create-business

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Create a Business

创建业务

Take a raw idea to a business you can defend on every axis: who it is for, what job it does, why it is different, why it wins, what it costs, and why anyone would pay. This journey runs ten phases in sequence, looping back as evidence accumulates. It is interactive — the agent asks before every decision — and resumable: all state lives in

docs/

so you can stop and restart across sessions. The order is the point: demand before building, strategy before scale, price before product.

将初步想法转化为一个在各维度都站得住脚的业务：明确目标用户、核心价值、差异化优势、制胜逻辑、定价策略，以及用户付费理由。本流程依次分为十个阶段，随着证据积累可循环回溯。流程具备交互性——Agent会在每个决策点发起提问——且可续接：所有状态都存储在

docs/

文件夹中，你可以随时暂停并在后续会话中继续。流程顺序至关重要：先验证需求再开发产品，先制定战略再扩大规模，先确定定价再打造产品。

Core Principle

核心原则

Earn your evidence before you spend your runway: demand before building, strategy before scale, price before product. You can be wrong about your product in a week, or wrong about your business in a year — pick the week. This skill sequences the phases, asks the questions at every decision point, and records what you decide in

docs/

. The constituent skills carry the method — invoke them rather than improvising their frameworks.

**在消耗资金前先获取证据：先验证需求再开发产品，先制定战略再扩大规模，先确定定价再打造产品。**你可能在一周内发现产品方向错误，也可能在一年内才意识到业务逻辑错误——选择前者。本技能会按顺序推进各阶段，在每个决策点提出问题，并将你的决策记录在

docs/

文件夹中。各阶段对应的技能承载了具体方法——请调用这些技能而非自行摸索框架。

Journey Map

流程地图

Phase	Skill	Question it answers	Artifact
1	jobs-to-be-done	What progress is the customer really hiring us for?	Creates docs/CUSTOMER.md
2	mom-test	Is the job real, painful, and worth paying to solve?	Extends docs/CUSTOMER.md — GATE
3	design-sprint	Does the concept survive contact with five real customers?	Creates docs/EXPERIMENTS.md
4	lean-startup	What is the smallest MVP that tests the riskiest assumption?	Creates docs/PRODUCT.md; extends docs/EXPERIMENTS.md
5	good-strategy-bad-strategy	What is the one critical challenge, and how do we win?	Creates docs/STRATEGY.md
6	blue-ocean-strategy	Where is the uncontested space we can own?	Extends docs/STRATEGY.md
7	obviously-awesome	What are we, and why does that matter, in 30 seconds?	Creates docs/POSITIONING.md
8	hundred-million-offers	What makes this offer impossible to refuse?	Creates docs/OFFER.md
9	monetizing-innovation	What will people actually pay, and per what?	Extends docs/OFFER.md
10	crossing-the-chasm	Which single segment do we dominate first?	Extends docs/STRATEGY.md

阶段	技能	解决的问题	产出物
1	jobs-to-be-done	客户真正期望我们实现什么样的价值提升？	创建docs/CUSTOMER.md
2	mom-test	该需求是否真实存在、让客户感到痛苦，且客户愿意付费解决？	扩展docs/CUSTOMER.md —— 关卡
3	design-sprint	该概念能否通过5位真实客户的验证？	创建docs/EXPERIMENTS.md
4	lean-startup	验证最具风险假设的最小MVP是什么？	创建docs/PRODUCT.md；扩展docs/EXPERIMENTS.md
5	good-strategy-bad-strategy	核心挑战是什么，我们如何取胜？	创建docs/STRATEGY.md
6	blue-ocean-strategy	我们可以占据哪些无竞争的市场空间？	扩展docs/STRATEGY.md
7	obviously-awesome	我们的定位是什么，为何重要？用30秒说明白	创建docs/POSITIONING.md
8	hundred-million-offers	如何打造让用户无法拒绝的产品方案？	创建docs/OFFER.md
9	monetizing-innovation	用户实际愿意支付多少钱，按什么方式付费？	扩展docs/OFFER.md
10	crossing-the-chasm	我们首先要主导哪个细分市场？	扩展docs/STRATEGY.md

Operating Rules

操作规则

Resume first. Before anything else, read
```
docs/CREATE-BUSINESS-PLAN.md
```
and every artifact in the Journey Map. If the tracker exists, summarize the journey state in 3-5 lines and ask which phase to enter. Done when the user has confirmed an entry point. A journey with a tracker is resumed, never restarted.
Intake on first run only. No tracker: run the Intake below, then create
```
docs/CREATE-BUSINESS-PLAN.md
```
with every phase statused
```
pending | in-progress | awaiting-evidence | done | deferred: reason | skipped: reason
```
. Done when the tracker exists and the user has confirmed the phase plan.
Phase entry. Announce: what the phase does, the decision it forces, the artifact it produces, rough effort. Offer proceed / skip / defer — phases marked GATE may be deferred, never skipped. Mark the phase
```
in-progress
```
on proceed. Done when the user chose.
Skill invocation and fallback. Load the phase's skill and use it: each phase's Invoke line names the skill by slug — use that skill to run the phase. If it is not available, offer:
```
npx skills add wondelai/skills/<slug> --global
```
. If the user declines, run the phase from its Brief — the minimum viable method. State which mode you are in.
In-phase decisions. Ask every question under "Decide with the user" — with concrete options and your recommendation. Record the choice in the tracker's Key Decisions. A decision made silently is a defect.
Phase exit. Present the draft artifact content for sign-off before writing. On approval: write or extend the docs/ files, update the tracker (status, Key Decisions, Next Actions). Done when the files are written and the phase row shows
```
done
```
.
Artifact discipline. Read before writing; create a file only if missing, otherwise extend — add or update your sections, preserve everyone else's. Files are UPPERCASE in
```
docs/
```
. Every recommendation lands as a checkbox or a table row with owner and priority. See references/artifact-templates.md when creating a docs/ file for the first time — create it from the full skeleton (all section headings), then fill the sections your phase names.
The agent prepares and processes; only the human talks to customers. Draft interview guides and score transcripts, then pause with status
```
awaiting-evidence
```
until the user returns with notes. Never simulate a customer — a role-played interview confirms whatever you hope is true.

