product-strategy-and-marketing

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Product Strategy & Marketing

产品策略与营销

Unified product strategy skill — from vision and market opportunity through competitive positioning, growth loops, PLG, and product marketing context.

一体化产品策略技能——涵盖从愿景、市场机会到竞争定位、增长循环、PLG及产品营销背景的全流程。

Philosophy

核心理念

Great product strategy asks the right questions and makes reversible decisions quickly while being thoughtful about irreversible ones.

Start with the customer problem — not your solution
Create optionality — platform thinking enables multiple futures
Make trade-offs explicit — strategy is choosing what NOT to do
Systems over tactics — growth loops compound; growth hacks don't

优秀的产品策略要提出正确的问题，快速做出可逆决策，同时审慎对待不可逆决策。

从客户问题出发——而非你的解决方案
创造可选性——平台思维赋能多种未来可能性
明确权衡取舍——策略就是选择“不做什么”
系统优于战术——增长循环会复利增长；增长技巧无法持续

Product Strategy Stack

产品策略层级

┌─────────────────────────────┐
│          VISION             │  Where are we going? (3-10 years)
├─────────────────────────────┤
│         STRATEGY            │  How will we win? (1-3 years)
├─────────────────────────────┤
│          ROADMAP            │  What are we building? (Quarters)
├─────────────────────────────┤
│         EXECUTION           │  How are we building? (Sprints)
└─────────────────────────────┘

┌─────────────────────────────┐
│          VISION             │  我们的长远目标？（3-10年）
├─────────────────────────────┤
│         STRATEGY            │  我们如何取胜？（1-3年）
├─────────────────────────────┤
│          ROADMAP            │  我们要构建什么？（按季度）
├─────────────────────────────┤
│         EXECUTION           │  我们如何构建？（按迭代周期）
└─────────────────────────────┘

Product-Market Fit Spectrum

产品-市场契合度层级

Level 0: Problem Fit    → You've found a real problem worth solving
Level 1: Solution Fit   → Your solution addresses the problem
Level 2: PMF            → Customers pull the product from you
Level 3: Scale Fit      → Repeatable growth engine working
Level 4: Moat Fit       → Defensible competitive advantage established

Level 0: 问题契合 → 你找到了值得解决的真实问题
Level 1: 方案契合 → 你的解决方案能够解决该问题
Level 2: PMF → 客户主动追捧你的产品
Level 3: 规模契合 → 可重复的增长引擎已运转
Level 4: 护城河契合 → 已建立可防御的竞争优势

Market Opportunity Framework

市场机会框架

TAM → SAM → SOM

Metric	What It Means	How to Calculate
TAM	Everyone who could theoretically buy	Target customers × avg contract value
SAM	Those you can reach and serve	TAM × geographic/product constraints
SOM	Realistic near-term share	SAM × realistic penetration (1-5%)

Always validate top-down with bottom-up: (realistic customers × conversion rate × ACV). If gap is >3x, revisit assumptions.

TAM → SAM → SOM

指标	含义	计算方式
TAM	所有理论上可能购买的用户	目标客户数量 × 平均合同价值
SAM	你能够触达并服务的用户	TAM × 地域/产品限制系数
SOM	现实的短期市场份额	SAM × 合理渗透率（1-5%）

始终用自下而上的数据验证自上而下的估算：（真实客户数量 × 转化率 × 平均合同价值）。如果差距超过3倍，重新审视假设。

Working Backwards (PR/FAQ)

Working Backwards（PR/FAQ）

Amazon's product methodology: start with the customer outcome, work backward to the solution.

Write an internal press release BEFORE building anything. If you can't write a compelling press release, you don't have a compelling product.

