grow-business

Compare original and translation side by side

🇺🇸

Original

English

🇨🇳

Translation

Chinese

Grow a Business

企业增长之旅

You already have the hard part: a product people pay for. Revenue is real but lumpy — a good month came from a conference you happened to attend or a referral that happened to land, and none of it repeats on demand. This journey turns that traction into a repeatable growth engine across nine phases: a marketing map, an irresistible offer, an outbound motion, engineered word-of-mouth, persuasion on every surface, a mainstream go-to-market, a compounding network, one honest metric, and the discipline to hold price. It is interactive — the agent asks before every decision — and resumable, because every decision and asset is recorded in

docs/

. Install the whole stack at once with

npx skills add wondelai/skills --all --global

, or let each phase pull its skill on demand.

你已经攻克了最艰难的部分：拥有一款用户愿意付费的产品。收入真实存在但不稳定——某个好月可能源于你碰巧参加的一场会议，或是偶然获得的推荐，这些都无法按需复制。本旅程将把这种零散的业务牵引力转化为可重复的增长引擎，涵盖九个阶段：营销地图设计、极具吸引力的产品方案、 outbound获客流程、口碑传播设计、全触点说服力打造、主流市场拓展、复利网络构建、核心指标聚焦、价格坚守纪律。整个过程是交互式的——Agent在每个决策前都会提问——并且可续期，因为所有决策和资产都会记录在

docs/

文件夹中。可通过

npx skills add wondelai/skills --all --global

一次性安装整套技能栈，也可让每个阶段按需调用对应的技能。

Core Principle

核心原则

Build a repeatable growth engine: each phase produces an asset the next phase consumes — offer feeds pipeline, pipeline feeds word-of-mouth, metrics keep it honest. The order is load-bearing; a skipped Phase 1 leaves the later phases with no shared target. This skill sequences the phases, asks the decision questions, and records the answers. The constituent skills carry the method — invoke them rather than improvising their frameworks.

The offer comes before every channel on purpose: sending traffic to a weak offer is the most expensive mistake in growth, so Phase 2 is fixed before outbound, virality, or repositioning turn on.

构建可重复的增长引擎：每个阶段产出的资产将被下一个阶段复用——产品方案为销售线索提供支撑，销售线索推动口碑传播，核心指标确保增长真实可信。阶段顺序至关重要；跳过第一阶段会导致后续阶段缺乏统一的目标。本技能负责编排阶段顺序、提出决策问题并记录答案。各个细分技能承载具体方法——请调用这些技能而非自行套用其框架。

产品方案优先于所有渠道是有原因的：将流量导向薄弱的产品方案是增长中代价最高的错误，因此在启动 outbound、病毒式传播或重新定位前，必须先完成第二阶段。

Journey Map

旅程地图

Phase	Skill	Question it answers	Artifact
1	one-page-marketing	Which niche, and which square of the machine is empty?	Creates docs/MARKETING.md
2	hundred-million-offers	Why should they buy this instead of the alternative?	Extends docs/OFFER.md
3	predictable-revenue	How do we manufacture pipeline on demand?	Extends docs/MARKETING.md
4	contagious	Why would anyone share this?	Extends docs/MARKETING.md
5	influence-psychology	Why do they say yes on the page?	Extends docs/OFFER.md
6	crossing-the-chasm	How do we reach the mainstream buyer?	Extends docs/STRATEGY.md + docs/CUSTOMER.md
7	cold-start-problem	How does the network do the acquiring?	Extends docs/MARKETING.md
8	lean-analytics	Which one number tells us it is working?	Extends docs/METRICS.md
9	negotiation	How do we capture the value instead of discounting it?	Extends docs/OFFER.md

Four of the nine phases write to MARKETING.md — the flagship this journey creates. OFFER.md, STRATEGY.md, METRICS.md, and CUSTOMER.md are extended, so files a prior create-business journey already owns are reused and augmented, never overwritten.

The tracker

docs/GROW-BUSINESS-PLAN.md

is private to this journey and never shared with another; it is the resume point that carries state across sessions.

阶段	技能	解决的问题	产出物
1	one-page-marketing	聚焦哪个细分市场，营销体系中哪个环节存在空白？	创建docs/MARKETING.md
2	hundred-million-offers	为什么用户应该选择你的产品而非替代品？	扩展docs/OFFER.md
3	predictable-revenue	如何按需打造可预测的销售线索？	扩展docs/MARKETING.md
4	contagious	用户为什么愿意分享你的产品？	扩展docs/MARKETING.md
5	influence-psychology	用户为什么会在页面上做出购买决策？	扩展docs/OFFER.md
6	crossing-the-chasm	如何触达主流买家？	扩展docs/STRATEGY.md + docs/CUSTOMER.md
7	cold-start-problem	如何让网络自身完成用户获取？	扩展docs/MARKETING.md
8	lean-analytics	哪一个指标能说明增长是否有效？	扩展docs/METRICS.md
9	negotiation	如何获取产品创造的价值而非打折让利？	扩展docs/OFFER.md

九个阶段中有四个会写入MARKETING.md——这是本旅程的核心产出文件。OFFER.md、STRATEGY.md、METRICS.md和CUSTOMER.md会被扩展，因此之前create-business旅程生成的文件会被复用和增强，绝不会被覆盖。