优先续接流程：首先读取
```
docs/CREATE-BUSINESS-PLAN.md
```
和流程地图中的所有产出物。若存在跟踪文件，用3-5行总结当前流程状态，并询问用户进入哪个阶段。当用户确认入口点后完成此步骤。已有跟踪文件的流程需续接，不得重新启动。
仅首次运行时收集信息：若不存在跟踪文件：执行以下信息收集步骤，然后创建
```
docs/CREATE-BUSINESS-PLAN.md
```
，将每个阶段标记为
```
pending | in-progress | awaiting-evidence | done | deferred: reason | skipped: reason
```
。当跟踪文件创建完成且用户确认阶段计划后完成此步骤。
进入阶段：告知用户：该阶段的作用、需要做出的决策、产出的文档、大致工作量。提供继续/跳过/延后选项——标记为“关卡”的阶段可延后，但不得跳过。若用户选择继续，将阶段标记为
```
in-progress
```
。当用户做出选择后完成此步骤。
调用技能与备选方案：加载该阶段对应的技能并使用：每个阶段的调用行通过短名称指定技能——使用该技能推进阶段。若技能不可用，提供方案：
```
npx skills add wondelai/skills/<slug> --global
```
。若用户拒绝，使用该技能的简要说明（最小可行方法）推进阶段，并说明当前使用的模式。
阶段内决策：在“与用户共同决策”环节提出所有问题——提供具体选项及推荐方案。将选择记录在跟踪文件的“关键决策”部分。不得擅自做出决策。
退出阶段：在写入前展示产出物草稿供用户确认。获得批准后：写入或扩展docs/文件夹中的文件，更新跟踪文件（状态、关键决策、下一步行动）。当文件写入完成且阶段标记为
```
done
```
后完成此步骤。
产出物规范：先读取再写入；仅当文件不存在时创建，否则扩展内容——添加或更新你的部分，保留其他内容。docs/文件夹中的文件均为大写。所有建议以复选框或带负责人及优先级的表格行形式呈现。首次创建docs/文件时，请参考references/artifact-templates.md——从完整框架（所有章节标题）创建文件，然后填充当前阶段对应的章节。
Agent负责准备与处理；仅用户可对接客户：起草访谈指南并整理访谈记录，然后将状态设为
```
awaiting-evidence
```
并暂停，直到用户带回访谈笔记。不得模拟客户——角色扮演的访谈只会验证你希望成立的假设。

Intake

信息收集

Ask these before creating the tracker (skip any already answered):

What is the raw idea, in one or two sentences? (seeds the job reconstruction in Phase 1)
Who do you imagine the customer is, and how do they solve this today? (feeds Competing Alternatives; a tight segment speeds Phases 7 and 10)
What customer access do you have — a list, a community, warm intros? (gates Phases 2-4; without access the human-only interview phases stall)
What evidence already exists — past interviews, a waitlist, sales, a prototype? (lets us fast-track or skip discovery already done)
Is this B2B or B2C — and if B2B, sales-led or self-serve? Is it a marketplace or network product? (routes optional predictable-revenue and cold-start-problem)
What is your runway and deadline? (sets phase depth and whether to defer strategy phases)
Is any product already built? (if so this may be the wrong journey — route to grow-business or improve-business)

Phase-skip heuristics: skip Phase 1 when a validated job statement with three dimensions already exists in CUSTOMER.md; skip Phase 3 when a working prototype has already been tested with 5+ target users; defer Phase 6 for a clearly-differentiated niche until the kernel is set; defer Phases 5-10 until Phase 2 returns real commitments — no strategy on unvalidated demand. Then create

docs/CREATE-BUSINESS-PLAN.md

from the template, status every phase, and confirm the plan. Done when

docs/CREATE-BUSINESS-PLAN.md

exists with every phase statused and the user has confirmed the plan.