亚马逊的产品方法论：从客户成果出发，反向推导解决方案。

**在开始开发任何产品之前，先撰写一份内部新闻稿。**如果你写不出有吸引力的新闻稿，说明你的产品没有吸引力。

PR/FAQ Structure

PR/FAQ 结构

Press Release (~1 page):

Headline — product name, one-sentence customer benefit
Dateline + subheadline
Opening paragraph — who is the customer and what problem is solved
Problem paragraph — the current pain in detail
Solution paragraph — what the product does
Customer quote (fictional) — how it changes their life
Company/founder quote — why this matters
Getting started — how to begin
Closing — call to action

FAQ (External + Internal):

External FAQ: Questions real customers would ask
Internal FAQ: Questions your skeptical colleagues would ask (the hard ones)

Anti-patterns to avoid:

Writing the PR after building (defeats the purpose)
Solution-first thinking — retrofitting a problem to your idea
Vague customer definition ("everyone could use this")
Skipping the hard internal FAQ questions
Marketing hyperbole instead of specific, measurable claims

For patterns and examples: see

references/

Competitive Positioning & Moats

竞争定位与护城河

Moat Type	Description	Examples
Network Effects	Product improves as more users join	Slack, LinkedIn
Switching Costs	Painful to leave	Salesforce, Workday
Data Advantages	Proprietary data improves product	Google, Waze
Scale Economies	Cost advantages at scale	AWS, Stripe
Brand	Trust and recognition	Apple, Notion

Positioning template:

For [target customer]
Who [customer need/problem]
[Product] is a [product category]
That [key benefit/differentiation]
Unlike [competitors]
Our product [unique value]

Competitive decision types:

Type 1 (irreversible): Business model, platform choice — take your time
Type 2 (reversible): Feature prioritization, pricing tiers — decide quickly

护城河类型	描述	示例
网络效应	随着用户增多，产品体验提升	Slack、LinkedIn
转换成本	切换产品的成本极高	Salesforce、Workday
数据优势	专有数据持续优化产品体验	Google、Waze
规模经济	规模扩大后成本降低	AWS、Stripe
品牌效应	用户的信任与认知度	Apple、Notion

定位模板：

针对 [目标客户]
他们存在 [客户需求/问题]
[产品] 是一款 [产品品类]
能够 [核心价值/差异化优势]
与 [竞争对手] 不同
我们的产品 [独特价值]

竞争决策类型：

Type 1（不可逆）： 商业模式、平台选择 — 谨慎决策
Type 2（可逆）： 功能优先级、定价层级 — 快速决策

Growth Loops & PLG

增长循环与PLG

Growth Loop Types

增长循环类型

Loop	Mechanism	Key Metric
Viral	Users invite users	K-factor
Content	Users create discoverable content	Indexed pages
Paid	Revenue funds acquisition	CAC payback
SEO	Content ranks, drives traffic	Organic traffic
Sales	Pipeline → revenue → more reps	ACV/CAC

循环类型	机制	核心指标
病毒式	用户邀请用户	K因子
内容式	用户创建可被发现的内容	已索引页面数量
付费式	收入用于获客	CAC回收期
SEO式	内容排名带来流量	自然流量
销售式	销售线索 → 收入 → 更多销售代表	ACV/CAC

PLG Motion Types

PLG 运作模式类型

Motion	Best For	Key Lever
Freemium	Simple products, network effects	Free → paid conversion
Free Trial	Complex products	Trial conversion rate
Reverse Trial	High-value products	Premium feature discovery
Usage-Based	API/variable consumption	Usage expansion

模式	适用场景	核心杠杆
免费增值	简单产品、具备网络效应	免费转付费转化率
免费试用	复杂产品	试用转化率
反向试用	高价值产品	高级功能发现率
基于使用量	API/可变消耗型产品	使用量扩张

North Star Metric Framework

北极星指标框架

A good North Star:

Measures value delivered to customers
Is a leading indicator of revenue
Reflects product strategy
Is actionable by the product team

Examples: Slack → DAU sending messages; Airbnb → Nights booked; Figma → Weekly Active Editors

优秀的北极星指标：

衡量为客户交付的价值
是收入的领先指标
反映产品策略
产品团队可直接影响

示例：Slack → 发送消息的日活跃用户；Airbnb → 预订晚数；Figma → 周活跃编辑者

AARRR Funnel

AARRR漏斗

Acquisition → Activation → Retention → Revenue → Referral

Rule: Fix activation before optimizing acquisition. Filling a leaky bucket wastes spend.

