customer-commitment-validation
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Translation
ChineseCustomer Commitment Validation
客户承诺验证
Use this skill after a product, sales, partnership, investor, or customer
conversation where the team needs to decide whether the meeting created real
progress. The core test is what the other person gave up: time, reputation, or
money.
在产品、销售、合作、投资或客户沟通后，当团队需要判断会议是否带来实际进展时，使用此 skill。核心检验标准是对方付出了什么：时间、声誉或金钱。
Source Traceability
来源可追溯性
Primary source: The Mom Test by Rob Fitzpatrick, especially chapters 5 and 8.
Guidance is paraphrased for this MIT repo; authoring notes used converted EPUB
lines 2365-2790 and 3613-4108.
主要来源：Rob Fitzpatrick 所著的 The Mom Test，尤其是第 5 章和第 8 章。
指导内容针对此 MIT repo 进行了转述；创作说明使用了转换后的 EPUB 第 2365-2790 行和第 3613-4108 行。
Commitment Currencies
承诺形式
| Currency | Examples | Signal Strength |
|---|---|---|
| Time | Scheduled next meeting with goals, trial setup work, real feedback session | Medium |
| Reputation | Intro to a decision maker, internal championing, public case study | Medium to high |
| Money | Deposit, preorder, paid pilot, purchase order, signed letter of intent | High |
Compliments, vague "keep me posted" replies, and future-tense buying promises
are not commitments.
An advancement must move the real-world funnel to a specific next decision or
action. A next step without an owner, date, or customer-side effort is usually
weak interest.
| 形式 | 示例 | 信号强度 |
|---|---|---|
| 时间 | 已安排且有明确目标的下一场会议、试用准备工作、有效的反馈会议 | 中等 |
| 声誉 | 引荐给决策者、在内部为方案站台、提供公开案例研究 | 中等至高等 |
| 金钱 | 定金、预订单、付费试点、采购订单、签署意向书 | 高 |
赞赏、含糊的“保持联系”回复，以及将来时态的购买承诺，都不算承诺。
任何推进都必须让真实业务漏斗进入一个具体的下一步决策或行动。如果没有负责人、日期或客户侧的投入，下一步通常只代表兴趣薄弱。
Review Workflow
审查流程
- Restate the meeting context and what the team hoped would happen next.
- Classify the outcome as commitment, advancement, rejection, weak interest, or bad data.
- Identify what the other person gave up, if anything.
- If the outcome is fuzzy, propose a concrete next ask that creates a decision.
- If there was rejection, preserve the learning and decide whether it changes the product, segment, positioning, or sales path.
- If there was commitment, define the owner, date, success criteria, and follow up.
- 重述会议背景以及团队希望接下来发生什么。
- 将结果分类为承诺、推进、拒绝、兴趣薄弱或无效数据。
- 识别对方付出了什么（如果有）。
- 如果结果模糊，提出一个能够促成决策的具体下一步请求。
- 如果遭到拒绝，保留此次学习，并判断它是否需要改变产品、细分市场、定位或销售路径。
- 如果对方作出承诺，明确负责人、日期、成功标准和后续跟进安排。
Outcome Classification
结果分类
| Outcome | Meaning | Action |
|---|---|---|
| Commitment | They gave up time, reputation, or money | Track and follow through |
| Advancement | They moved the real-world funnel forward | Confirm next step details |
| Rejection | They declined a concrete ask | Learn and update assumptions |
| Weak interest | They were friendly but gave up nothing | Ask for a concrete next step or stop counting it |
| Bad data | Outcome is only compliments or future hypotheticals | Return to evidence or commitment |
| 结果 | 含义 | 行动 |
|---|---|---|
| 承诺 | 对方付出了时间、声誉或金钱 | 跟踪并落实 |
| 推进 | 对方让真实业务漏斗向前移动 | 确认下一步的具体细节 |
| 拒绝 | 对方拒绝了具体请求 | 吸取经验并更新假设 |
| 兴趣薄弱 | 对方态度友好，但未付出任何东西 | 提出具体的下一步，或停止将其计为有效线索 |
| 无效数据 | 结果只有赞赏或关于未来的假设 | 回到证据核验或承诺判断 |
Output Format
输出格式
markdown
undefinedmarkdown
undefinedCommitment Review
承诺审查
Meeting
会议
- Person/company:
- Context:
- Stage:
- 人员/公司：
- 背景：
- 阶段：
Outcome
结果
- Classification, evidence, currency given up:
- 分类、证据、付出的承诺形式：
Interpretation
解读
- What this proves / does not prove:
- Risks, missing decision makers, approval path:
- 这证明/不能证明什么：
- 风险、缺失的决策者、审批路径：
Next Ask
下一步请求
[A concrete ask that creates advancement or rejection.]
[一个能够带来推进或明确拒绝的具体请求。]
Follow-Up
后续跟进
- Owner, deadline, success criteria:
undefined- 负责人、截止日期、成功标准：
undefinedWorkflow
Workflow
Use when the user provides notes,
transcripts, CRM entries, or a narrative of how a meeting ended.
workflows/classify-meeting-outcome.md当用户提供会议记录、转录内容、CRM 条目或会议结束情况的叙述时，使用 。
workflows/classify-meeting-outcome.mdQuality Bar
质量标准
- Do not call a meeting successful because it felt positive.
- Do not count a lead as real until they had a chance to reject a concrete ask.
- Do not overvalue free trials that cost the customer nothing.
- Do not ignore missing decision makers or approval paths.
- Treat rejection as useful evidence, not as failure.
- 不要因为一场会议感觉积极就认定其成功。
- 在潜在客户有机会拒绝具体请求之前，不要将其视为真实线索。
- 不要高估对客户没有成本的免费试用。
- 不要忽视缺失的决策者或审批路径。
- 将拒绝视为有用的证据，而不是失败。