Total 53,077 skills, Product & Design has 2016 skills
Showing 12 of 2016 skills
Write a brand manifesto — a bold, belief-driven declaration of what the brand stands for, fights against, and exists to change. Use when the user says "brand manifesto", "manifesto", "what we believe", "brand declaration", "brand belief statement", "rally the team around the brand", "inspire the team", "internal brand document", "culture document", "why we exist statement", "brand credo", "brand creed", or wants to write something that goes beyond a mission statement to express the brand's conviction and worldview.
Define how multiple brands, sub-brands, and product lines relate to each other under one organization. Use when the user says "brand architecture", "sub-brand", "brand portfolio", "master brand", "house of brands", "branded house", "product naming system", "how do our brands relate", "parent brand", "brand hierarchy", "brand family", "we have multiple products and need a naming system", "brand extension", "new product launch under existing brand", or when a company has grown beyond a single brand and needs a system to manage brand relationships.
Define and sharpen a brand's market positioning — where it sits relative to competitors, what it owns, and how it differentiates. Use when the user says "brand positioning", "positioning statement", "where do we sit in the market", "how are we different", "differentiation strategy", "positioning map", "competitive positioning", "what space do we own", "brand territory", "we're too similar to competitors", "help me position this brand", or wants to find a defensible place in a crowded category.
Assess the health and consistency of an existing brand — identity, messaging, voice, positioning, and market perception. Use when the user says "brand audit", "brand review", "assess our brand", "is our brand consistent", "brand health check", "brand analysis", "something's off with our brand", "our brand feels outdated", "brand diagnosis", "review our brand", "brand gap analysis", or wants to understand where their brand is strong and where it needs work before investing in brand development.
Plan and execute a brand transformation — from diagnosis to new brand definition to rollout. Use when the user says "rebrand", "rebranding", "brand refresh", "update the brand", "modernize the brand", "our brand is outdated", "we've outgrown our brand", "the brand needs to change", "brand transformation", "pivot the brand", "we're changing the brand", "the old brand doesn't fit anymore", or when a brand has evolved in direction, audience, or market position and needs its identity to catch up.
Create beautiful visual art in .png and .pdf documents using design philosophy. You should use this skill when the user asks to create a poster, piece of art, design, or other static piece. Create original visual designs, never copying existing artists' work to avoid copyright violations.
Manage design systems in Stitch using MCP tools. Includes retrieval of assets, creating/updating design systems in Stitch, and applying them to screens.
Facilitates the fourth step of a proven ideal-customer (ICP) method: refining classified weaknesses into deal-breakers — the circumstances that disqualify the product outright, no matter how well everything else fits — and mapping the anti-market segments who therefore will never buy. Takes the weaknesses from a strengths chart (W1, W2, …) plus a keystones file (K1, K2, …), walks the weaknesses one at a time, records deal-breakers with their anti-market segments in DEALBREAKERS.md (D1, D2, …), then HONES the keystones: appending the qualifiers each deal-breaker forces ('…processing at least $5,000/mo'), editing KEYSTONES.md under its frozen numbers with a change log. Load when the user has keystones and weaknesses and asks who will never buy, what their anti-market is, or 'run the deal-breakers step.' Do NOT load to derive keystones from strengths (the previous step), to find inciting events (the next step), or to write the final ideal-customer definition.
Facilitates the learning step of a proven customer-interview method — the recording half: turning raw material from ONE customer conversation (transcript, notes, memory dump) into a brief per-person debrief file, mapped against the numbered interview-question list (Q1, Q2, … with H-number tags). One concise answer per question actually asked, key phrases kept verbatim, unasked questions honestly skipped, a one-line commentary only where in-the-moment context helps later analysis, and an addenda section for everything heard that fit no question. Load when the user has just done a customer interview and says 'here's the transcript,' 'process my call notes,' 'file this conversation against my questions,' or 'add this interview to the record.' Do NOT load for writing goals, hypotheses, or interview questions (earlier steps), for synthesizing patterns across multiple interviews and updating hypotheses (the next step), or for summarizing meetings or transcripts unrelated to customer interviews.
Facilitates the first step of a proven customer-interview method: deciding exactly what you're trying to learn, written as numbered goal questions (G1, G2, …) that your hypotheses and interview questions will later be designed to answer. Interviews the user about their business — new idea or established company, B2B or B2C — then drafts a tailored goal-question list, critiques and revises it with them, and preserves the result in a GOALS.md file. Load when the user wants to interview customers, plan customer discovery or customer development, validate a startup idea, or answer unaskable questions like what to charge, how to position, who the ideal customer is, or what to build. Do NOT load for job or hiring interviews, for writing survey questionnaires, for analyzing customer interviews that have already been conducted, or when a goal-question list already exists and the user wants the next step (hypotheses).
Facilitates the fifth step of a proven ideal-customer (ICP) method: mapping inciting events — the specific trigger moments that move a perfect-fit customer from could-buy-someday to buying-today. Takes a keystones file (K1, K2, … with market segments) and, when available, customer-interview findings; walks the keystones one at a time, harvesting real trigger stories from interview evidence (marked observed) and working backward through brainstorm lenses — crises, seasonal cycles, strategic windows, personal life-changes — for the rest (marked hypothesized), recording each event with the keystone it couples to and how to find prospects in that condition, in INCITING-EVENTS.md (E1, E2, …). Load when the user has keystones and asks what makes customers buy now, what triggers a purchase, or 'run the inciting-events step.' Do NOT load to derive keystones or deal-breakers (previous steps), to write the final ideal-customer definition (next step), or to write the ads themselves.
Facilitates the second step of a proven ideal-customer (ICP) method: distilling raw company observations into the few deep-truth attributes that matter, then classifying each as a strength, a weakness, or deliberately both. Takes an observations list (O1, O2, … — file or pasted), proposes attributes one at a time with their supporting observations, kills generic ones with the Opposite Test ('we love our customers' dies), classifies each with a concrete rubric (a third of the market sees it that way, or some customers buy/refuse for it alone), and records the result in STRENGTHS-WEAKNESSES.md (S1, S2, … / W1, W2, …). Load when the user has raw observations and wants to distill them, asks 'what are our real strengths and weaknesses,' or wants to classify what they learned from the honest-look exercise. Do NOT load to gather the raw observations (the previous step), to derive keystones or deal-breakers from classified attributes (later steps), or for a person's individual strengths and weaknesses.