Decides whether and how to enter a new market — sizing demand from the bottom up rather than from a market report, testing whether your advantage transfers, choosing between organic entry, partnership and acquisition, sequencing the operational and regulatory work that entry actually requires, and setting the criteria that would tell you to stop. Use this to evaluate a new geography, segment or vertical, pressure-test an entry plan, or work out why a launched market never reached scale.
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Entry decisions are usually made on the size of the opportunity and lost on the cost of serving it. The market was real; what was underestimated was everything required to operate there.
A market report gives you a number that includes companies who will never buy from you. Build the estimate from countable things: how many organizations fit your profile, how many have the problem acutely, what they spend on it today, what share you could plausibly hold in a defined period.
Use a top-down figure only as a sanity check. If bottom-up and top-down differ by an order of magnitude, one of them contains an assumption nobody has stated, and finding it is the most valuable hour in the analysis.
The question is not whether the market is attractive — attractive markets are attractive to everyone, including incumbents already there. The question is what you have that wins.
Advantages transfer unevenly. Product capability usually transfers. Brand rarely does across geographies. Distribution and relationships almost never do. Cost structure may invert entirely. An entry justified by "we are strong in the adjacent market" needs to name the specific thing that carries over, and it is usually less than assumed.
Ask why the incumbent has not already done what you plan to do. Either they cannot, which is your advantage, or they have found it does not work, which is your warning.
Ask what each mode costs to unwind. Organic entry can be stopped. A distribution agreement with a long term and exclusivity cannot, and a bad partner can foreclose the market for years.
This is where entry plans are optimistic. Entity setup and tax registration, employment obligations, data residency and privacy regimes, sector licensing, payment methods and currency, local-language support hours, contract terms that differ from your standard, and localized documentation.
Each is individually manageable and collectively a program. Get someone who has actually operated in the market to review the list before committing, because the item you have not thought of is usually the expensive one.
Enter narrowly enough that failure is affordable and informative: one segment, one channel, a small number of reference customers. A full launch commits the spend before you know whether the thesis holds.
Define what you are trying to learn and what result would count as the thesis failing. Entry without a disconfirming condition becomes a market you stay in because you are already there.
Write down what would have to be true by when, and what you will do if it is not. Markets rarely fail loudly; they underperform quietly while absorbing management attention that the core business was producing better returns on.
Review against the criteria on the date, not when someone finally raises it.
references/sources.md in this skill lists the outside authorities that settle the questions
here — what each one is authoritative for, and what you may do with it. Check them before
answering on anything they cover, and cite what you used. Most are free to read and not free
to reproduce; the use note on each is binding.
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概要と使いどころ
Designs and audits who can reach what — authentication, authorization models, privileged access, service credentials, and joiner-mover-leaver process. Use this to design a permissions model, run an access review, reduce standing privilege, handle offboarding, set up SSO or MFA, manage service and machine credentials, or diagnose why permissions have sprawled.
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。
Concentrates marketing and sales effort on a named set of accounts rather than on volume — qualifying whether the model fits your economics at all, building the account list and the buying group inside each, tiering effort against account value, coordinating so the account experiences one campaign rather than several, and measuring account progression instead of leads. Use this to decide whether to run an account-based program, build one, or work out why an existing one produces activity and no pipeline.
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。
Gets new users from signup to first real value — signup flow, onboarding, time-to-value, and the early experience that determines whether someone becomes a user or a lapsed account. Use this to design or fix signup and onboarding, diagnose why signups do not convert to active use, reduce time-to-value, or decide what a new user must accomplish first.
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。
Designs orchestrator-and-subagent hierarchies for a repository — splitting agents by exclusive write surface, pairing every producer with an independent auditor, and enforcing the split with a script that runs in CI. Use this whenever the user wants to set up, expand, audit, or fix a multi-agent or subagent structure for a codebase; asks how to divide work between agents; wants agent charters, roles, or a surface map written; or is hitting agents that collide on the same files, review their own work, or drift from their remit. Also use when sizing a roster or deciding whether a new agent is justified.
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。
Governs models and AI systems in production — intended use, evaluation, monitoring, human oversight, documentation, and the decision to deploy or retire. Use this before deploying a model or AI feature, when defining evaluation criteria, when a model's behavior has drifted, when assessing AI risk or regulatory exposure, or when deciding whether an AI system is fit for a consequential decision.
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。
Produces executive-level research — market sizing, competitor mapping, trend analysis, and strategic intelligence — grounded in cited sources with the confidence in each claim made explicit. Use this to analyze a market or industry, map competitors, evaluate a market-entry or build-versus-buy decision, produce a research brief, or assemble evidence for a decision. Also use when comparing options that need a structured, evidence-based verdict rather than an opinion.
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。