justin/pm-skills
1
0
Fork 0
Code Issues Pull Requests Actions Packages Projects Releases Wiki Activity

v1.0

Browse Source
This commit is contained in:
Pawel Huryn
2026-03-02 00:36:23 +01:00
parent 61004d0c4e
commit 77dbdfa1b9
118 changed files with 11087 additions and 0 deletions
Download Patch File Download Diff File Expand all files Collapse all files
pm-product-strategy/commands/business-model.md
+143
View File
@@ -0,0 +1,143 @@
---
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
+127
View File
@@ -0,0 +1,127 @@
---
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
pm-product-strategy/commands/pricing.md
+128
View File
@@ -0,0 +1,128 @@
---
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
pm-product-strategy/commands/strategy.md
+118
View File
@@ -0,0 +1,118 @@
---
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