「strategic」の検索結果

The Eterdis Strategy Diagnostic — an AI-guided conversation that helps leadership teams understand their strategic situation before committing to a direction. This is the entry point skill. It runs an open-ended discovery conversation, detects which strategic frameworks are most relevant, and produces a strategy-ready brief. Use this skill when someone asks for a general strategic assessment, when they don't know which framework they need, when they want to "figure out where we stand," or when they're preparing for a strategy engagement. This skill orchestrates other Eterdis skills — it does not replace them. Triggers on: "help me think through our strategy," "where should we start," "we need to figure out what's going on," "strategic health check," "prepare for a strategy review," or any open-ended request for strategic thinking. Based on 20 years of consulting practice by Eterdis (eterdis.com).

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戦略企画の専門スキル。中期経営計画、新規事業企画、事業ポートフォリオ分析を支援。 SWOT/PEST/Porter 5F分析、ビジネスモデルキャンバス、BCG/GE/Ansoffマトリクスなど MBA標準の戦略フレームワークを活用した体系的な戦略立案を行う。 Use when creating strategic plans, business proposals, portfolio analysis, or when applying strategic frameworks like SWOT, PEST, Porter's Five Forces, BCG Matrix. Triggers include「中期経営計画」「戦略企画」「事業ポートフォリオ」「SWOT分析」 「新規事業企画」「ビジネスモデル」「競争戦略」「成長戦略」

Conduct strategic analysis using Porter's Five Forces, PESTEL, and SWOT frameworks. Assess competitive dynamics, macro environment, and internal capabilities. Synthesize into strategic implications with ranked options. Use when entering new markets, evaluating competitive position, or strategic planning.

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Use when a startup is approached by a prospective partner and someone has to decide should we sign this partner, at what partner tier (referral / reseller / OEM / SI-consulting / strategic alliance), with what joint GTM commitment, and at what revshare. Classifies partner tier from independent-demand evidence vs. preferential-terms hunting, designs a 90-day joint GTM plan, models revshare against direct-sale margin, and surfaces kill criteria for unwinding under-performing partnerships. For Head of Partnerships, Head of BD, and Founder-CEOs doing reseller agreement, OEM deal, or strategic alliance review — not technical sale enablement, not channel cost economics, not M&A.

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This skill covers game-theoretic methods in structural econometrics and industrial organization. Use when the user is working with strategic interactions, equilibrium analysis, or game-theoretic structural models — including entry games, conduct testing, auction models with strategic bidding, bargaining, or matching markets. Triggers on "Nash equilibrium", "subgame perfect", "best response", "strategic interaction", "entry game", "conduct testing", "auction", "mechanism design", "matching market", "bargaining", "BNE", "Bayesian Nash", "static game", "dynamic game", "repeated game", "multiple equilibria", "equilibrium selection", "discrete game", "oligopoly", "game-theoretic", "player", "payoff", "strategy", "dominant strategy", "Bresnahan-Reiss", "Ciliberto-Tamer", "partial identification", "set identification", or markup test.

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ACTIVATE when developing long-term strategy, setting OKRs, creating vision statements, building SWOT analyses, designing strategic frameworks, defining company direction, planning multi-year initiatives, or aligning organizational strategy with business goals. Executive must think through market positioning, competitive advantage, and measurable strategic objectives.

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Structures strategic alternatives analysis with status quo, sale, merger, spin-off, and recapitalization scenario comparison. Use when evaluating strategic options, preparing board-level alternatives, or analyzing corporate transformations.

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Specialized business strategy prompt methodology for Claude. Provides 11 tested approaches (3 identity, 4 reasoning, 4 output formats) for consulting, M&A, corporate strategy, and strategic planning tasks. Use when building prompts for deal evaluation, due diligence, portfolio strategy, business model analysis, board narratives, investment cases, market entry plans, or strategic options assessments. Trigger on: "build a prompt for M&A analysis," "due diligence prompt," "board narrative," "investment case," "market entry strategy," "strategic options," "portfolio strategy prompt," "business model analysis prompt," "consulting-style analysis." Do NOT use for evaluating or scoring existing prompts (use rootnode-prompt-validation if available) or for auditing Claude Projects (use rootnode-project-audit if available).

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"Conduct SWOT analysis with TOWS matrix for strategic planning. Use this skill when the user needs to evaluate a company, product, or project by identifying strengths, weaknesses, opportunities, and threats, or wants to generate strategic options from internal and external factors. Also use when the user mentions competitive positioning, strategic assessment, or asks 'what are our advantages and risks', even without naming SWOT explicitly.".