创建跟踪文件前需询问以下问题（跳过已回答的问题）：

你的初步想法是什么？用1-2句话说明。（为阶段1的需求重构提供基础）
你认为目标用户是谁，他们当前如何解决这个问题？（为竞品分析提供信息；明确的细分市场可加快阶段7和10的进度）
你有哪些触达客户的渠道——客户列表、社区、熟人引荐？（是阶段2-4的前提；若无触达渠道，仅依赖用户访谈的阶段将停滞）
已有哪些证据——过往访谈、等待列表、销售记录、原型？（可让我们快速推进或跳过已完成的探索工作）
这是B2B还是B2C业务？如果是B2B，是销售驱动还是自助服务？是否为平台或网络型产品？（可引导至可选的predictable-revenue和cold-start-problem技能）
你的资金储备和截止日期是什么？（决定阶段的深入程度及是否延后战略阶段）
是否已有产品成型？（若已有产品，本流程可能不适用——引导至grow-business或improve-business技能）

阶段跳过规则：若CUSTOMER.md中已存在包含三个维度的已验证需求陈述，可跳过阶段1；若已有可用原型并已通过5+目标用户测试，可跳过阶段3；对于差异化明确的细分市场，可延后阶段6至核心业务框架确定后；若阶段2未获得真实承诺，可延后阶段5-10——无验证需求则无需制定战略。然后根据模板创建

docs/CREATE-BUSINESS-PLAN.md

，标记每个阶段的状态，并确认计划。当

docs/CREATE-BUSINESS-PLAN.md

创建完成且所有阶段已标记状态、用户确认计划后完成此步骤。

Phases

各阶段详情

Phase 1 — Find the real job (jobs-to-be-done)

阶段1 — 挖掘真实需求（jobs-to-be-done）

Purpose: Reframe the raw idea as the progress a customer is trying to make, so the business survives even if the first solution dies.

Brief (fallback): A job is progress in context, not a goal or a task — write it as

When [situation], I want to [motivation], so I can [outcome]

, solution-agnostic. Every job has functional, emotional, and social dimensions; the differentiated product usually lives in the last two. Real competition includes workarounds and non-consumption — name the hire you must beat.

Invoke: Use the

jobs-to-be-done

skill with the raw idea and customer guess from Intake. Ask for a When/I-want-to/so-I-can job statement, all three dimensions, and the full competing-alternatives set including non-consumption.

Decide with the user: Which job statement is the real one, and which competing hire you must beat first. Recommend the tightest statement that still names an emotional or social dimension.

Artifact: Create docs/CUSTOMER.md with

## Job Statement

## Job Dimensions

, and

## Competing Alternatives

. Update the tracker.

Done when: CUSTOMER.md holds a solution-agnostic job statement, all three dimensions, and the competing set with the hire-to-beat named.

目标：将初步想法重构为用户期望实现的价值提升，确保即使首个解决方案失败，业务仍能存续。

备选方法：需求是特定情境下的价值提升，而非目标或任务——用

当[情境]时，我想要[动机]，以便[结果]

的句式描述，且不涉及具体解决方案。每个需求包含功能、情感和社交三个维度；差异化产品通常聚焦后两个维度。真正的竞品包括替代方案和非消费行为——明确你需要击败的“替代选择”。

调用技能：使用

jobs-to-be-done

技能，结合信息收集阶段的初步想法和目标用户假设。获取符合When/I-want-to/so-I-can句式的需求陈述、三个维度的完整内容，以及包含非消费行为的完整竞品集合。

与用户共同决策：哪个需求陈述是真实的，以及首先需要击败哪个替代选择。推荐选择既明确又包含情感或社交维度的陈述。

产出物：创建docs/CUSTOMER.md，包含

## 需求陈述

、

## 需求维度

和

## 竞品分析

。更新跟踪文件。

完成标志：CUSTOMER.md中包含不涉及具体解决方案的需求陈述、三个维度的完整内容，以及明确了需击败的替代选择的竞品集合。

Phase 2 — Validate the job with real conversations (mom-test) — GATE

阶段2 — 通过真实对话验证需求（mom-test）—— 关卡

Purpose: Replace opinions with facts — evidence the Phase 1 job is real, painful, and worth paying to solve. Phases 5-10 stay locked until this returns a proceed verdict.

Brief (fallback): Three rules — talk about their life not your idea; ask about specifics in the past not hypotheticals; talk less (they speak 80%). Compliments are not data; only commitments (time, reputation, money) count. A good question could destroy the imagined business.

Invoke: Use the

mom-test

skill with the job statement and competing alternatives from docs/CUSTOMER.md. Ask for (a) a 10-12 question interview guide obeying the three rules, then later (b) transcript scoring that flags leading questions and zombie leads. Hand the guide to the user and pause with status

awaiting-evidence

; record the approved guide in docs/CUSTOMER.md under a

### Interview Guide

subsection of

## Interview Evidence

so it survives the pause.

Decide with the user (on return): Does the evidence confirm the job? Proceed (3+ concrete commitments), revise the job statement (loop to Phase 1), or stop (no pain found — a cheap win).

Artifact: Extend docs/CUSTOMER.md: add

## Interview Evidence

(date | who | facts | commitment) and

## Validation Verdict

with the decision and reasoning. Update the tracker.

Done when: CUSTOMER.md holds 5+ evidence rows, the verdict is recorded, the user chose proceed / revise / stop, and — on proceed — Phases 5-10 are unlocked.

