducting a Porter's Five Forces analysis for $ARGUMENTS.
Your task is to evaluate the structural attractiveness of an industry and identify the competitive dynamics that will determine profitability.
## Input Requirements
- Industry or market definition
- Current competitors and competitive positioning
- Supplier and customer landscape
- Potential substitutes and new entrants
- Product or service specifics
## Porter's Five Forces Framework
### 1. Competitive Rivalry (How intense is competition?)
The degree to which companies compete directly for market share and customers.
**High Rivalry When:**
- Many competitors of similar size and strength
- Slow industry growth (zero-sum competition)
- Low product differentiation (commoditized)
- High fixed costs (pressure to maintain volume)
- Exit barriers are high (expensive to leave)
- Price competition is intense
- Rivals have diverse strategies and goals
- Emotional or strategic commitments keep rivals fighting
**Low Rivalry When:**
- Few competitors
- High growth market
- High differentiation (less price-sensitive)
- Low fixed costs
- Low switching costs for competitors
- Industry leader has clear dominance
- Rivals are cooperative or have compatible goals
**Strategic Implications:**
- Assess competitive positioning and differentiation
- Define defensible competitive advantages
- Monitor competitor moves and market consolidation
- Invest in differentiation or cost leadership
---
### 2. Supplier Power (How much power do suppliers have?)
The ability of suppliers to increase prices or reduce quality, affecting your profitability.
**High Supplier Power When:**
- Few suppliers or concentrated supplier base
- Switching costs are high (changing suppliers is expensive)
- Backward integration threat (suppliers become competitors)
- Suppliers' product is critical or unique
- Suppliers have strong bargaining position
- No substitutes for supplier offerings
- Suppliers sell to many industries (less dependent on you)
**Low Supplier Power When:**
- Many suppliers available
- Low switching costs
- Suppliers depend on your business
- Commodity products (interchangeable suppliers)
- Threat of forward integration (you become your own supplier)
- Available substitutes for supplier offerings
- You have significant bargaining leverage
**Strategic Implications:**
- Diversify supplier base to reduce dependency
- Build strong supplier relationships
- Consider vertical integration or alternatives
- Negotiate long-term contracts with favorable terms
- Invest in suppliers' success (partnerships)
---
### 3. Buyer Power (How much power do customers have?)
The ability of customers to negotiate lower prices or demand higher quality, affecting your margin.
**High Buyer Power When:**
- Few large customers (concentrated demand)
- Buyers switch easily and often (low switching costs)
- Backwards integration threat (customers become competitors)
- Product is undifferentiated (commoditized)
- Buyers have price sensitivity or tight budgets
- Buyers have full information about alternatives
- Customers can bypass you entirely
**Low Buyer Power When:**
- Many fragmented customers
- High switching costs (lock-in, integration, training)
- High product differentiation (fewer alternatives)
- Customers depend on your product
- You have strong brand or reputation
- Switching to alternatives involves risk
- Customers lack information about alternatives
**Strategic Implications:**
- Build strong customer relationships and loyalty
- Create switching costs through integration
- Invest in brand and differentiation
- Develop customer success programs
- Create network effects or communities
- Segment customers by willingness to pay
---
### 4. Threat of Substitutes (Are there alternative solutions?)
The risk that customers will switch to alternative products that solve the same problem.
**High Threat When:**
- Good substitutes exist and are easily accessible
- Substitutes have similar performance or better value
- Switching costs to substitutes are low
- Customers are willing to try alternatives
- Substitutes are improving faster than your product
- Price-to-performance of substitutes is attractive
- Substitute technology is disruptive or emerging
**Low Threat When:**
- No good substitutes exist
- Substitutes are more expensive or inferior
- Switching costs are high
- Your product is deeply integrated into customer workflows
- Customer preference and loyalty are strong
- Barrier to substitute entry are high
- Your product solves the problem uniquely
**Strategic Implications:**
- Monitor emerging substitutes and disruptive technologies
- Build customer stickiness through integration and loyalty
- Invest in product innovation and improvement
- Create switching costs through ecosystem or community
- Diversify into adjacent or complementary products
- Defend through brand, service, or convenience
---
### 5. Threat of New Entrants (Can new competitors easily enter?)
The risk that new competitors will enter the market and capture share.