跟踪文件

docs/GROW-BUSINESS-PLAN.md

为本旅程专属，不会与其他旅程共享；它是跨会话恢复旅程状态的核心节点。

Operating Rules

操作规则

Resume first. Before anything else, read
```
docs/GROW-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/GROW-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.
Every scarcity claim, testimonial, and guarantee must be true, and referral incentives must reward real value delivered. When a tactic needs inventing evidence, replace it with a tactic that uses evidence you have.

优先恢复旅程：在进行任何操作前，先读取
```
docs/GROW-BUSINESS-PLAN.md
```
和旅程地图中的所有产出物。如果跟踪文件存在，用3-5行总结当前旅程状态，并询问用户进入哪个阶段。完成标志为用户确认进入点。已有跟踪文件的旅程只能恢复，不能重启。
仅首次运行时收集信息：若没有跟踪文件，先运行下方的信息收集流程，然后创建
```
docs/GROW-BUSINESS-PLAN.md
```
，将每个阶段标记为
```
pending | in-progress | awaiting-evidence | done | deferred: reason | skipped: reason
```
。完成标志为跟踪文件创建完成且用户确认阶段计划。
阶段启动：告知用户：本阶段的作用、需要做出的决策、产出的资产、大致工作量。提供继续/跳过/延期选项——标记为GATE的阶段可延期，但不可跳过。若用户选择继续，将阶段标记为
```
in-progress
```
。完成标志为用户做出选择。
技能调用与备选方案：加载对应阶段的技能并使用；每个阶段的调用行通过slug指定技能——请使用该技能运行阶段。若技能不可用，提供选项：
```
npx skills add wondelai/skills/<slug> --global
```
。若用户拒绝，使用阶段的Brief（最简可行方法）运行阶段。明确说明当前使用的模式。
阶段内决策：询问“与用户共同决策”下的所有问题——提供具体选项和你的建议。将选择记录在跟踪文件的“关键决策”部分。未经询问做出的决策视为缺陷。
阶段结束：在写入前向用户展示产出物草稿供确认。获得批准后：写入或扩展docs/文件，更新跟踪文件（状态、关键决策、下一步行动）。完成标志为文件写入且阶段状态显示为
```
done
```
。
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——添加或更新你的章节，保留其他所有内容。docs/中的文件均为大写字母。所有建议均以复选框或带负责人和优先级的表格行呈现。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，然后填充本阶段指定的章节。
所有稀缺性声明、客户见证和保证必须真实，推荐激励必须基于实际交付的价值。若某策略需要编造证据，请替换为使用现有真实证据的策略。

Intake

信息收集

Ask these before creating the tracker:

Current revenue, customer count, and what "lumpy" looks like month to month (baselines feed Phase 8; volume sizes the Phase 3 pipeline math).
Where does new business come from today, and which single channel carries most of it (reveals the empty marketing square in Phase 1; over-reliance is your risk).
Which segments could you focus on (feeds the Phase 1 PVP Index and the Phase 6 beachhead).
Current offer and price — and was pricing ever tested against willingness to pay (gates Phase 2; if never tested, add the monetizing-innovation optional phase).
Does the product get better as more people or teams use it — shared workspaces, referrals, a directory (gates Phase 7; skip it if there is no network dimension).
Existing
```
docs/
```
artifacts from a prior journey — CUSTOMER.md, POSITIONING.md, STRATEGY.md — to read and reuse (avoids re-deriving; sets extend vs create).
The single most painful growth constraint right now (lets you reorder — if the offer is the constraint, lead with Phase 2).

Skip heuristics: skip Phase 3 when the motion is pure self-serve and no sales-assisted motion is wanted; skip Phase 6 when you already sell to the mainstream pragmatist majority; skip Phase 7 when the product has no multiplayer or network dimension; skip Phase 9 when pricing is fixed self-serve checkout with no negotiated deals.

Then create

docs/GROW-BUSINESS-PLAN.md

from the template and confirm the plan. Done when

docs/GROW-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：

当前收入、客户数量，以及“不稳定”在月度数据上的具体表现（基准数据为第8阶段提供支撑；数据规模决定第3阶段的销售线索计算）。
当前新业务的来源，以及哪个单一渠道贡献了大部分业务（揭示第1阶段营销体系中的空白；过度依赖单一渠道是风险点）。
你可以聚焦的细分市场（为第1阶段的PVP指数和第6阶段的滩头市场提供数据）。
当前的产品方案和价格——定价是否曾根据用户支付意愿进行测试（是第2阶段的前置条件；若从未测试过，需添加monetizing-innovation可选阶段）。
产品是否会随着更多用户或团队使用而变得更好——如共享工作区、推荐机制、目录（是第7阶段的前置条件；若没有网络属性，跳过该阶段）。
之前旅程生成的现有
```
docs/
```
产出物——CUSTOMER.md、POSITIONING.md、STRATEGY.md——以便读取和复用（避免重复推导；确定是扩展还是创建文件）。
当前最棘手的增长瓶颈（可据此调整阶段顺序——若产品方案是瓶颈，优先启动第2阶段）。

跳过规则：若业务完全是自助式且不需要销售辅助流程，跳过第3阶段；若已面向主流实用主义买家销售，跳过第6阶段；若产品没有多人协作或网络属性，跳过第7阶段；若定价为固定自助式结账且无协商空间，跳过第9阶段。

然后从模板创建

docs/GROW-BUSINESS-PLAN.md

并确认计划。完成标志为

docs/GROW-BUSINESS-PLAN.md

存在，所有阶段已标记状态且用户确认计划。

Phases

阶段详情

Run the phases in order unless intake reordered them. Each phase's Invoke reads what earlier phases wrote to

docs/

; if an upstream phase was skipped, its reader falls back to the intake facts and flags the missing input rather than inventing it.

