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Found 3 Skills
Apply STP (Segmentation, Targeting, Positioning) framework for market strategy. Use this skill when the user needs to define target customer segments, select which segments to pursue, or craft a positioning statement — even if they say 'who is our customer', 'which market should we focus on', or 'how should we position ourselves'.
Scores whether a business idea can become a viable business, walking the path from 'The Problem' to 'Viable Business Model': one specific target market is Fermi-scored on seven multiplying criteria (Plausible, Self-Aware, Lucrative, Liquid, Eager ×2, Enduring), every optimistic number is challenged unless evidence backs it, and when the verdict is bad, narrower niches are re-scored side by side. Load when the user asks whether their startup or product idea is viable, whether a market really exists for what they want to build, why a product that solves a real problem isn't selling, which of several target markets to pursue, whether to persevere or give up on a product, or says 'score my idea.' Do NOT load for general devil's-advocate stress-testing of plans or pitches without the viability question, for building a full ideal-customer profile, for writing customer-interview questions, or for execution problems like funnel optimization, hiring, or fundraising.
Facilitates the third step of a proven ideal-customer (ICP) method: refining classified strengths into keystones — the specific characteristics, behaviors, or circumstances that make a customer NEED an extreme version of a strength, badly enough to drive the purchase alone. Takes a strengths chart (S1, S2, … — file or pasted), walks the strengths one at a time asking who requires an extreme version of each, gates every candidate on naming a real market segment that typifies it (no segment = table stakes, cut), and records survivors in KEYSTONES.md (K1, K2, … with [S] references and example segments). Delivers the strategic verdict when few or none survive: the product isn't compelling yet. Load when the user has classified strengths and asks who needs them, who their target market is, or 'turn our strengths into keystones.' Do NOT load to classify strengths and weaknesses (the previous step), to derive deal-breakers or the anti-market (the next step), or to write the final ideal-customer definition (later).