**High Threat When:**
- Low barriers to entry (capital, expertise, licensing)
- Attractive industry margins and growth
- Incumbents are vulnerable or complacent
- Distribution or channel access is available
- Economies of scale are limited
- Network effects are weak or absent
- Regulation is permissive
- New technologies enable disruption
**Low Threat When:**
- High barriers to entry (capital, IP, expertise, relationships)
- Entrenched incumbents with scale advantages
- Strong network effects or switching costs
- Brand loyalty is high
- Regulatory or licensing barriers exist
- Economies of scale create cost advantage
- Control of critical resources or distribution
- Retaliation by incumbents is credible
**Strategic Implications:**
- Build defensible barriers (IP, brand, network effects)
- Establish cost leadership and scale advantages
- Create switching costs and customer lock-in
- Invest in brand and customer relationships
- Monitor startups and disruptors in your space
- Build alliances and control key resources
---
## Output Process
1. Assess each of the five forces (High, Medium, Low)
2. Rate industry attractiveness (High rivalry + strong forces = less attractive)
3. For each force, identify:
- Current state and trend (getting stronger/weaker)
- Key players or dynamics
- Implications for profitability
4. Prioritize the 2-3 forces most critical to your strategy
5. Develop strategic responses:
- How can we reduce threat of high-power forces?
- How can we leverage weak forces for advantage?
6. Identify competitive positioning opportunities
7. Create strategic initiatives aligned with force analysis
## Industry Attractiveness
- **Attractive**: Low rivalry, weak supplier/buyer power, few substitutes, high entry barriers
- **Unattractive**: High rivalry, strong supplier/buyer power, many substitutes, low entry barriers
- **Moderate**: Mixed dynamics requiring strategic differentiation
## Notes
- No industry is universally attractive or unattractive; position matters
- Same industry can be attractive for some companies, unattractive for others
- Forces change over time; re-assess as market evolves
- Use Porter's Five Forces with SWOT and PESTLE for comprehensive analysis
- Strategy should directly address the highest-force threats
---
### Further Reading
- [The Product Management Frameworks Compendium + Templates](https://www.productcompass.pm/p/the-product-frameworks-compendium)
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---
name: pricing-strategy
description: "Analyze and design pricing strategies including pricing models, competitive pricing analysis, willingness-to-pay estimation, and price elasticity considerations. Use when setting prices, evaluating pricing models, preparing for a pricing change, or analyzing competitive pricing. Triggers: pricing strategy, pricing model, how to price, pricing analysis, willingness to pay, price point, freemium vs paid."
---
## Pricing Strategy
Design a pricing strategy grounded in value delivery, competitive positioning, and willingness to pay.
### Context
You are developing a pricing strategy for **$ARGUMENTS**.
If the user provides files (competitor pricing, survey data, financial models, or usage data), read them first. Use web search to research competitor pricing if needed.
### Instructions
1. **Understand the value delivered**:
- What is the core value proposition?
- What is the customer's alternative (and its cost)?
- What quantifiable outcomes does the product deliver? (time saved, revenue gained, cost reduced)
- What is the customer's willingness to pay based on that value?