除非信息收集阶段调整了顺序，否则按顺序运行各阶段。每个阶段的调用会读取之前阶段写入

docs/

的内容；若上游阶段被跳过，读取器会 fallback 到信息收集阶段的事实，并标记缺失的输入而非自行编造。

Phase 1 — Install the marketing operating system (one-page-marketing)

阶段1——安装营销操作系统（one-page-marketing）

Purpose: Lay out the whole marketing machine on one page so the missing square is visible before spending on any tactic.

Brief (fallback): A 3x3 grid across the customer journey — Before (target market, message, media), During (capture leads, nurture, convert), After (deliver the experience, increase lifetime value, orchestrate referrals). Marketing is a process, not an event; random tactics fail because they fill one square while eight stay empty. Score 0-10 on how completely and specifically all nine are filled. Run the PVP Index (Personal fulfillment, Value to market, Profitability) to pick one niche to dominate.

Invoke: Use the

one-page-marketing

skill with the intake facts (revenue, customers, current channels, candidate segments). Ask for (a) all nine squares filled and scored out of 10 with the single weakest square plus three fixes, and (b) a PVP Index across the candidate segments recommending one niche and writing its avatar.

Decide with the user: Which niche to dominate first (the PVP winner — this becomes the Phase 6 beachhead candidate)? Which weakest square to attack first? Confirm the avatar is one named persona, not "everyone".

Artifact: Create docs/MARKETING.md with

## Target Market & Avatar

(PVP niche + avatar),

## Before / During / After Grid

(phase | square | current state | plan), and

## Channels

. Update the tracker.

Done when: MARKETING.md exists, the grid is filled and scored, the PVP niche and avatar are recorded, and the user chose the niche and the weakest square.

目标： 将整个营销体系梳理在一页纸上，以便在投入任何营销战术前发现空白环节。

备选方案（fallback）： 围绕客户旅程构建3x3网格——Before（目标市场、信息、媒介）、During（获取线索、培育、转化）、After（交付体验、提升终身价值、编排推荐）。营销是一个流程而非单次活动；随机战术失败的原因是只填充了一个环节，而其他八个环节仍处于空白状态。对九个环节的完整性和具体性进行0-10分评分。运行PVP指数（个人成就感、市场价值、盈利能力）选择一个需要深耕的细分市场。

调用： 使用

one-page-marketing

技能，结合信息收集阶段的事实（收入、客户、当前渠道、候选细分市场）。要求：(a) 填充并评分所有九个环节，找出最薄弱的环节及三个改进方案；(b) 针对候选细分市场生成PVP指数，推荐一个细分市场并撰写用户画像。

与用户共同决策： 首先深耕哪个细分市场（PVP指数获胜者——将成为第6阶段的滩头市场候选）？优先改进哪个最薄弱的环节？确认用户画像是具体的个人角色，而非“所有人”。

产出物： 创建docs/MARKETING.md，包含

## 目标市场与用户画像

（PVP细分市场+用户画像）、

## Before / During / After 网格

（阶段 | 环节 | 当前状态 | 计划）和

## 渠道

。更新跟踪文件。

完成标志： MARKETING.md已创建，网格已填充并评分，PVP细分市场和用户画像已记录，用户确认了细分市场和最薄弱环节。

Phase 2 — Make the offer impossible to refuse (hundred-million-offers)

阶段2——打造无法拒绝的Grand Slam Offer（hundred-million-offers）

Purpose: Turn the core product into a Grand Slam Offer so conversion stops being a fight before any traffic is turned on.

Brief (fallback): Value = (Dream Outcome x Perceived Likelihood) / (Time Delay x Effort and Sacrifice) — maximize the top, minimize the bottom. Assemble core product + named bonuses that each kill one objection + a risk-reversing guarantee + ethical (real) scarcity, until the stack dwarfs the price. Name it with MAGIC (Magnetic reason, Avatar, Goal, time Indicator, Container). Premium pricing attracts committed customers who churn less.

Invoke: Use the

hundred-million-offers

skill with the current offer and price from intake (and docs/OFFER.md if it exists). Ask for a score out of 10, the weakest Value-Equation lever, three objection-killing bonuses with defensible dollar values, a guarantee type, and a MAGIC name.

Decide with the user: Is "too expensive" a price problem or a value-construction problem? Raise the price and add a done-for-you bonus, or hold? Which three bonuses ship?

Artifact: Create or extend docs/OFFER.md:

## Offer Stack

(element | description | honest value | objection it kills) and

## Price Metric

. Update the tracker.

Done when: OFFER.md holds a scored Grand Slam Offer with named bonuses, a guarantee, real scarcity, and a MAGIC name, and the pricing decision is recorded.

目标： 将核心产品转化为Grand Slam Offer，确保在启动任何流量前，转化不再是难题。