获客 → 激活 → 留存 → 收入 → 推荐

原则： 先优化激活再优化获客。给漏水的桶注水是浪费资源。

Product Marketing Context

产品营销背景

Before any marketing work, create

.agents/product-marketing-context.md

capturing:

Product Overview — one-liner, what it does, product category, business model
Target Audience — company type, decision-makers, primary use case, jobs to be done
B2B Personas — user, champion, economic buyer, technical influencer (with pain + value promise)
Problems & Pain Points — core challenge, why alternatives fail, cost of the problem
Competitive Landscape — direct, secondary, and indirect competitors + how each falls short
Differentiation — key differentiators, why customers choose you
Objections & Anti-Personas — top 3 objections + who is NOT a good fit
Customer Language — verbatim phrases for how customers describe the problem and your solution
Brand Voice — tone, style, personality (3-5 adjectives)
Proof Points — metrics, notable customers, testimonial snippets

Auto-draft approach (recommended): Study the repo (README, landing pages, marketing copy, package.json), draft a V1, then ask: "What needs correcting? What's missing?"

All other marketing skills reference this file automatically — create it once, update as needed.

在开展任何营销工作之前，创建

.agents/product-marketing-context.md

文件，包含以下内容：

产品概述 — 一句话介绍、功能、产品品类、商业模式
目标受众 — 企业类型、决策者、核心使用场景、用户任务
B2B角色画像 — 使用者、支持者、经济购买者、技术影响者（包含痛点与价值承诺）
问题与痛点 — 核心挑战、现有方案的不足、问题的成本
竞争格局 — 直接、间接、次要竞争对手及其短板
差异化优势 — 核心差异化点、客户选择你的原因
异议与非目标用户 — 前3大异议 + 不适合的用户群体
客户语言 — 客户描述问题和解决方案的原话
品牌调性 — 语气、风格、个性（3-5个形容词）
证明点 — 数据、知名客户、推荐语片段

推荐的自动草拟方法： 研究代码库（README、着陆页、营销文案、package.json），草拟第一版，然后询问：“哪些内容需要修正？哪些内容缺失？”

所有其他营销技能会自动参考此文件 — 只需创建一次，按需更新。

Business Model Design

商业模式设计

Revenue Model Options

收入模式选项

Model	Pros	Cons
SaaS	Predictable, high LTV	Long sales cycle
Freemium	Low CAC, viral	Free → paid conversion hard
Usage-Based	Scales with customer	Revenue unpredictability
Marketplace	Network effects	High volume needed

模式	优势	劣势
SaaS	收入可预测、LTV高	销售周期长
免费增值	CAC低、易传播	免费转付费难度大
基于使用量	随客户增长而扩展	收入不可预测
marketplace	具备网络效应	需要高交易量

Unit Economics

单位经济效益

LTV = (Monthly Revenue per Customer × Gross Margin %) ÷ Monthly Churn Rate
Target: LTV > 3x CAC, CAC payback < 18 months

LTV = （单客户月度收入 × 毛利率） ÷ 月度流失率
目标：LTV > 3倍CAC，CAC回收期 < 18个月

Key Strategic Questions

核心战略问题

Horizontal vs Vertical? — Serve many industries or dominate one deeply?
High-Touch vs Self-Service? — Drives CAC, LTV, and scaling ability
Niche vs Broad? — Start narrow, expand over time
Premium vs Budget? — Rarely can do both
First Mover vs Fast Follower? — Category size determines which matters

横向还是纵向？ — 服务多个行业还是深耕一个行业？
高接触还是自助服务？ — 影响CAC、LTV和规模化能力
细分市场还是广泛市场？ — 从细分市场切入，逐步拓展
高端还是性价比？ — 很少能两者兼顾
先发还是快速跟进？ — 品类规模决定哪种策略更重要

Anti-Patterns

反模式

Vision without strategy — inspiring destination, no map
Strategy without trade-offs — if everything is a priority, nothing is
TAM theater — unrealistic market sizes to impress investors
Feature parity obsession — chasing competitors instead of customers
Premature scaling — scaling before PMF
Optimizing acquisition before activation — filling a leaky bucket
Vanity metrics — MAU without engagement is meaningless

有愿景无策略 — 有鼓舞人心的目标，但没有实现路径
有策略无取舍 — 如果所有内容都是优先级，就等于没有优先级
TAM注水 — 用不切实际的市场规模打动投资者
沉迷功能对标 — 追逐竞争对手而非关注客户
过早规模化 — 在达到PMF之前就扩张
先优化获客再优化激活 — 给漏水的桶注水
虚荣指标 — 没有参与度的MAU毫无意义