2. **Evaluate pricing models** — recommend the best fit:
| Model | Best For | Example |
|---|---|---|
| **Flat-rate** | Simple products, predictable costs | Basecamp ($99/mo flat) |
| **Per-seat** | Collaboration tools, team products | Slack, Figma |
| **Usage-based** | Infrastructure, API products | AWS, Twilio |
| **Tiered** | Products with distinct user segments | Most SaaS (Free/Pro/Enterprise) |
| **Freemium** | Products with viral/network effects | Spotify, Notion |
| **Freemium + usage** | Platform products | Vercel, OpenAI API |
| **Value-based** | High-impact enterprise tools | Salesforce, Palantir |
3. **Analyze competitive pricing**:
- Map competitor pricing tiers and what's included
- Identify where your product sits (premium, mid-market, budget)
- Find pricing gaps or opportunities
- Note any industry pricing conventions
4. **Design the pricing structure**:
- **Tiers**: Define 2-4 tiers with clear differentiation
- **Feature gating**: Which features go in which tier? (Use value metrics, not arbitrary limits)
- **Value metric**: What unit do you charge on? (users, events, storage, API calls)
- **Anchor pricing**: Set the most popular tier to feel like the obvious choice
- **Annual discount**: Typically 15-20% off monthly pricing
5. **Estimate price sensitivity**:
- Van Westendorp Price Sensitivity Meter (if survey data available):
- Too cheap → quality concerns
- Cheap → good value
- Expensive → starting to hesitate
- Too expensive → won't buy
- Alternatively, estimate based on competitor pricing and value delivered
6. **Plan pricing experiments**:
- A/B test pricing pages (different price points, tier names, feature bundles)
- Founder-led sales conversations to test willingness to pay
- Landing page tests with different price anchors
- Cohort analysis of conversion rates by price point
7. **Output a pricing recommendation**:
```
Recommended Model: [Model type]
Value Metric: [What you charge on]
| Tier | Price | Target Segment | Key Features | Positioning |
|---|---|---|---|---|
Key Assumptions:
- [Assumption] → [How to test]
Risks:
- [Risk] → [Mitigation]
```
Think step by step. Save as markdown. Flag any assumptions that need validation before launch.
---
### Further Reading
- [Product Pricing Strategies 101](https://www.productcompass.pm/p/product-pricing-strategies-101)
- [The AI Product Pricing Masterclass: OpenAI Product Lead on Why SaaS Pricing Fails in AI (and How to Fix It)](https://www.productcompass.pm/p/ai-product-pricing) (video course)
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---
name: product-strategy
description: "Generate a comprehensive product strategy using the 9-section Product Strategy Canvas covering vision, segments, costs, value propositions, trade-offs, metrics, growth, capabilities, and defensibility. Triggers: product strategy, strategy canvas, strategic plan."
---
# Product Strategy Canvas
## Metadata
- **Name**: product-strategy
- **Description**: Generate a comprehensive product strategy using the 9-section Product Strategy Canvas. Covers vision, market segments, costs, value propositions, trade-offs, metrics, growth, capabilities, and defensibility.
- **Triggers**: product strategy, strategy canvas, strategic plan, product strategy document
## Instructions
You are an experienced product strategist developing a comprehensive product strategy for $ARGUMENTS.
Your task is to create a detailed Product Strategy Canvas that outlines how the product will compete, win, and grow in the market.
## Input Requirements
- Product description and current positioning
- Market context, competitors, and customer insights
- Company resources, constraints, and priorities
- Any relevant business or market data
## Product Strategy Canvas Template
### 1. Vision
- How can we inspire people?
- What are we aspiring to achieve?
- What values do we uphold?
### 2. Market Segments
- Market defined by people's problems (not demographics)
- Jobs to Be Done (JTBD), desired outcomes, constraints
- Who is our first segment?
- Why this segment first?
### 3. Relative Costs
- Do we optimize for low cost (like Southwest Airlines)?
- Or do we emphasize unique value (like Starbucks)?
- What's our cost position relative to competitors?
### 4. Value Proposition
For each target segment:
- **What before**: The customer's current situation, pain, or need
- **How**: How your product delivers the solution
- **What after**: The improved outcome or future state
- **Alternatives**: What customers use today instead
### 5. Trade-offs
- What will we NOT do?
- What features or markets are out of scope?
- How does saying "no" create focus and amplify our value?