目标：用事实替代观点——验证阶段1的需求是否真实存在、让客户感到痛苦，且客户愿意付费解决。阶段5-10将锁定，直到此阶段得出继续推进的结论。

备选方法：三条规则——谈论用户的生活而非你的想法；询问过去的具体行为而非假设；少说话（用户需占80%的发言时间）。赞美不算数据；只有承诺（时间、声誉、资金）才有效。一个好问题可能会推翻你设想的业务。

调用技能：使用

mom-test

技能，结合docs/CUSTOMER.md中的需求陈述和竞品分析。获取(a)符合三条规则的10-12个问题的访谈指南，以及(b)能识别引导性问题和无效线索的访谈记录评分标准。将访谈指南交给用户，将状态设为

awaiting-evidence

并暂停；将获批的访谈指南记录在docs/CUSTOMER.md的

## 访谈证据

下的

### 访谈指南

小节中，以便在暂停期间保留。

与用户共同决策（用户返回后）：证据是否验证了需求？继续推进（3+具体承诺）、修订需求陈述（循环至阶段1）或停止（未发现痛点——低成本止损）。

产出物：扩展docs/CUSTOMER.md：添加

## 访谈证据

（日期 | 对象 | 事实 | 承诺）和

## 验证结论

，包含决策及理由。更新跟踪文件。

完成标志：CUSTOMER.md中包含5+条证据记录、已记录验证结论、用户已选择继续/修订/停止，且——若选择继续——阶段5-10已解锁。

Phase 3 — Test the riskiest assumption in five days (design-sprint)

阶段3 — 5天内验证最具风险的假设（design-sprint）

Purpose: Before committing months, prove the riskiest part of the concept in one week with five real customer reactions.

Brief (fallback): Five days — Map, Sketch, Decide, Prototype, Test. Pick one target moment (the riskiest step); sketch alone (no group brainstorms); a single Decider breaks ties; build a facade, not working code; test with exactly five target customers. On Friday, shut up and let them struggle — explaining the prototype invalidates the test.

Invoke: Use the

design-sprint

skill with the validated job and riskiest open question. Ask for the Monday map with sprint questions and target moment, and a Friday five-act interview script that does not explain the prototype. Hand the recruiting brief to the user and pause

awaiting-evidence

for real sessions; record the approved script and brief under the sprint card in docs/EXPERIMENTS.md so they survive the pause.

Decide with the user: What single assumption to test this week and who is the Decider. On return: does the concept survive — build, fix, or walk away (a one-week win)?

Artifact: Create docs/EXPERIMENTS.md with

## Experiment Cards

(EXP-001, type sprint, pre-committed metric, decision rule, result and verdict) and

## Experiment Backlog

. Update the tracker.

Done when: EXPERIMENTS.md holds the sprint card with a recorded verdict from five sessions, and the user chose build / fix / walk away.

目标：在投入数月时间前，用一周时间通过5位真实客户的反馈验证概念中最具风险的部分。

备选方法：五天流程——梳理、草图、决策、原型、测试。选择一个目标场景（最具风险的步骤）；独立绘制草图（不进行集体头脑风暴）；指定一位决策者打破僵局；打造外观原型，而非可运行代码；恰好测试5位目标用户。周五时，保持沉默，让用户自行探索——解释原型会使测试失效。

调用技能：使用

design-sprint

技能，结合已验证的需求和最具风险的未解决问题。获取周一的流程地图（包含冲刺问题和目标场景），以及周五的五幕访谈脚本（不得解释原型）。将招募指南交给用户，将状态设为

awaiting-evidence

并暂停；将获批的脚本和指南记录在docs/EXPERIMENTS.md的冲刺卡片下，以便在暂停期间保留。

与用户共同决策：本周测试哪一个单一假设，以及谁是决策者。用户返回后：概念是否通过验证——推进开发、优化或放弃（一周内止损）？

产出物：创建docs/EXPERIMENTS.md，包含

## 实验卡片

（EXP-001，类型为冲刺，预先设定的指标、决策规则、结果及结论）和

## 实验待办事项

。更新跟踪文件。

完成标志：EXPERIMENTS.md中包含记录了5次会话结论的冲刺卡片，且用户已选择推进/优化/放弃。

Phase 4 — Run the loop and pick the smallest MVP (lean-startup)

阶段4 — 运行迭代循环并选择最小MVP（lean-startup）

Purpose: Turn discovery into a repeatable engine of validated learning and ship the smallest MVP that tests the riskiest leap-of-faith assumption.

Brief (fallback): Plan Build-Measure-Learn backward: decide what to learn, then the metric that proves it, then the minimum build. MVP types — smoke test, concierge, Wizard of Oz — each test a different leap-of-faith assumption; test the riskiest first. Measure actionable metrics, not vanity ones. Set pivot-or-persevere criteria before running. Pick one engine of growth: sticky, viral, or paid.

Invoke: Use the

lean-startup

skill with the feature wish list and surviving concept. Ask for the single riskiest leap-of-faith assumption, an MVP type with a Build-Measure-Learn experiment card, and pivot-or-persevere thresholds set in advance.

Decide with the user: Which MVP type, which single engine of growth to optimize first, and the pre-committed pivot/persevere thresholds. Recommend the sticky engine (retention above churn) before paid acquisition.

Artifact: Create docs/PRODUCT.md with

## Vision

and

## MVP Definition

; extend docs/EXPERIMENTS.md with a new card and its decision rule. Update the tracker.

Done when: PRODUCT.md defines the MVP and what it excludes, EXPERIMENTS.md holds the card with pre-committed thresholds and the chosen engine, and the user approved the MVP scope.