备选方案（fallback）： 价值 =（理想结果 × 感知可能性）/（时间延迟 × 付出与牺牲）——最大化分子，最小化分母。组合核心产品 + 可消除异议的命名附加福利 + 风险逆转保证 + 符合道德的（真实的）稀缺性，直到整个套餐的价值远超价格。使用MAGIC命名法（Magnetic reason——吸引力理由、Avatar——用户画像、Goal——目标、time Indicator——时间指标、Container——载体）为套餐命名。溢价定价能吸引忠诚度更高、留存率更好的客户。

调用： 使用

hundred-million-offers

技能，结合信息收集阶段的当前产品方案和价格（以及已存在的docs/OFFER.md）。要求：给出0-10分评分、价值等式中最薄弱的杠杆、三个带有可信美元价值的异议消除附加福利、一种保证类型，以及一个MAGIC名称。

与用户共同决策： “价格太高”是价格问题还是价值构建问题？是提高价格并添加代操作附加福利，还是保持原价？选择哪三个附加福利？

产出物： 创建或扩展docs/OFFER.md：

## 产品套餐

（元素 | 描述 | 真实价值 | 消除的异议）和

## 定价指标

。更新跟踪文件。

完成标志： OFFER.md包含已评分的Grand Slam Offer、命名附加福利、保证、真实稀缺性和MAGIC名称，且定价决策已记录。

Phase 3 — Manufacture pipeline with outbound (predictable-revenue)

阶段3——通过outbound打造可预测销售线索（predictable-revenue）

Purpose: Build a sales motion you can throttle — turn up to make deals, turn down to pause — instead of waiting for luck.

Brief (fallback): Lead types: Seeds (referrals — highest conversion, slow to build), Nets (inbound — medium), Spears (outbound — predictable, you control volume). Most under-invest in Spears. Specialize roles: SDRs prospect, AEs close, CSMs retain — never the same person prospecting and closing. Cold Calling 2.0: email above the decision-maker for a referral in, no pitch; response runs 9-15% vs 1-3%. Qualify with ANUM (Authority, Need, Urgency, Money). Run pipeline math backward from the revenue goal.

Invoke: Use the

predictable-revenue

skill with the revenue goal, average deal, and win rate from intake, plus the USP and niche from MARKETING.md. Ask for (a) backward pipeline math to emails and SDR count, (b) a four-touch Cold Calling 2.0 sequence, and (c) an ANUM SDR-to-AE handoff.

Decide with the user: Is the revenue goal reachable at current conversion, or adjust the goal or hire? Specialize roles now or stay generalist a while longer? What Seeds/Nets/Spears mix to target?

Artifact: Extend docs/MARKETING.md:

## Outbound Process

(roles, sequences, ANUM qualification, handoff format) with the pipeline math. Update the tracker.

Done when: MARKETING.md holds the pipeline math, the cold-email sequence, and the qualification-plus-handoff, and the goal, hiring, and role decisions are recorded.

目标： 构建可调控的销售流程——调高可获取更多订单，调低可暂停——而非依赖运气。

备选方案（fallback）： 线索类型：Seeds（推荐——转化率最高，构建速度慢）、Nets（ inbound——中等）、Spears（outbound——可预测，可控量）。大多数企业在Spears上投入不足。角色专业化：SDR负责开发潜在客户，AE负责成交，CSM负责留存——绝不能让同一人既开发潜在客户又负责成交。Cold Calling 2.0：向决策者的上级发送邮件请求推荐，而非直接推销；回复率达9-15%，远高于传统方式的1-3%。使用ANUM（Authority——决策权、Need——需求、Urgency——紧迫性、Money——预算）进行资格审核。从收入目标倒推销售线索数量。

调用： 使用

predictable-revenue

技能，结合信息收集阶段的收入目标、平均订单额和赢单率，以及MARKETING.md中的独特卖点（USP）和细分市场。要求：(a) 从收入目标倒推所需邮件数量和SDR人数；(b) 四步Cold Calling 2.0序列；(c) ANUM标准下的SDR到AE的交接流程。

与用户共同决策： 当前转化率下能否达成收入目标？还是需要调整目标或招聘人员？现在就进行角色专业化还是先保持通用角色？目标Seeds/Nets/Spears的比例是多少？

产出物： 扩展docs/MARKETING.md：

## Outbound 流程

（角色、序列、ANUM资格审核、交接格式），包含销售线索计算逻辑。更新跟踪文件。

完成标志： MARKETING.md包含销售线索计算逻辑、冷邮件序列、资格审核与交接流程，且目标、招聘和角色决策已记录。

Phase 4 — Engineer word-of-mouth (contagious)

阶段4——设计口碑传播机制（contagious）

Purpose: Manufacture Seeds on purpose — design shareability into a feature or campaign instead of hoping referrals happen.

Brief (fallback): STEPPS — Social Currency (sharing makes them look good), Triggers (everyday cues that keep you top-of-mind), Emotion (high-arousal: awe, anger, excitement drive sharing; contentment suppresses it), Public (visible usage others imitate), Practical Value (useful enough to pass on), Stories (a narrative retold with the brand baked in). Only ~7% of word-of-mouth is online. Trojan Horse test: if the story survives without your brand named, it failed. Triggers and Practical Value are usually highest-leverage for an existing business.

Invoke: Use the

contagious

skill with a candidate campaign, feature, or the quarterly customer email, plus the niche and avatar from MARKETING.md. Ask for a STEPPS audit scored out of 10 and a redesign that engineers the two weakest-but-highest-leverage drivers.

Decide with the user: Which asset to engineer first? Which one or two STEPPS levers to strengthen (Triggers and Practical Value usually win)?