### 6. Key Metrics
- **North Star Metric**: Single metric that drives overall business success
- **OMTM (One Metric That Matters)**: The one metric we optimize for this quarter
### 7. Growth
- Sales-Led Growth or Product-Led Growth?
- Primary acquisition channels
- How do we scale?
- What's our unit economics?
### 8. Capabilities
- What competencies and resources do we need?
- What do we build vs. partner for?
- What capabilities must we develop to win?
### 9. Can't/Won't
- Why can't competitors easily copy this?
- What defensibility do we have (network effects, switching costs, IP)?
- What barriers to entry exist for new competitors?
## Output Process
1. Define the vision and aspirational impact
2. Identify 2-3 target market segments with their JTBD
3. Establish cost positioning (low cost vs. premium value)
4. Develop value propositions for each segment
5. List explicit trade-offs (what we won't do)
6. Set North Star and quarterly OMTM
7. Outline growth strategy and channels
8. Document required capabilities and partnerships
9. Explain defensibility and barriers to competition
10. Validate strategy coherence: ensure elements reinforce each other
11. Surface critical hypotheses that must be true for success
12. Suggest low-effort experiments to test key assumptions
## Notes
- Ensure all 9 elements fit together logically
- Identify what must be true for this strategy to work (hypotheses)
- Propose validation experiments with minimal effort
- Strategy guides decisions; clarity enables faster execution
- Revisit quarterly as market conditions change
---
### Templates
- [Product Strategy Canvas (PPTX)](https://docs.google.com/presentation/d/1xRBqSOISvAKzwM_z5tC8fiuO5O2YhboB/edit?usp=sharing&ouid=111307342557889008106&rtpof=true&sd=true)
---
### Further Reading
- [Product Strategy Examples: Google Maps, Netflix, OpenAI](https://www.productcompass.pm/p/product-strategy-examples)
- [Product Vision vs Strategy vs Objectives vs Roadmap: The Advanced Edition](https://www.productcompass.pm/p/product-vision-strategy-goals-and)
- [Product Model First Principles: Product Team and Product Strategy In Depth](https://www.productcompass.pm/p/product-model-first-principles-transformed-cagan)
- [Introducing the Product Strategy Canvas](https://www.productcompass.pm/p/new-product-strategy-canvas)
- [Business Outcomes vs Product Outcomes vs Customer Outcomes](https://www.productcompass.pm/p/business-outcomes-vs-product-outcomes)
- [From Strategy to Objectives Masterclass](https://www.productcompass.pm/p/product-vision-strategy-objectives-course) (video course)
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---
name: product-vision
description: "Brainstorm an inspiring, achievable, and emotional product vision that motivates teams. Use when defining or refining product vision. Triggers: product vision, vision statement, create vision, inspiring vision."
---
# Product Vision
## Metadata
- **Name**: product-vision
- **Description**: Brainstorm an inspiring, achievable, and emotional product vision. Use when defining or refining product vision, aligning teams around a north star, or creating a vision statement.
- **Triggers**: product vision, vision statement, create vision, inspiring vision, north star vision
### Domain Context
A product **vision** answers: "How can we inspire people? What are we aspiring to achieve? What values do we uphold?" Vision evolves with strategy — it's a living statement, not a one-time exercise. It should make people feel something, not just understand the direction.
## Instructions
You are a veteran product leader developing a compelling product vision.
Your task is to brainstorm a product vision for $ARGUMENTS.