目标：将探索转化为可重复的验证学习引擎，并交付能验证最具风险核心假设的最小MVP。

备选方法：反向规划Build-Measure-Learn循环：先确定要学习的内容，再确定能证明学习结果的指标，最后确定最小开发内容。MVP类型——烟雾测试、礼宾服务、奥兹巫师——每种类型测试不同的核心假设；优先测试最具风险的假设。衡量可行动的指标，而非虚荣指标。在运行前设定转型或坚持的标准。选择一种增长引擎：粘性、病毒式或付费式。

调用技能：使用

lean-startup

技能，结合功能需求清单和通过验证的概念。获取单一最具风险的核心假设、带有Build-Measure-Learn实验卡片的MVP类型，以及预先设定的转型/坚持阈值。

与用户共同决策：选择哪种MVP类型、优先优化哪种增长引擎，以及预先设定的转型/坚持阈值。推荐先选择粘性引擎（留存率高于流失率），再考虑付费获客。

产出物：创建docs/PRODUCT.md，包含

## 愿景

和

## MVP定义

；扩展docs/EXPERIMENTS.md，添加新的实验卡片及决策规则。更新跟踪文件。

完成标志：PRODUCT.md定义了MVP及其排除的功能，EXPERIMENTS.md中包含带有预先设定阈值和选定增长引擎的实验卡片，且用户已批准MVP范围。

Phase 5 — Turn ambition into a strategy kernel (good-strategy-bad-strategy)

阶段5 — 将愿景转化为战略核心（good-strategy-bad-strategy）

Purpose: Replace a wish list of goals with a real strategy — a diagnosis, a guiding policy, and coherent actions.

Brief (fallback): A goal names ambition; a strategy explains how you win given the obstacles. The kernel: a diagnosis naming the single critical challenge; a guiding policy that is a genuine choice with losers (if a rival could paste it in, it is a platitude); coherent actions, each with an owner and date. Detect bad strategy by the four hallmarks — fluff, dodging the challenge, goals-as-strategy, dog's-dinner objective lists. Concentrate force on one pivot point.

Invoke: Use the

good-strategy-bad-strategy

skill with the validated demand evidence and any one-page plan. Ask for a four-hallmarks audit, then a kernel — a one-paragraph diagnosis, a guiding policy that rules whole classes of action out, three coherent actions with owners — plus an explicit no-list.

Decide with the user: What is the single critical challenge (the diagnosis), and what does the guiding policy explicitly refuse to do? Recommend concentrating on one pivot point over spreading thin.

Artifact: Create docs/STRATEGY.md with

## Diagnosis

## Guiding Policy

## Coherent Actions

, and

## No-List

. Update the tracker.

Done when: STRATEGY.md names one critical challenge, a guiding policy with losers, coherent actions with owners, and an explicit no-list.

目标：用真正的战略替代目标清单——包含诊断、指导方针和连贯行动。

备选方法：目标是愿景；战略是说明如何克服障碍取胜。战略核心：明确单一核心挑战的诊断；具有排他性的指导方针（若竞争对手也能使用，则只是空话）；连贯的行动，每项行动都有负责人和截止日期。通过四个特征识别不良战略——空洞内容、回避挑战、将目标等同于战略、杂乱无章的目标列表。将力量集中在一个关键点上。

调用技能：使用

good-strategy-bad-strategy

技能，结合已验证的需求证据和任何一页计划。获取四个特征的审计结果，然后获取战略核心——一段诊断内容、排除整类行动的指导方针、三项带有负责人的连贯行动——以及明确的“不做清单”。

与用户共同决策：单一核心挑战是什么（诊断），以及指导方针明确拒绝做什么？推荐将力量集中在一个关键点上，而非分散精力。

产出物：创建docs/STRATEGY.md，包含

## 诊断

、

## 指导方针

、

## 连贯行动

和

## 不做清单

。更新跟踪文件。

完成标志：STRATEGY.md中明确了一个核心挑战、带有排他性的指导方针、带有负责人的连贯行动，以及明确的“不做清单”。

Phase 6 — Find uncontested space (blue-ocean-strategy)

阶段6 — 寻找无竞争市场空间（blue-ocean-strategy）

Purpose: Choose where to win by creating uncontested space instead of fighting head-on on the same factors as everyone else.

Brief (fallback): Value innovation pursues differentiation and low cost at once. The ERRC grid — Eliminate, Reduce, Raise, Create — lifts buyer value while cutting cost. Plot a strategy canvas: a different offering diverges from the industry curve. Blue oceans convert non-customers (soon-to-be, refusing, unexplored), not rivals' customers — find the common barrier to remove. Do not eliminate factors customers genuinely value (trust, security, accuracy).

Invoke: Use the

blue-ocean-strategy

skill with the competing alternatives from CUSTOMER.md and the kernel from STRATEGY.md. Ask for a strategy canvas of current factors and an ERRC grid for a value-innovation move within resource limits.

Decide with the user: Which factors to eliminate / reduce / raise / create, and which tier of non-customers to convert first. Confirm no trust, security, or accuracy factor is being cut.

Artifact: Extend docs/STRATEGY.md: add

## Strategy Canvas & ERRC Grid

. Update the tracker.

Done when: STRATEGY.md holds a filled ERRC grid and a strategy canvas showing a divergent curve, with the target non-customer tier chosen.