Artifact: Extend docs/MARKETING.md:

## Word-of-Mouth (STEPPS)

(lever | idea | status), including the chosen Trigger and a Trojan-Horse story that passes the retell test. Update the tracker.

Done when: MARKETING.md holds a STEPPS table with at least one engineered Trigger and a brand-embedded story, and the user chose the asset and levers.

目标： 主动打造Seeds线索——将可分享性设计为产品功能或营销活动的一部分，而非被动等待推荐。

备选方案（fallback）： STEPPS原则——Social Currency（社交货币：分享能让用户显得更优秀）、Triggers（触发点：日常线索让品牌保持在用户心智中）、Emotion（情感：高唤醒情绪——敬畏、愤怒、兴奋推动分享；满足感抑制分享）、Public（公开性：可见的使用场景会被他人模仿）、Practical Value（实用价值：足够有用才会被传播）、Stories（故事：嵌入品牌的叙事会被反复传播）。仅约7%的口碑传播发生在线上。特洛伊木马测试：如果故事在不提及品牌的情况下仍能被传播，说明失败。触发点和实用价值通常是现有企业的最高杠杆点。

调用： 使用

contagious

技能，结合候选营销活动、产品功能或季度客户邮件，以及MARKETING.md中的细分市场和用户画像。要求：进行STEPPS审核并给出0-10分评分，重新设计以强化两个最薄弱但杠杆最高的驱动因素。

与用户共同决策： 首先优化哪个资产？强化哪一个或两个STEPPS杠杆（通常触发点和实用价值是最佳选择）？

产出物： 扩展docs/MARKETING.md：

## 口碑传播（STEPPS）

（杠杆 | 想法 | 状态），包含选定的触发点和通过复述测试的品牌嵌入故事。更新跟踪文件。

完成标志： MARKETING.md包含STEPPS表格，至少有一个设计好的触发点和嵌入品牌的故事，且用户确认了资产和杠杆选择。

Phase 5 — Build persuasion into every surface (influence-psychology)

阶段5——在所有触点植入说服力（influence-psychology）

Purpose: Lift conversion on the surfaces that already have traffic — pricing page, testimonials, checkout — without spending more on acquisition.

Brief (fallback): Seven principles layer: Reciprocity, Commitment and Consistency, Social Proof, Authority, Liking, Scarcity, Unity. Specifics matter: exact numbers beat vague ("2,347 firms" beats "thousands"), negative social proof backfires, admitting a weakness raises authority, newly-scarce beats always-scarce (loss framing). Persuasion helps people see value they would appreciate anyway; manipulation tricks them against their interest — the line the skill enforces.

Invoke: Use the

influence-psychology

skill with the pricing page, testimonial block, or checkout flow, plus the offer from docs/OFFER.md. Ask for an audit naming which of the seven principles are present and missing, a score out of 10, rewritten weak spots, and an ethics check on every tactic.

Decide with the user: Which surface to fix first? Which principles to add where? Confirm every scarcity and proof claim is real — a tactic that fails the ethics check gets replaced with one using evidence you have, never faked.

Artifact: Extend docs/OFFER.md: under

## Offer Stack

add

### Persuasion Audit

(principle | present? | fix) and

### Proof & Social Proof

(concrete testimonials + placement where objections peak). Update the tracker.

Done when: OFFER.md holds a scored persuasion audit, rewritten proof placed where objections peak, and every claim verified true.

目标： 在已有流量的触点上提升转化率——定价页面、客户见证、结账流程——无需增加获客投入。

备选方案（fallback）： 七大原则叠加：Reciprocity（互惠）、Commitment and Consistency（承诺与一致）、Social Proof（社会认同）、Authority（权威）、Liking（喜好）、Scarcity（稀缺）、Unity（联结）。细节至关重要：精确数字优于模糊表述（“2347家企业”优于“数千家”），负面社会认同会产生反效果，承认弱点能提升权威感，新增稀缺性优于持续稀缺性（损失框架）。说服力帮助用户发现他们本会认可的价值；操纵则是欺骗用户违背自身利益——本技能会严格区分两者。

调用： 使用

influence-psychology

技能，结合定价页面、客户见证模块或结账流程，以及docs/OFFER.md中的产品方案。要求：进行审核，指出七大原则中哪些存在、哪些缺失，给出0-10分评分，重写薄弱环节，并对每个策略进行伦理检查。

与用户共同决策： 首先优化哪个触点？在何处添加哪些原则？确认所有稀缺性和证明声明均真实——未通过伦理检查的策略需替换为使用现有真实证据的策略，绝不能造假。

产出物： 扩展docs/OFFER.md：在

## 产品套餐

下添加

### 说服力审核

（原则 | 是否存在 | 改进方案）和

### 证明与社会认同

（具体客户见证 + 异议高发位置的放置）。更新跟踪文件。

完成标志： OFFER.md包含已评分的说服力审核、重写后的异议高发位置证明，且所有声明均已验证为真实。

Phase 6 — Cross the chasm to the mainstream (crossing-the-chasm)

阶段6——跨越鸿沟触达主流市场（crossing-the-chasm）

Purpose: Make the jump from enthusiasts to pragmatists — target one beachhead, assemble the whole product, and reposition for "it just works."

Brief (fallback): Early adopters (visionaries) tolerate rough edges and buy the vision; the early majority (pragmatists) want proven solutions, references from peers, and a complete product. The D-Day strategy: dominate one narrow beachhead — urgent expensive pain, reachable channel, members who talk to each other — then expand from strength. Assemble the whole product (integrations, onboarding, migration, support), partnering for gaps. "Revolutionary" becomes "proven solution for [problem]"; "be first" becomes "join 500 firms like yours."