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Wardley Mapping for strategic positioning — map your value chain from customer need to underlying components, plot where each component sits on the evolution curve (novel to commodity), and spot the strategic plays that movement creates. Use this skill when someone wants to understand where their industry is heading, whether they're building things they should be buying, where competitors are vulnerable, what's about to become commoditised, or why their competitive advantage is eroding. Triggers on questions about build-vs-buy, component evolution, value chain analysis, commoditisation risk, or strategic positioning relative to market movement. Three modes — full diagnostic (build a map from scratch), review (update positions and reassess), and alert triggers (set tripwires for when components move). Based on practice by Eterdis (eterdis.com).

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Monthly strategic review playbook. Chains pipeline-review + campaign-analyzer + win-loss-analyzer + gtm-analyzer. Outputs executive summary with KPIs, channel ROI, competitive shifts, and strategic recommendations.

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絞り込んだ競合を九つの観点で採点し、根拠付きの比較カードと戦略の二軸図に整理するスキル。各社の強みや、自社が狙う領域の競合を確認します。

• 競合を共通の基準で比較したいとき
• 出典付きの競合紹介カード作成
• 戦略の二軸で競合を配置したいとき

採点済みの競合情報を、市場マップや比較表、差別化の余地、優先施策を含むレポートにまとめます。経営層への報告や、チームで競争方針を決める場面に役立ちます。

• 経営層や取締役会向けの競合報告
• 完成済み競合プロフィールの統合
• 差別化の余地と競合脅威の検討

Framework for building competitive landscape decks — market positioning, competitor deep-dives, comparative analysis, strategic synthesis. Use when the user asks for a competitive landscape, competitor analysis, peer comparison, market positioning assessment, strategic review, or investment memo deck. Also triggers on "who are the competitors to X", "benchmark X against peers", "build a market map", or any request to systematically evaluate competitive dynamics across an industry.

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Build and organize a universe of potential acquirers for sell-side M&A processes. Identifies strategic and financial buyers, assesses fit, and prioritizes outreach. Use when preparing for a sell-side mandate, building a buyer universe, or evaluating potential partners. Triggers on "buyer list", "buyer universe", "potential acquirers", "who would buy this", "strategic buyers", or "financial sponsors".

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Strategic product leadership toolkit for Head of Product including OKR cascade generation, market analysis, vision setting, and team scaling. Use for strategic planning, goal alignment, competitive analysis, and organizational design.

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Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Includes strategy analyzer, financial scenario modeling, board governance frameworks, and investor relations playbooks. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.

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Read a book, article, transcript, or case study through the lens of a specific strategic problem you're facing. Produces an applied playbook that maps the source onto the problem and gives short/medium/long-term recommendations. NOT for general book summaries.

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This skill should be used when scientists need help with research problem selection, project ideation, troubleshooting stuck projects, or strategic scientific decisions. Use this skill when users ask to pitch a new research idea, work through a project problem, evaluate project risks, plan research strategy, navigate decision trees, or get help choosing what scientific problem to work on. Typical requests include "I have an idea for a project", "I'm stuck on my research", "help me evaluate this project", "what should I work on", or "I need strategic advice about my research".

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/cs:brief <topic> — Generate a one-page strategy brief from an office-hours intake. First step in the strategic sprint pipeline. Use when a strategic question needs to be framed before boardroom deliberation — e.g. locking options, assumptions, and success criteria for a pricing change or a market-entry decision.

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Multi-agent board meeting protocol for strategic decisions. Runs a structured 6-phase deliberation: context loading, independent C-suite contributions (isolated, no cross-pollination), critic analysis, synthesis, founder review, and decision extraction. Use when the user invokes /cs:boardroom, calls a board meeting, or wants structured multi-perspective executive deliberation on a strategic question.

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Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, fundraising, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.

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Transform an output-focused roadmap into an outcome-focused one that communicates strategic intent. Rewrites initiatives as outcome statements reflecting user and business impacts. Use when shifting to outcome roadmaps, making a roadmap more strategic, or rewriting feature lists as outcomes.

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P10 CTO mode — define strategic direction, design org topology, manage P9 teams. Use when user says 'CTO模式', 'P10', '战略规划', '架构委员会', or when facing cross-team architectural decisions. Produces: strategic input templates + org design.

日本語の概要は準備中です。原文の説明を表示しています。