目标：通过创造无竞争市场空间而非与竞争对手正面交锋来选择取胜的领域。

备选方法：价值创新同时追求差异化和低成本。ERRC框架——消除、减少、提升、创造——在降低成本的同时提升用户价值。绘制战略画布：差异化的产品与行业曲线形成差异。蓝海市场转化非客户（潜在客户、拒绝客户、未开发客户），而非竞争对手的客户——找到需要消除的共同障碍。不得消除客户真正重视的因素（信任、安全、准确性）。

调用技能：使用

blue-ocean-strategy

技能，结合CUSTOMER.md中的竞品分析和STRATEGY.md中的战略核心。获取当前因素的战略画布，以及在资源限制内实现价值创新的ERRC框架。

与用户共同决策：消除/减少/提升/创造哪些因素，以及首先转化哪类非客户。确认未削减信任、安全或准确性因素。

产出物：扩展docs/STRATEGY.md：添加

## 战略画布与ERRC框架

。更新跟踪文件。

完成标志：STRATEGY.md中包含完整的ERRC框架和显示差异化曲线的战略画布，且已选定目标非客户群体。

Phase 7 — Position so prospects instantly get it (obviously-awesome)

阶段7 — 定位让潜在用户瞬间理解（obviously-awesome）

Purpose: Set the context that makes the product's strengths obvious within thirty seconds.

Brief (fallback): Positioning is context, not messaging — customers judge you relative to alternatives, so choose the comparison. Five steps: true competitive alternatives (often a spreadsheet or doing nothing); unique attributes (pass the "only we" test); value via the "so what?" test; best-fit customers (tight, by title and firm traits, never everyone); market category (existing / subcategory / new — a new one pays an education tax).

Invoke: Use the

obviously-awesome

skill with unique attributes from STRATEGY.md and CUSTOMER.md. Ask for the full five-step exercise and an internal positioning statement: "For [best-fit customer], we are the [category] that [key value]."

Decide with the user: Which market category to compete in (existing / subcategory / new) and who the best-fit customer is. Recommend existing or subcategory unless there is traction to spare for a new category.

Artifact: Create docs/POSITIONING.md with

## Competitive Alternatives

## Unique Attributes → Value Themes

## Best-Fit Customer

## Market Category

, and

## One-Liner

. Update the tracker.

Done when: POSITIONING.md holds the five-step canvas and a one-liner an outsider grasps in 30 seconds.

目标：设定背景，让产品优势在30秒内一目了然。

备选方法：定位是背景，而非信息——用户会根据竞品判断你，因此选择合适的对比对象。五个步骤：真实的竞品（通常是电子表格或手动操作）；独特属性（通过“唯有我们”测试）；价值（通过“那又怎样？”测试）；最佳匹配用户（明确职位和公司特征，而非面向所有人）；市场类别（现有/细分/新类别——新类别需要付出教育成本）。

调用技能：使用

obviously-awesome

技能，结合STRATEGY.md和CUSTOMER.md中的独特属性。获取完整的五步练习结果，以及内部定位陈述：“为[最佳匹配用户]，我们是[类别]，提供[核心价值]。”

与用户共同决策：选择哪个市场类别（现有/细分/新类别），以及谁是最佳匹配用户。推荐选择现有或细分类别，除非有足够资源投入新类别的教育工作。

产出物：创建docs/POSITIONING.md，包含

## 竞品分析

、

## 独特属性 → 价值主题

、

## 最佳匹配用户

、

## 市场类别

和

## 一句话定位

。更新跟踪文件。

完成标志：POSITIONING.md中包含五步画布，以及外人能在30秒内理解的一句话定位。

Phase 8 — Build an offer people feel stupid refusing (hundred-million-offers)

阶段8 — 打造让用户无法拒绝的产品方案（hundred-million-offers）

Purpose: Turn understanding into buying with a Grand Slam Offer that makes price comparison impossible.

Brief (fallback): The offer is the number one lever. Value = (dream outcome × perceived likelihood) / (time delay × effort) — maximize the top, minimize the bottom. Assemble a Grand Slam Offer: core offer, named bonuses (each kills an objection, each with a defensible value), a risk-reversing guarantee, ethical scarcity. Name it with MAGIC. Keep every value honest and every guarantee honorable.

Invoke: Use the

hundred-million-offers

skill with the positioning and best-fit customer from POSITIONING.md. Ask for a Grand Slam Offer built on the Value Equation, three named bonuses each killing an objection, a guarantee, ethical scarcity, and a MAGIC name.

Decide with the user: Which dream outcome to anchor on and which objections the bonuses must kill. Confirm every dollar value and every scarcity claim is genuinely true — replace any tactic that would need invented evidence.

Artifact: Create docs/OFFER.md with

## Offer Stack

(core · bonuses · guarantee · scarcity · name). Update the tracker.

Done when: OFFER.md holds a complete offer stack with honest values, a real guarantee, and a name — no invented evidence.

目标：用“大满贯方案”将用户认知转化为购买行为，让价格比较变得毫无意义。

备选方法：方案是最重要的杠杆。价值 =（理想结果 × 感知可能性）/（时间延迟 × 付出成本）——最大化分子，最小化分母。构建大满贯方案：核心产品、命名附加福利（每项福利解决一个异议，且具有合理价值）、风险逆转保证、合乎道德的稀缺性。用MAGIC原则命名方案。确保所有价值真实可信，所有保证诚信可靠。

调用技能：使用

hundred-million-offers

技能，结合POSITIONING.md中的定位和最佳匹配用户。获取基于价值公式的大满贯方案、三个解决异议的命名附加福利、一项保证、合乎道德的稀缺性，以及符合MAGIC原则的名称。

与用户共同决策：以哪个理想结果为核心，以及附加福利需要解决哪些异议。确认所有金额和稀缺性声明均真实可信——替换任何需要虚构证据的策略。

产出物：创建docs/OFFER.md，包含

## 方案组合

（核心产品 · 附加福利 · 保证 · 稀缺性 · 名称）。更新跟踪文件。

完成标志：OFFER.md中包含完整的方案组合，具有真实价值、可靠保证和名称——无虚构证据。

Phase 9 — Price against validated willingness to pay (monetizing-innovation)

阶段9 — 根据验证的付费意愿定价（monetizing-innovation）

Purpose: Design the product around the price by testing willingness to pay while it is still a concept.

