Product Type Classification

Position in HORIZON workflow: v0.2 Competitive Landscape → v0.2 Product Type Classification → v0.3 Outcome Definition

Consumes

This skill requires prior work from v0.2:

• Landscape map artifact (from Competitive Landscape Mapping) — Current behavior documentation, feature matrix, competitor analysis
• CFD-* entries (competitive intelligence, from Competitive Landscape Mapping) — Evidence from 3+ direct competitors + adjacent solutions
• BR-* positioning rules (from Competitive Landscape Mapping) — Constraints derived from competitive analysis

This skill assumes v0.2 Competitive Landscape is complete with documented landscape analysis.

Produces

This skill creates/updates:

• BR-* entries (product type classification) — Decision record showing which of the six types this product is
• BR-* entries (GTM constraints inherited from type) — Pricing, channel, scope, and timeline implications of the chosen type
• Product type artifact — Named decision: "We are building a [Type] product because [specific evidence from landscape]"

Example product type classification entry:

BR-042: Product Type Classification

Type: Classification Decision
Date: 2026-02-01
Confidence: 70% (source: competitive-landscape-analysis + 3-customer-interviews)

Classification: UNDERCUT
Rationale: All 3 direct competitors (Notion, Linear, Figma) serve enterprise/mid-market first; SMB segment underserved. We can deliver 80% of feature set at 40% price for SMB-specific workflows.

Evidence:
  - CFD-015 (landscape): "All competitors start at $50/user/month enterprise pricing"
  - CFD-018 (landscape): "3 SMB teams using workarounds because pricing doesn't fit budget"
  - CFD-001 (value hypothesis): "$12,500/year value for 5 core features only"

GTM Constraints (inherited):
  - Pricing: Must be <$200/user/month to justify switching
  - Channel: Direct sales to SMB, not marketplace/enterprise
  - Scope: Ruthlessly cut features; 5 core + 3 differentiators max
  - Timeline: Fast iteration with SMB feedback; can't outspend enterprise marketing

Six Product Types

Type	Definition	When Evidence Shows
Clone	Copy proven product, execute better	Leader validated market; weak moat; execution gap
Unbundle	Extract one category from horizontal platform	Multi-category platform does your thing poorly
Undercut	Same product, simpler + cheaper for niche	Tool overserves broad market; 60%+ price gap possible
Slice	Plugin/extension in existing ecosystem	Platform has marketplace; users already there
Wrapper	AI/API layer on existing data/tools	Middleware gap between tools; data accessible
Innovation	New solution to known problem	Existing approaches fundamentally broken; high pain

Classification Decision Flow

START: What does v0.2 Competitive Landscape show?

Q1: Is there a dominant horizontal platform doing many things?
    YES → Does it do YOUR thing poorly? 
          YES → UNBUNDLE (extract the vertical)
          NO → Continue to Q2
    NO → Continue to Q2

Q2: Is there a single-purpose leader with validated market?
    YES → Can you price 60%+ lower for a niche?
          YES → UNDERCUT
          NO → Can you execute better (speed/UX)?
                YES → CLONE
                NO → Continue to Q3
    NO → Continue to Q3

Q3: Does target customer live in a platform ecosystem?
    YES → Does platform have marketplace/app store?
          YES → SLICE (build extension)
          NO → Continue to Q4
    NO → Continue to Q4

Q4: Is there a data/API integration gap between tools?
    YES → Is the data accessible (API/scraping)?
          YES → WRAPPER
          NO → Continue to Q5
    NO → Continue to Q5

Q5: Are existing solutions fundamentally broken?
    YES → Is pain severe enough for education investment?
          YES → INNOVATION
          NO → Reconsider market
    NO → Reconsider market or revisit Q1-Q4

Evidence Requirements Per Type

Type	Required Evidence (from v0.2 Landscape)	Confidence Threshold
Clone	Revenue proof + feature gap + weak moat	Medium (50%+)
Unbundle	Platform size + category neglect + user complaints	Medium (50%+)
Undercut	Price benchmarks + niche pain + simplification path	High (70%+)
Slice	Platform MAU + marketplace presence + integration docs	High (70%+)
Wrapper	API availability + use case validation + cost model	High (70%+)
Innovation	Failed alternatives + severe pain + budget evidence	Very High (85%+)

Output Template

After classification, create these entries:

BR-XXX: Product Type Classification

Type: [Clone | Unbundle | Undercut | Slice | Wrapper | Innovation]
Confidence: [X]%
Primary Evidence: [CFD-XXX reference]
Classification Rationale: [2-3 sentences]

BR-XXX: GTM Constraints (inherited from type)

Pricing Constraint: [See references/gtm-constraints.md]
Channel Constraint: [See references/gtm-constraints.md]
Scope Constraint: [See references/gtm-constraints.md]
Timeline Implication: [See references/gtm-constraints.md]

Anti-Patterns to Avoid

1. Claiming Innovation when it's really Clone: If competitor exists with revenue, you're not innovating
2. Undercut without price evidence: Must show 60%+ reduction is possible AND sustainable
3. Slice without ecosystem validation: Platform must actually want third-party apps
4. Wrapper without API access confirmed: Technical feasibility must precede classification
5. Unbundle from small platform: Only works against large horizontal players

Reference Files

• Decision Framework: See references/decision-framework.md for expanded decision trees
• Examples: See references/examples.md for good/bad classification cases
• GTM Constraints: See references/gtm-constraints.md for type → constraint mapping
• Classification Template: See assets/classification.md for structured worksheet

Downstream Impact

Classification constrains v0.3 decisions:

• Outcome metrics must match type (Clone = feature parity; Undercut = price advantage)
• Pricing model anchored to type (Undercut must show savings; Slice follows platform norms)
• MVP scope bounded by type (Clone = match leader; Undercut = ruthlessly cut features)
• GTM channel determined by type (Slice = marketplace; Undercut = direct to niche)