Invoke: Use the

crossing-the-chasm

skill with the PVP niche from MARKETING.md as the beachhead candidate. Ask for a go-to-market score out of 10, a whole-product gap analysis, and positioning rewritten for pragmatists using Moore's formula.

Decide with the user: Confirm the beachhead (urgent pain, reachable channel, members who talk to each other)? Which whole-product gaps to build vs partner for? Adopt the pragmatist repositioning?

Artifact: Extend docs/STRATEGY.md:

## Beachhead

and

## Whole-Product Checklist

(- [ ] gap (owner, priority)); and extend docs/CUSTOMER.md:

## Segments & Best-Fit Customer

with the pragmatist beachhead. Update the tracker.

Done when: STRATEGY.md names the beachhead and a checklisted whole-product gap list, CUSTOMER.md records the pragmatist segment, and the build/partner and repositioning decisions are recorded.

目标： 从早期尝鲜者转向实用主义买家——聚焦一个滩头市场，整合完整产品，重新定位为“可靠好用”。

备选方案（fallback）： 早期尝鲜者（远见者）能容忍产品缺陷，为愿景买单；早期大众（实用主义者）需要成熟的解决方案、同行推荐和完整的产品。D-Day策略：深耕一个狭窄的滩头市场——痛点迫切且代价高、触达渠道可行、用户间有交流——然后逐步扩展。整合完整产品（集成、 onboard、迁移、支持），通过合作弥补缺口。将“革命性”重新定位为“针对[问题]的成熟解决方案”；将“率先体验”重新定位为“加入500家与你类似的企业”。

调用： 使用

crossing-the-chasm

技能，结合MARKETING.md中的PVP细分市场作为滩头市场候选。要求：给出0-10分的上市策略评分、完整产品缺口分析，以及使用Moore公式为实用主义者重新撰写的定位。

与用户共同决策： 确认滩头市场（痛点迫切、触达可行、用户间有交流）？哪些完整产品缺口自行构建，哪些通过合作弥补？采用实用主义者的重新定位？

产出物： 扩展docs/STRATEGY.md：

## 滩头市场

和

## 完整产品清单

（- [ ] 缺口（负责人、优先级））；扩展docs/CUSTOMER.md：

## 细分市场与最佳匹配客户

，包含实用主义者滩头市场。更新跟踪文件。

完成标志： STRATEGY.md明确了滩头市场和带复选框的完整产品缺口清单，CUSTOMER.md记录了实用主义者细分市场，且构建/合作和重新定位决策已记录。

Phase 7 — Turn customers into a compounding network (cold-start-problem)

阶段7——将客户转化为复利网络（cold-start-problem）

Purpose: Formalize the referral square and word-of-mouth into a self-reinforcing loop where the network does the acquiring.

Brief (fallback): Network effects are a liability before an asset; they grow by saturating one tiny complete network at a time, not by launching broadly. Atomic network: the smallest self-sustaining unit (one firm, one city) — over-deliver until dense, then replicate with a playbook. The hard side: the minority who do the disproportionate work and are hardest to keep — build for them first. Tipping playbook: invite-only mechanics and two-sided referral incentives import each new user along an existing relationship.

Invoke: Use the

cold-start-problem

skill with the product's multiplayer or shared dimension and the referral square from MARKETING.md. Ask for a defined atomic network, the hard side and what retains them, and a two-sided referral/invite loop with real (never faked) incentives, scored out of 10.

Decide with the user: Which atomic-network unit (firm / city / practice area)? Who is the hard side and why do they stay? What real incentive does each side of the referral get?

Artifact: Extend docs/MARKETING.md:

## Referral & Invite Mechanics

with the atomic network, the hard side, and the two-sided loop. Update the tracker.

Done when: MARKETING.md holds a defined atomic network, the hard side, and a two-sided referral loop with real incentives, and density (not signup) metrics are named for Phase 8.

目标： 将推荐环节和口碑传播正式化为自我强化的循环，让网络自身完成用户获取。

备选方案（fallback）： 网络效应在成为资产前是一种负担；它的增长需要先饱和一个个小型完整网络，而非广泛推广。原子网络：最小的自我维持单元（一家企业、一座城市）——过度交付直到网络密度足够，然后用模板复制。困难侧：少数贡献大部分工作且最难留存的用户——优先为他们构建产品。引爆模板：邀请制机制和双向推荐激励，通过现有关系引入新用户。

调用： 使用

cold-start-problem

技能，结合产品的多人协作或共享属性，以及MARKETING.md中的推荐环节。要求：定义原子网络、困难侧用户及其留存原因，以及带有真实（绝不造假）激励的双向推荐/邀请循环，并给出0-10分评分。

与用户共同决策： 选择哪种原子网络单元（企业/城市/业务领域）？困难侧用户是谁，为什么他们会留存？推荐双方分别获得哪些真实激励？

产出物： 扩展docs/MARKETING.md：

## 推荐与邀请机制

，包含原子网络、困难侧用户和双向循环。更新跟踪文件。

完成标志： MARKETING.md包含定义好的原子网络、困难侧用户和带真实激励的双向推荐循环，且为第8阶段指定了密度（而非注册量）指标。

Phase 8 — Point everything at the one metric that matters (lean-analytics)

阶段8——聚焦唯一核心指标（lean-analytics）

Purpose: Cut the dashboard to the single number that says whether the riskiest part of the business is working, and let it gate every experiment.

