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Found 26 Skills
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 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).