Brief (fallback): Customers reveal a range: ask what feels acceptable, expensive, prohibitive; trust only the top-box purchase probability. Avoid the four failures — feature shock, minivation (near-100% win rate with no pushback), hidden gem, undead. Segment by value and willingness to pay, never demographics. Package leader / filler / killer; design the middle tier first; pull killer features into add-ons. Choose the price metric before the price level.

Invoke: Use the

monetizing-innovation

skill with the offer from OFFER.md and segments from CUSTOMER.md. Ask for a willingness-to-pay interview script (acceptable / expensive / prohibitive), a leader/filler/killer classification, good-better-best tiers, and a price metric. Hand the WTP script to the user and pause

awaiting-evidence

for real calls; record the approved script in docs/OFFER.md under a

### WTP Interview Script

subsection of

## Willingness-to-Pay Evidence

so it survives the pause.

Decide with the user: Which price metric to charge on (per seat / per unit of value) and the good-better-best tier boundaries. Recommend a metric that tracks delivered value so revenue compounds.

Artifact: Extend docs/OFFER.md: add

## Willingness-to-Pay Evidence

## Leader / Filler / Killer Features

## Tiers (Good / Better / Best)

, and

## Price Metric

. Update the tracker.

Done when: OFFER.md holds WTP evidence, feature classes, tiers with the middle designed first, and a price metric chosen before the level.

目标：在产品仍处于概念阶段时，通过测试付费意愿来围绕价格设计产品。

备选方法：用户会透露付费范围：询问可接受、昂贵、过高的价格；仅信任最高购买概率区间。避免四个误区——功能过载、无异议（近乎100%成功率但无反馈）、隐藏优势、无效功能。按价值和付费意愿细分用户，而非按人口统计特征。划分核心/填充/杀手功能；先设计中间档位；将杀手功能设为附加项。先选择定价指标，再确定价格水平。

调用技能：使用

monetizing-innovation

技能，结合OFFER.md中的方案和CUSTOMER.md中的用户细分。获取付费意愿访谈脚本（可接受/昂贵/过高）、核心/填充/杀手功能分类、好/更好/最佳档位，以及定价指标。将付费意愿脚本交给用户，将状态设为

awaiting-evidence

并暂停；将获批的脚本记录在docs/OFFER.md的

## 付费意愿证据

下的

### 付费意愿访谈脚本

小节中，以便在暂停期间保留。

与用户共同决策：选择哪种定价指标（按席位/按价值单位），以及好/更好/最佳档位的界限。推荐选择与交付价值挂钩的指标，以便收入随价值增长。

产出物：扩展docs/OFFER.md：添加

## 付费意愿证据

、

## 核心/填充/杀手功能

、

## 档位（好/更好/最佳）

和

## 定价指标

。更新跟踪文件。

完成标志：OFFER.md中包含付费意愿证据、功能分类、先设计中间档位的档位划分，以及先于价格水平选定的定价指标。

Phase 10 — Pick the beachhead you will dominate first (crossing-the-chasm)

阶段10 — 选择首个要主导的细分切入点（crossing-the-chasm）

Purpose: Choose one narrow segment to dominate and assemble the whole product it needs to cross from visionaries to pragmatists.

Brief (fallback): The chasm sits between visionary early adopters and pragmatist early majority — what wins one repels the other. Do not be everything to everyone: pick one narrow beachhead with urgent, expensive pain, reachable channels, customers who talk to each other, small enough to own yet big enough to matter. Assemble the whole product (integrations, onboarding, support, partners). References are the currency; shift positioning from "revolutionary" to "proven."

Invoke: Use the

crossing-the-chasm

skill with POSITIONING.md and STRATEGY.md. Ask to score candidate niches on pain, reachability, word-of-mouth, and dominability, then map the whole-product requirements a pragmatist needs before buying.

Decide with the user: Which single beachhead segment to own first. Recommend the highest-scoring niche small enough to dominate; resist chasing several at once.

Artifact: Extend docs/STRATEGY.md: add

## Beachhead

(target segment, scoring rationale) and

## Whole-Product Checklist

(each gap with owner and priority). Update the tracker.

Done when: STRATEGY.md names one beachhead with scoring, and the whole-product checklist lists each gap with owner and priority.

