Pawel Huryn
119 lines
4.1 KiB
Markdown
119 lines
4.1 KiB
Markdown
---
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description: Create a comprehensive product strategy using the 9-section Strategy Canvas — from vision to defensibility
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argument-hint: "<product or company>"
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---
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# /strategy -- Product Strategy Canvas
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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.
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## Invocation
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```
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/strategy AI-powered design tool for non-designers
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/strategy [upload existing strategy doc, pitch deck, or business plan]
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/strategy # asks about your product
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```
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## Workflow
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### Step 1: Understand the Product
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Accept context from:
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- Product description (verbal or written)
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- Uploaded documents (strategy decks, pitch decks, PRDs, business plans)
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- Existing strategy to refine or challenge
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Ask key questions:
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- What does the product do? Who is it for?
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- What stage is it in? (idea, MVP, growth, mature)
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- What's the business model?
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- What triggered the need for a strategy document? (new product, pivot, annual planning, fundraise)
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### Step 2: Build the Strategy Canvas
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Apply the **product-strategy** and **product-vision** skills:
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Work through all 9 sections of the Strategy Canvas:
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1. **Vision**: Inspiring north star that motivates the team
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2. **Target Segments**: Who you serve (and who you don't)
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3. **Pain Points & Value**: Problems you solve and the value you create
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4. **Value Propositions**: JTBD-framed value for each segment
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5. **Strategic Trade-offs**: What you choose NOT to do (as important as what you do)
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6. **Key Metrics**: How you measure success
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7. **Growth Engine**: How you acquire and expand users
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8. **Core Capabilities**: What you need to build and maintain
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9. **Defensibility**: What makes this hard to copy (network effects, data, brand, switching costs)
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For each section, provide specific content — not generic advice.
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### Step 3: Generate Strategy Document
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```
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## Product Strategy: [Product Name]
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**Date**: [today]
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**Stage**: [idea / MVP / growth / mature]
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**Author**: [user]
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### 1. Vision
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[Inspiring, achievable, emotional — 2-3 sentences max]
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### 2. Target Segments
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| Segment | Size | Pain Level | Current Alternative | Priority |
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|---------|------|-----------|-------------------|----------|
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**Primary segment**: [who and why]
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**Explicitly not serving**: [who and why]
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### 3. Pain Points & Value Created
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[For each segment: the problem, current cost, and value your solution delivers]
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### 4. Value Propositions
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**For [Segment A]**: When [situation], they want [motivation], so they can [outcome]
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**For [Segment B]**: When [situation], they want [motivation], so they can [outcome]
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### 5. Strategic Trade-offs
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| We Choose | Over | Because |
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|-----------|------|---------|
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### 6. Key Metrics
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- **North Star**: [metric]
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- **Input Metrics**: [3-5 levers]
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- **Health Metrics**: [guardrails]
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### 7. Growth Engine
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[How you acquire, activate, and expand — specific mechanisms, not generic]
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### 8. Core Capabilities
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| Capability | Build / Buy / Partner | Investment Level | Timeline |
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|-----------|---------------------|-----------------|----------|
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### 9. Defensibility
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[What creates a moat — be specific about which type: network effects, data, brand, switching costs, economies of scale]
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### Strategic Risks
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[Top 3 things that could invalidate this strategy]
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### Next Steps
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[What to do with this strategy — socialize, test, build]
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```
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Save as markdown.
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### Step 4: Offer Next Steps
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- "Want me to **build a Lean Canvas** or **Business Model Canvas** for this?"
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- "Should I **create a roadmap** aligned to this strategy?"
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- "Want me to **run a macro environment scan** to stress-test assumptions?"
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- "Should I **define OKRs** based on Section 6?"
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## Notes
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- A good strategy is more about what you say NO to than what you say YES to — push hard on trade-offs
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- Vision should be emotional and memorable, not a corporate statement
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- Defensibility is the hardest section — most products don't have a real moat yet, and that's OK to acknowledge
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- If the product is early-stage, some sections will be hypotheses — label them as such
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- Strategy should fit on one page for executives — offer a condensed version
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