| name | co-consultant-framework-library |
| description | Consulting framework definitions and selection reference. 53 frameworks across
14 categories including strategy, problem-solving, marketing, and innovation.
Use when looking up a framework definition, comparing frameworks,
selecting the best framework for a business question, or learning framework usage.
|
Framework Library
53 consulting framework definitions organized by category.
Use This Skill When
- Looking up a specific framework definition.
- Comparing frameworks for a business question.
- Selecting the best framework from candidates.
Framework Index (53 definitions)
Strategy Analysis (10)
| Framework | Purpose | Components |
|---|
| SWOT | Internal/external position | Strengths, Weaknesses, Opportunities, Threats |
| 3C | Market environment | Customer, Competitor, Company |
| PEST | Macro environment | Political, Economic, Social, Technological |
| 5 Forces | Industry competition | Entry threat, Substitutes, Buyer power, Supplier power, Rivalry |
| BCG Matrix | Portfolio management | Star, Cash Cow, Question Mark, Dog |
| VRIO | Resource advantage | Value, Rarity, Imitability, Organization |
| GE Matrix | Business attractiveness | Market attractiveness × Competitive strength |
| Ansoff Matrix | Growth strategy | Market penetration, Development, Product dev, Diversification |
| Blue Ocean | Market creation | Strategy canvas, 4 Actions (Eliminate/Reduce/Raise/Create) |
| Value Chain | Activity analysis | Primary activities, Support activities |
Problem Solving (7)
| Framework | Purpose | Components |
|---|
| MECE | Exhaustive structuring | Mutually Exclusive, Collectively Exhaustive |
| Logic Tree | Logical decomposition | What Tree, Why Tree, How Tree |
| Issue Tree | MECE problem breakdown | Core issue → Sub-issues → Hypotheses |
| 5 Whys | Root cause discovery | 5 levels of "Why?" drilling |
| Fishbone | Cause enumeration | Effect ← Major causes ← Sub-causes |
| Sora-Ame-Kasa | Fact→Interpret→Act | Sky (fact), Rain (interpretation), Umbrella (action) |
| As-Is / To-Be | Gap analysis | Current state, Desired state, Gap |
Thinking / Communication (3)
| Framework | Purpose | Components |
|---|
| Pyramid (Minto) | Conclusion-first | Conclusion → Arguments (3) → Data |
| So What / Why So | Logic validation | "So what?" (upward), "Why so?" (downward) |
| PREP | Persuasive structure | Point, Reason, Example, Point |
Decision Making (4)
| Framework | Purpose | Components |
|---|
| Decision Matrix | Weighted evaluation | Criteria × Options × Weights |
| Pros/Cons | Trade-off analysis | Advantages vs Disadvantages |
| Risk Matrix | Risk assessment | Probability × Impact |
| Cost-Benefit | ROI analysis | Costs vs Benefits over time |
Marketing (7)
| Framework | Purpose | Components |
|---|
| 4P | Marketing mix | Product, Price, Place, Promotion |
| 4C | Customer-centric mix | Customer value, Cost, Convenience, Communication |
| STP | Market targeting | Segmentation, Targeting, Positioning |
| Customer Journey | Experience mapping | Awareness → Interest → Decision → Action → Advocacy |
| Persona | User archetype | Demographics, Goals, Pain points, Behaviors |
| AIDMA/AISAS | Purchase funnel | Attention → Interest → Desire → Memory → Action |
| Positioning Map | Competitive position | 2-axis competitive landscape |
Innovation (7)
| Framework | Purpose | Components |
|---|
| BMC | Business model design | 9 building blocks |
| Lean Canvas | Startup model | Problem, Solution, Key Metrics, Channels |
| TAM/SAM/SOM | Market sizing | Total, Serviceable, Obtainable market |
| Design Thinking | Human-centered design | Empathize, Define, Ideate, Prototype, Test |
| SCAMPER | Idea generation | Substitute, Combine, Adapt, Modify, Put, Eliminate, Reverse |
| JTBD | Job analysis | Functional, Emotional, Social jobs |
| Lean Startup | Validated learning | Build → Measure → Learn |
Process (3) / Organization (2) / Customer (2) / General (5) / Finance (3) / Sales (3)
Refer to co-consultant-framework-analysis for trigger-keyword-to-framework mapping.
Selection Principles
- Choose the framework that directly answers the core question.
- Prefer simpler frameworks when data is limited.
- Maximum 3 frameworks per analysis to avoid information overload.
- Always justify the selection rationale.
- Read detailed definitions in
references/ only when applying a specific framework:
- Read
references/strategy-decision.md when applying SWOT, 5 Forces, Decision Matrix, BCG, or Risk Matrix
- Read
references/marketing-innovation.md when applying STP, BMC, Lean Canvas, Customer Journey, or Design Thinking
- Read
references/problem-solving-process.md when applying Logic Tree, Issue Tree, 5 Whys, Fishbone, PDCA, or ECRS
Quality Gates
If any gate fails: identify the specific issue, correct the framework selection or definition, and re-validate.
Gotchas
- フレームワークは「考える道具」であって「答え」ではない。フレームワークを埋めることが目的になってはならない
- 日本語のフレームワーク名（空雨傘、AIDMA等）と英語名が混在する場合がある。レポートでは統一すること
- BCGマトリクスとGEマトリクスは用途が似ているが、GEは9セルで精緻、BCGは4セルで迅速。データ量で使い分ける
Validation Loop
- フレームワーク情報を提供
- チェック:
- 定義が正確か（構成要素の漏れがないか）
- 選択理由が目的と合致しているか
- 推奨フレームワーク数が3つ以内か
- 不合格なら修正して再提供
