Runs a fast Company / Customer / Competitor scan of a business and forces the intersections to surface the real strategic opening. Use this skill whenever the user needs a quick situational read before a decision, says "give me a 3C", "size up this business", "what's our right to win", "who are we and who are we up against", or is writing background analysis that risks being three disconnected paragraphs. Trigger it whenever someone needs to understand a company's strategic position quickly, even if they don't name the 3Cs. Its whole value is the intersection, not the three descriptions.
Tests whether a company's strength is a real, defensible competitive advantage by running it through VRIO, then tiers it and gives a resource-allocation implication. Use this skill whenever the user claims or questions a competitive advantage, says "is this actually a moat", "what's our competitive advantage", "can competitors copy this", "run VRIO on our X", or is deciding where to invest to defend an edge. Trigger it whenever someone treats a strength as an advantage without testing it. The core lesson: every company has strengths, very few have advantages.
Rates an industry on Porter's Five Forces to judge whether the market is structurally worth competing in, flags dangerous force interactions, and is honest about where the model misleads. Use this skill whenever the user asks how attractive an industry is, says "run Five Forces", "is this a good market to be in", "what's the industry structure", or "how hard is this market". Trigger it whenever the question is about industry attractiveness rather than a company's own position. Do NOT use it to decide whether and how a specific company should enter a market — that is market-entry-analyzer's job. This skill judges the market, not your move.
Diagnoses which strategy framework actually fits a business situation described in plain English, or runs a full opportunity through the six-bucket Opportunity Assessment, and hands off to the right deep-dive tool. Use this skill whenever the user describes a business situation and isn't sure how to approach it, says "what framework should I use", "how would you analyze this", "where do I start with this problem", "should we pursue this opportunity", or dumps a messy situation needing structure. Trigger it whenever someone needs to pick the right analytical approach rather than a specific named framework. It is the anti-cheat-sheet: it teaches which tool fits, and refuses to force one that doesn't.
Diagnoses where a business is losing money by decomposing the profit tree and checking whether the unit economics are structurally sound. Use this skill whenever the user has a profit, margin, or profitability problem, says "our margins are shrinking", "profit is down", "we're growing but not making money", "where are we losing money", or asks whether a business actually makes money per sale. Trigger it whenever financial performance is the question, even if the user hasn't named the profitability framework. It exists to stop the reflex of cutting costs before you know which side the leak is on.
Generates one everyday-life strategy case per session, invites the user's structured attempt, and grades it on framework, hypothesis, and "so what". Use this skill whenever the user wants to practice strategic thinking, says "give me a case", "daily drill", "let me practice", "quiz me on strategy", "help me build the muscle", or wants a repeatable reasoning workout. Trigger it whenever someone wants reps rather than an answer to a real work problem. It turns ordinary observations into practice that makes the strategic mindset reflexive.
Chooses a coherent growth direction by routing a growth goal through whichever lens fits — Ansoff, the BCG matrix, or Blue Ocean — landing on a recommendation through elimination rather than stapling frameworks together. Use this skill whenever the user wants to grow and isn't sure how, says "how should we grow", "we've plateaued", "should we launch a new product or enter a new market", "which growth bet should we make", or is treating several growth options as equally viable. Trigger it whenever the question is which growth move to make, even if no framework is named. Its discipline is elimination before selection.
Walks a market-entry decision through the four buckets in the right order and chooses the entry mode with a Buy/Build/Partner analysis. Use this skill whenever the user is weighing whether to enter a new market, geography, or segment, says "should we expand into X", "should we launch in [country/segment]", "how should we enter this market", "buy build or partner", or is excited about an entry mode before checking whether they can win. Trigger it whenever the question is whether and how to enter a market, even if the user jumps straight to "should we acquire someone". It exists to stop entry-mode excitement from skipping the harder question of the right to win.