目标：选择一个狭窄的细分市场进行主导，并整合该市场所需的完整产品，实现从早期尝鲜者到实用主义者的跨越。

备选方法：鸿沟存在于早期尝鲜者和实用主义早期大众之间——吸引前者的因素会排斥后者。不要试图满足所有人：选择一个具有紧急、高成本痛点、可触达渠道、用户间相互交流、规模小到可主导但又足够重要的狭窄细分切入点。整合完整产品（集成、入门引导、支持、合作伙伴）。推荐是关键货币；将定位从“革命性”转变为“已验证”。

调用技能：使用

crossing-the-chasm

技能，结合POSITIONING.md和STRATEGY.md。获取候选细分市场在痛点、可触达性、口碑传播、可主导性方面的评分，以及实用主义者购买前所需的完整产品需求地图。

与用户共同决策：首先主导哪个单一细分市场？推荐选择评分最高、规模小到可主导的细分市场；避免同时追逐多个细分市场。

产出物：扩展docs/STRATEGY.md：添加

## 细分切入点

（目标细分市场、评分理由）和

## 完整产品 checklist

（每个缺口的负责人及优先级）。更新跟踪文件。

完成标志：STRATEGY.md中明确了一个带有评分理由的细分切入点，且完整产品checklist列出了每个缺口的负责人及优先级。

Optional Phases

可选阶段

Skill	Add when	Artifact
storybrand-messaging	a website or pitch needs customer-as-hero copy before launch	Extends docs/POSITIONING.md
one-page-marketing	go-to-market planning starts before the beachhead phase closes	Creates docs/MARKETING.md
lean-analytics	the MVP is live and needs a first metrics baseline	Creates docs/METRICS.md
cold-start-problem	the product is a marketplace or network product	Extends docs/STRATEGY.md
predictable-revenue	B2B with a sales-led motion	Extends docs/MARKETING.md
continuous-discovery	post-launch, to make discovery a weekly habit	Extends docs/CUSTOMER.md

Optional phases follow the same operating rules — load and use each listed skill exactly as a core phase would; insert where the Add-when condition first becomes true.

技能	添加时机	产出物
storybrand-messaging	网站或宣传材料需要以用户为主角的文案，且尚未上线	扩展docs/POSITIONING.md
one-page-marketing	进入细分切入点阶段前开始制定上市计划	创建docs/MARKETING.md
lean-analytics	MVP已上线，需要建立首个指标基准	创建docs/METRICS.md
cold-start-problem	产品为平台或网络型产品	扩展docs/STRATEGY.md
predictable-revenue	B2B业务且为销售驱动模式	扩展docs/MARKETING.md
continuous-discovery	产品上线后，将探索工作变为每周习惯	扩展docs/CUSTOMER.md

可选阶段遵循相同的操作规则——完全按照核心阶段的方式加载并使用每个列出的技能；在“添加时机”条件首次满足时插入。

Common Mistakes

常见误区

Mistake	Fix
Building before validating	Buy evidence with the smallest MVP — smoke test or concierge — before writing real code; run Phases 1-4 first (lean-startup).
Pitching during discovery	Keep interviews about their life and past behavior; save the idea for the very end, if at all (mom-test).
Mistaking compliments and signups for validation	Chase commitments — a deposit, pre-order, scheduled pilot — and record them in CUSTOMER.md Interview Evidence.
Confusing goals for strategy	Write the diagnosis of the one critical challenge first; audit against the four hallmarks (good-strategy-bad-strategy).
Positioning for everyone	Tighten the best-fit definition until it is uncomfortably narrow, then go narrower (obviously-awesome).
Pricing on cost or competitors	Price from validated willingness-to-pay ranges and choose the price metric before the level (monetizing-innovation).

误区	解决方法
先开发再验证	在编写真实代码前，用最小MVP（烟雾测试或礼宾服务）获取证据；先运行阶段1-4（lean-startup）。
探索阶段进行推销	访谈时聚焦用户的生活和过往行为；若要提及想法，留到最后（mom-test）。
将赞美和注册视为验证	追逐真实承诺——定金、预订单、预定试点——并记录在CUSTOMER.md的访谈证据中。
将目标等同于战略	先撰写单一核心挑战的诊断；对照四个特征进行审计（good-strategy-bad-strategy）。
定位面向所有人	收紧最佳匹配用户的定义，直到其范围非常狭窄，然后进一步缩小（obviously-awesome）。
基于成本或竞品定价	根据验证的付费意愿范围定价，先选择定价指标再确定价格水平（monetizing-innovation）。

Completing the Journey

流程完成

Exit checklist — every box tied to an artifact that must exist:

CUSTOMER.md holds a validated job statement and 5+ evidence rows with real commitments
EXPERIMENTS.md shows the riskiest assumption tested with a recorded verdict
STRATEGY.md has a kernel (diagnosis, guiding policy, coherent actions), a no-list, an ERRC grid, and a chosen beachhead with its whole-product checklist
POSITIONING.md one-liner passes the 30-second outsider test
OFFER.md holds a priced Grand Slam offer backed by willingness-to-pay evidence and a price metric

Close the tracker: every phase

done

skipped: reason

, and any open Next Actions carried into the relevant artifacts. Forward routing: when the beachhead is chosen and first customers are paying, continue with the

grow-business

skill to add revenue and customers. When the validated idea needs a software product built, continue with the

create-app

skill.

退出检查清单——每个检查项对应必须存在的产出物：

CUSTOMER.md包含已验证的需求陈述和5+条带有真实承诺的证据记录
EXPERIMENTS.md显示最具风险的假设已测试并记录结论
STRATEGY.md包含战略核心（诊断、指导方针、连贯行动）、不做清单、ERRC框架，以及选定的细分切入点及其完整产品checklist
POSITIONING.md的一句话定位通过30秒外人测试
OFFER.md包含基于付费意愿证据的定价大满贯方案和定价指标

关闭跟踪文件：每个阶段标记为

done

或

skipped: reason

，任何未完成的下一步行动转移至相关产出物中。后续引导：当选定细分切入点且已有首批付费客户时，使用

grow-business

技能增加收入和客户；当已验证的想法需要开发软件产品时，使用

create-app

技能。