Brief (fallback): A good metric is comparative, a ratio or rate (not an ever-growing total), and behavior-changing — if it will not change a decision, stop measuring it. Cumulative up-and-to-the-right charts are the vanity tell. OMTM = intersection of business model (SaaS: churn, MRR, LTV:CAC, time-to-value) and stage (Empathy, Stickiness, Virality, Revenue, Scale). Pair it with a counter-metric so it cannot be gamed; draw a line in the sand — target, date, pre-committed miss-response. Cohort and segment, because blended averages hide the truth.

Invoke: Use the

lean-analytics

skill with the current metric list, business model, and stage. Ask for which metrics are vanity, the OMTM derived from model and stage, a counter-metric, and a one-screen dashboard (OMTM big, 4-6 supporting metrics small).

Decide with the user: Which stage are we in? What is the OMTM and its counter-metric? What line in the sand — target number, date, and what we do if we miss?

Artifact: Create or extend docs/METRICS.md:

## Stage & One Metric That Matters

## KPI Definitions

## Baselines & Targets

## Funnel

, and

## Cohort Notes

. Update the tracker.

Done when: METRICS.md names the OMTM, its counter-metric, the line in the sand, and a cohorted funnel, and vanity metrics are flagged.

目标： 将仪表盘简化为唯一能反映业务最风险部分是否有效的指标，并让该指标成为所有实验的准入门槛。

备选方案（fallback）： 好的指标具有可比性、是比率或速率（而非持续增长的总数）、能改变行为——若无法改变决策，停止测量。持续上升的累计图表是虚荣指标的标志。OMTM（One Metric That Matters）= 商业模式（SaaS： churn、MRR、LTV:CAC、价值实现时间）与阶段（共情、粘性、病毒性、收入、规模化）的交集。搭配反指标以防止指标被操纵；设定明确目标——数值、日期、未达成时的预设应对方案。进行群组和细分分析，因为混合平均值会掩盖真相。

调用： 使用

lean-analytics

技能，结合当前指标列表、商业模式和阶段。要求：指出哪些是虚荣指标、基于模式和阶段推导的OMTM、反指标，以及单屏仪表盘（OMTM放大显示，4-6个辅助指标小屏显示）。

与用户共同决策： 我们处于哪个阶段？OMTM及其反指标是什么？设定哪些明确目标——数值、日期、未达成时的应对方案？

产出物： 创建或扩展docs/METRICS.md：

## 阶段与唯一核心指标

、

## KPI定义

、

## 基准与目标

、

## 转化漏斗

和

## 群组分析说明

。更新跟踪文件。

完成标志： METRICS.md明确了OMTM、反指标、明确目标和群组转化漏斗，且虚荣指标已被标记。

Phase 9 — Stop discounting, capture the value you create (negotiation)

阶段9——停止打折，获取创造的价值（negotiation）

Purpose: Hold price in high-stakes conversations so the value the engine built lands in the bank instead of being discounted away.

Brief (fallback): The path to yes runs through empathy and being understood, not logic or compromise — and never split the difference: no deal beats a bad deal, because a pressured discount trains every future customer to ask. Tactical empathy and labeling name the other side's concern first; calibrated questions ("how am I supposed to do that at that price?") make them solve your problem; the accusation audit preempts objections; the Ackerman method holds price in decreasing increments to precise non-round numbers, closing with a non-monetary concession.

Invoke: Use the

negotiation

skill with a specific upcoming high-stakes conversation (a renewal at risk, a procurement squeeze, an enterprise deal). Ask for an accusation audit, five calibrated questions, an Ackerman plan (target, decreasing increments, non-monetary concession), and Black-Swan hypotheses.

Decide with the user: Which conversation to prepare? What is the Ackerman target and the walk-away? Which non-monetary concessions can substitute for a discount?

Artifact: Extend docs/OFFER.md: under

## Price Metric

add

### Price-Holding Playbook

(accusation audit, calibrated questions, Ackerman plan). Update the tracker.

Done when: OFFER.md holds a reusable price-holding playbook, the next negotiation is prepped, and the target, walk-away, and concession list are recorded.

目标： 在高风险对话中坚守价格，让增长引擎创造的价值进入企业账户而非通过打折流失。

备选方案（fallback）： 达成共识的路径是共情和被理解，而非逻辑或妥协——绝不要折中：没有交易比糟糕的交易更好，因为被迫打折会让未来所有客户都要求打折。战术共情和标签化先说出对方的顾虑；校准问题（“这个价格我该怎么操作？”）让对方解决你的问题；指责审计提前预判异议；Ackerman方法通过逐步降低的精确非整数价格坚守定价，最后用非货币让步达成交易。

调用： 使用

negotiation

技能，结合即将到来的具体高风险对话（面临流失的续约、采购挤压、企业级交易）。要求：进行指责审计、五个校准问题、Ackerman计划（目标、逐步降低的价格、非货币让步），以及黑天鹅假设。

与用户共同决策： 准备哪个对话？Ackerman目标和底线是什么？哪些非货币让步可以替代打折？

产出物： 扩展docs/OFFER.md：在

## 定价指标

下添加

### 价格坚守手册

（指责审计、校准问题、Ackerman计划）。更新跟踪文件。

