strategy-and-competitive-analysis_skill

This skill helps you develop robust business strategies by applying proven frameworks to diagnose challenges, set guiding policies, and specify coherent

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2 months ago

Catalog Refreshed

4 months ago

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Readme & install

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Installation

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npx veilstrat add skill lyndonkl/claude --skill strategy-and-competitive-analysis

SKILL.md12.3 KB

Overview

This skill helps you create evidence-based business strategies and rigorous competitive analyses using proven frameworks. It guides you from problem framing through framework selection to a coherent strategy with actionable steps and risks. Use it to make defendable choices on market entry, positioning, pricing, M&A, turnaround, and portfolio decisions.

How this skill works

I start by framing the strategic question and collecting context (industry, stage, constraints, success criteria). I recommend and apply the right frameworks—Porter’s 5 Forces, Good Strategy kernel, SWOT, Blue Ocean, Playing to Win, Value Chain, BCG—then synthesize findings into a diagnosis, a guiding policy, and 3–5 coherent actions. Finally I validate assumptions, identify risks and mitigations, and produce an action plan with owners and timelines.

When to use it

Deciding market entry, product launch, geographic expansion, or M&A
Assessing competitor threats, profiling rivals, or mapping positioning
Choosing build vs buy, pricing strategy, or business model trade-offs
Annual strategic planning, OKR setting, or multi-year roadmaps
Evaluating moats and sustainable competitive advantages
Responding to a competitor move or industry disruption

Best practices

Frame the strategic question precisely and state success criteria
Ground the diagnosis in evidence; list data sources and key assumptions
Choose frameworks that match the question (e.g., 5 Forces for industry, Blue Ocean for positioning)
Make the guiding policy specific and actionable, not aspirational
Design coherent actions that reinforce the guiding policy with owners and timelines
Explicitly identify risks and mitigations; test the strategy against competitor responses

Example use cases

SaaS startup choosing a vertical-targeted go-to-market to escape commoditization
Board evaluating acquisition targets using portfolio logic and BCG-style prioritization
Retailer deciding build vs partner for a new e-commerce capability
Corporate strategy team running annual planning with Good Strategy kernel and OKRs
Product team mapping differentiation opportunities using value chain and customer jobs-to-be-done

FAQ

Use Porter’s 5 Forces and competitor profiling for market entry assessments; use Blue Ocean Strategy, value curves, and Playing to Win for positioning and where-to-play/how-to-win choices.

How specific should actions be in the final plan?

Actions must be concrete, time-bound, and owned (e.g., “Build HIPAA compliance by Q2, Security Team lead, budget $X”). Avoid vague directives like “improve product.”