## Input Requirements
- Information about your company and product (you may read files from the user's workspace)
- Current state, market positioning, or any relevant context
## Output
Provide a vision statement that is:
1. **Inspiring** - Motivates teams to wake up and commit to the goal
2. **Achievable** - Realistic based on resources, market, and capabilities
3. **Emotional** - Creates meaning and connection
## Process
1. Review provided company and product information
2. Identify the core problem being solved
3. Envision the ideal future state for customers and the company
4. Draft multiple vision options (3-5 variations)
5. Select the strongest vision and briefly explain your rationale
6. Highlight how this vision aligns with company values and market opportunity
## Notes
- A great vision is memorable and can be communicated in one sentence
- Balance ambition with credibility
- Consider the perspective of customers, employees, and investors
- Avoid jargon; use clear, emotionally resonant language
---
### Further Reading
- [Product Vision vs Strategy vs Objectives vs Roadmap: The Advanced Edition](https://www.productcompass.pm/p/product-vision-strategy-goals-and)
- [Introducing the Product Strategy Canvas](https://www.productcompass.pm/p/new-product-strategy-canvas)
- [From Strategy to Objectives Masterclass](https://www.productcompass.pm/p/product-vision-strategy-objectives-course) (video course)
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---
name: swot-analysis
description: "Perform a detailed SWOT analysis identifying strengths, weaknesses, opportunities, and threats with actionable recommendations. Triggers: SWOT analysis, strengths weaknesses, strategic assessment."
---
# SWOT Analysis
## Metadata
- **Name**: swot-analysis
- **Description**: Perform a detailed SWOT analysis for a product. Identifies strengths, weaknesses, opportunities, and threats with actionable recommendations.
- **Triggers**: SWOT analysis, strengths weaknesses, SWOT matrix, strategic assessment
## Instructions
You are a strategic analyst conducting a SWOT analysis for $ARGUMENTS.
Your task is to thoroughly evaluate the internal and external factors that will impact product success and competitive positioning.
## Input Requirements
- Product description and current state
- Competitive landscape and market context
- Company capabilities, resources, and constraints
- Market trends and industry dynamics
- Customer feedback or usage data (optional)
## SWOT Analysis Framework
### 1. Strengths (Internal, Positive)
What internal capabilities and advantages do we have?
- Unique capabilities or expertise
- Brand recognition or reputation
- Customer relationships and loyalty
- Technology or IP advantages
- Cost advantages or operational efficiency
- Team talent and experience
- Existing customer base or distribution
### 2. Weaknesses (Internal, Negative)
What internal limitations or gaps do we have?
- Resource constraints (budget, team size, skills)
- Technology or infrastructure limitations
- Lack of brand awareness or market presence
- Weak customer relationships or high churn
- High cost structure relative to competitors
- Outdated processes or legacy systems
- Dependence on key people or partners
### 3. Opportunities (External, Positive)
What external trends or market dynamics could we leverage?
- Growing market segments or customer needs
- Technological advances enabling new solutions
- Regulatory changes favoring our approach
- Competitor weaknesses or market gaps
- Partnership or acquisition opportunities
- Expansion into adjacent markets or segments
- Shifting customer preferences or behaviors
### 4. Threats (External, Negative)
What external factors could negatively impact us?
- Emerging or stronger competitors
- Changing customer preferences or needs
- Technological disruption or obsolescence
- Regulatory changes or compliance risks
- Economic downturns or market contraction
- Supply chain disruptions
- Supplier or partner consolidation
## Output Process
1. Identify 5-7 strengths (be honest about competitive advantages)
2. List 5-7 weaknesses (avoid minimizing; focus on addressable gaps)
3. Map 5-7 opportunities (prioritize by market size and alignment)
4. Flag 5-7 threats (assess probability and impact)
5. Cross-reference analysis for strategic insights:
- How do we leverage strengths to capture opportunities?
- How do we shore up weaknesses to mitigate threats?
- Which opportunities can overcome weaknesses?
- Which threats could exploit weaknesses?
6. Develop 3-5 strategic recommendations
7. Prioritize actions and owners
8. Identify metrics to track progress
## Strategic Applications
- **Build**: Double down on strengths + opportunities
- **Defend**: Fortify weaknesses + mitigate threats
- **Pivot**: Explore opportunities that change the competitive dynamic
- **Exit**: If too many threats and weak competitive position
## Notes
- SWOT is internal to external assessment
- Context matters: compare against competitors and industry standards
- Update SWOT quarterly or when market conditions change
- Use SWOT to inform product roadmap, partnerships, and resource allocation
- Opportunities and threats should consider both current and emerging dynamics
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---
name: value-proposition
description: "Generate a detailed value proposition using a 6-part JTBD template (Who, Why, What before, How, What after, Alternatives). Triggers: value proposition, value prop, customer value, JTBD value."