完成标志： OFFER.md包含可复用的价格坚守手册，下一次谈判已准备就绪，且目标、底线和让步清单已记录。

Optional Phases

可选阶段

Skill	Add when	Artifact
monetizing-innovation	pricing was never tested against willingness to pay	Extends docs/OFFER.md
good-strategy-bad-strategy	growth efforts scatter because there is no kernel	Extends docs/STRATEGY.md
traction-eos	execution rhythm cannot keep up with growth plans	Extends docs/OPERATIONS.md
scorecard-marketing	lead generation needs a quiz or assessment funnel	Extends docs/MARKETING.md
made-to-stick	the referral message is forgettable	Extends docs/POSITIONING.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	适用场景	产出物
monetizing-innovation	定价从未根据用户支付意愿测试	扩展docs/OFFER.md
good-strategy-bad-strategy	增长工作分散，缺乏核心策略	扩展docs/STRATEGY.md
traction-eos	执行节奏跟不上增长计划	扩展docs/OPERATIONS.md
scorecard-marketing	线索生成需要测验或评估漏斗	扩展docs/MARKETING.md
made-to-stick	推荐信息容易被遗忘	扩展docs/POSITIONING.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和使用每个列出的技能；在适用场景首次出现时插入。

Common Mistakes

常见错误

Mistake	Fix
Optimizing the funnel before fixing the offer	Run Phase 2 ( `hundred-million-offers` ) against pricing before touching the funnel — the offer is the bigger lever.
Treating the nine skills as a buffet	Keep the order; Phase 1 sets the shared target every later phase reads (PVP niche → beachhead, USP → cold email, referral square → network loop).
Marketing to pragmatists like early adopters	Reframe as proven evolution via Phase 6 ( `crossing-the-chasm` ) — "proven solution", "join 500 firms", not "revolutionary".
Faking scarcity, social proof, or guarantees	Use real inventory, real numbers, real deadlines; the frameworks work without the fake version (Operating Rule 8).
Celebrating vanity metrics	Watch the one ratio that matters — Phase 8 ( `lean-analytics` ) flags cumulative up-and-to-the-right charts as decoration.
Building outbound on a leaky bucket	Let Phase 8's stickiness metric gate acquisition spend; if retention is broken, run improve-business first.

错误	解决方案
在优化漏斗前未修复产品方案	在调整漏斗前先运行第2阶段（ `hundred-million-offers` ）优化定价——产品方案是更大的杠杆。
将九个技能视为自助餐随意选择	保持阶段顺序；第1阶段设定了后续所有阶段依赖的统一目标（PVP细分市场→滩头市场，USP→冷邮件，推荐环节→网络循环）。
用对待早期尝鲜者的方式营销给实用主义者	通过第6阶段（ `crossing-the-chasm` ）重新定位为成熟解决方案——使用“成熟解决方案”、“加入500家企业”等表述，而非“革命性”。
伪造稀缺性、社会认同或保证	使用真实库存、真实数字、真实截止日期；框架无需造假即可生效（操作规则8）。
庆祝虚荣指标	关注唯一重要的比率——第8阶段（ `lean-analytics` ）将持续上升的累计图表标记为装饰。
在漏斗存在漏洞时构建outbound流程	让第8阶段的粘性指标成为获客投入的准入门槛；若留存存在问题，先运行improve-business技能。

Completing the Journey

旅程完成

Exit checklist:

MARKETING.md: nine squares filled and scored, with the outbound process, STEPPS levers, and a two-sided referral loop
OFFER.md: a scored Grand Slam Offer, a persuasion audit, and the price-holding playbook
STRATEGY.md names a beachhead with a whole-product checklist; CUSTOMER.md records the pragmatist segment
METRICS.md names the OMTM, its counter-metric, and the line in the sand
GROW-BUSINESS-PLAN.md: every phase
```
done
```
or
```
skipped: reason
```
, with Key Decisions logged

Close the tracker: every phase

done

skipped: reason

, and Next Actions carried into the artifacts as owned checkboxes. Growth without retention is a leaky bucket — before pouring more pipeline in, confirm Phase 8's stickiness metric is holding. Then route forward:

When growth stalls because the fundamentals underneath it are broken — retention, churn, operational drag — continue with the
```
improve-business
```
skill.
When the product itself must carry the growth loops — in-app referrals, network features, instrumentation — continue with the
```
grow-app
```
skill.

退出清单：

MARKETING.md：九个环节已填充并评分，包含outbound流程、STEPPS杠杆和双向推荐循环
OFFER.md：已评分的Grand Slam Offer、说服力审核和价格坚守手册
STRATEGY.md明确了带完整产品清单的滩头市场；CUSTOMER.md记录了实用主义者细分市场
METRICS.md明确了OMTM、反指标和明确目标
GROW-BUSINESS-PLAN.md：所有阶段标记为
```
done
```
或
```
skipped: reason
```
，关键决策已记录

关闭跟踪文件：所有阶段标记为

done

或

skipped: reason

，下一步行动作为带负责人的复选框写入产出物。没有留存的增长是漏斗漏水——在投入更多销售线索前，确认第8阶段的粘性指标稳定。之后可转向：

若增长因底层基础（留存、 churn、运营阻力）问题停滞——继续使用
```
improve-business
```
技能。
若产品本身需要承载增长循环——如应用内推荐、网络功能、数据埋点——继续使用
```
grow-app
```
技能。