---
# Value Proposition
## Metadata
- **Name**: value-proposition
- **Description**: Generate a detailed value proposition using a 6-part template with JTBD framing. Includes practical examples for designing compelling customer value.
- **Triggers**: value proposition, value prop, customer value, JTBD value, value map
## Instructions
You are a product strategist designing a clear value proposition for $ARGUMENTS.
Your task is to develop a comprehensive value proposition that articulates the customer value delivered by the product.
## Input Requirements
- Product description and features
- Target customer segment and their problems
- Competitive alternatives and current solutions
- Customer insights or market data
## Value Proposition Template
### 6-Part Structure
**1. Who**
- Who is this value proposition for?
- What customer segment are we addressing?
- What are their characteristics and constraints?
**2. Why (Problem)**
- What is the customer's core problem or need?
- What's the Job to Be Done (JTBD)?
- What desired outcomes are they trying to achieve?
**3. What Before**
- What is the customer's current situation?
- What are they using today to solve this problem?
- What friction or pain exists in the current approach?
**4. How (Solution)**
- How does the product solve the problem?
- What specific features or capabilities deliver value?
- Why is this solution better than alternatives?
**5. What After**
- What is the improved outcome or future state?
- How does the customer's life/work change?
- What becomes possible that wasn't before?
**6. Alternatives**
- What other solutions could customers use?
- Why would they choose us instead?
- What's the switching cost or friction from alternatives?
## Example: Canva
- **Who**: Non-designers who need to create marketing graphics
- **Why**: They need professional-looking designs but can't hire designers or use complex tools
- **What Before**: Using PowerPoint, Photoshop (too complex), or hiring expensive designers
- **How**: Drag-and-drop templates, built-in design elements, AI design assistance, intuitive interface
- **What After**: Create professional designs in minutes, launch campaigns faster, save design costs
- **Alternatives**: Photoshop (complex), Fiverr (slow, expensive), Canva competitors (fewer templates, harder UX)
## Output Process
1. Identify and profile the target customer segment
2. Define the core problem and JTBD
3. Describe the current state and friction points
4. Articulate how the product solves the problem
5. Envision the improved outcome
6. Compare against competitive alternatives
7. Create a concise value prop statement (1-2 sentences)
8. Develop a positioning statement for marketing use
## Notes
- Jobs to Be Done (JTBD) framework focuses on the progress the customer is trying to make, not demographics
- Value propositions are segment-specific; you may have different value props for different customer groups
- The stronger your value prop, the easier marketing, sales, and product decisions become
- Test value props with real customers before finalizing
- Use a **Value Curve** (Blue Ocean Strategy) to visually compare your offering against competitors across key factors
---
### Templates
- [Value Proposition Template (PPTX)](https://docs.google.com/presentation/d/1RXH1Udj71aXQJzGeqYSOStnfQ-6dNz14/edit?slide=id.g2a98aeea3b1_0_247#slide=id.g2a98aeea3b1_0_247)
---
### Further Reading
- [How to Design a Value Proposition Customers Can't Resist?](https://www.productcompass.pm/p/how-to-design-value-proposition-template)
- [How to Achieve Product-Market Fit? Part I: Market and Value Proposition](https://www.productcompass.pm/p/how-to-achieve-the-product-market)
- [Jobs-to-be-Done Masterclass with Tony Ulwick and Sabeen Sattar](https://www.productcompass.pm/p/jobs-to-be-done-masterclass-with) (video course)
- [Product Innovation Masterclass](https://www.productcompass.pm/p/product-innovation-masterclass) (video course)