관련 직업SOC
SOC 직업 분류 기준
SOC 직업 분류 기준
Codex 또는 Claude로 설치 이 Prompt를 복사해 Codex, Claude 또는 다른 어시스턴트에 붙여 넣으면 Skill 페이지를 검토하고 설치를 진행할 수 있습니다.
직접 명령은 검토 Prompt를 거치지 않습니다. 실행하기 전에 소스를 확인하세요.
npx skills add https://github.com/Objective-Arts/lens-dist --skill moats명령은 한 줄로 유지됩니다. 복사하기 전에 가로로 스크롤해 전체 내용을 확인하세요.
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SKILL.md 표시 중
| name | moats |
| description | 7 Powers framework |
| allowed-tools | [] |
Hamilton Helmer's core belief: Strategy is about creating durable differential returns. Not just winning—winning in a way that lasts. That requires Power.
"Power is the set of conditions creating the potential for persistent significant differential returns."
If you don't have Power, competition will erode your advantage. Margins compress. You become a commodity. Power is the moat.
Each Power has:
POWER BENEFIT BARRIER
─────────────────────────────────────────────────────────
Scale Economies Lower costs Prohibitive cost to match scale
Network Effects More users = more value Winner-take-all dynamics
Counter-Positioning Better model Cannibalization dilemma
Switching Costs Retain customers Risk and cost to switch
Branding Price premium Long time and consistency
Cornered Resource Exclusive access Can't be replicated
Process Power Superior execution Complexity and opacity
Definition: Per-unit costs decline as volume increases.
The Benefit: You're more profitable at the same price, or can undercut on price.
The Barrier: Competitors must match your volume to match your costs. That's expensive or impossible.
Examples:
Test: Do your per-unit costs meaningfully decline with scale? Is matching that scale prohibitively expensive?
Definition: Value to each user increases as more users join.
The Benefit: You become more valuable just by being bigger.
The Barrier: Winner-take-all dynamics. Second place may not be viable.
Types:
Examples:
Test: Does each additional user make the product more valuable for existing users?
Definition: A newcomer adopts a superior business model that the incumbent can't copy without damaging their existing business.
The Benefit: You have a better model.
The Barrier: The incumbent would cannibalize themselves to match you. They can't respond.
Examples:
Test: Would copying you damage the incumbent's existing business? Is the damage significant enough to prevent response?
Warning: Counter-positioning is temporary. Eventually incumbents adapt or die. You need another Power for the long term.
Definition: The cost (money, time, risk) a customer incurs to switch to a competitor.
The Benefit: Customer retention even without being the best option.
The Barrier: Customers are locked in by the cost of leaving.
Types:
Examples:
Test: What would it cost (money, time, risk) for a customer to switch away? Is it significant?
Definition: Durable attribution of higher value to an objectively identical offering.
The Benefit: Price premium and/or higher volume at same price.
The Barrier: Takes years of consistency to build. Can't be copied quickly.
Requirements for Brand Power:
Examples:
Test: Can you charge more for an objectively similar product? Would customers choose you over an identical cheaper alternative?
Warning: Brand is not reputation. Reputation is expected quality. Brand is irrational preference.
Definition: Preferential access to a valuable resource that competitors cannot acquire.
The Benefit: You have something they can't get.
The Barrier: The resource is genuinely unavailable to others.
Types:
Examples:
Test: Do you have access to something valuable that competitors genuinely cannot acquire?
Warning: Most "cornered resources" aren't actually cornered. Patents expire. Talent leaves. Contracts end. Verify the barrier.
Definition: Embedded organization and processes that enable superior execution.
The Benefit: You're operationally better.
The Barrier: Processes are deeply embedded, opaque, and hard to replicate.
Requirements:
Examples:
Test: Is your operational advantage embedded in processes that took years to develop? Could a competitor with resources replicate it quickly?
Warning: Process Power is rare and hard to verify. Most operational advantages are temporary.
| Stage | Relevant Powers |
|---|---|
| Origination (startup) | Counter-Positioning, Cornered Resource |
| Takeoff (growth) | Network Effects, Scale Economies |
| Stability (maturity) | Switching Costs, Branding, Process Power |
Counter-Positioning is usually first—it's how you enter. But it fades. You need to build other Powers before it does.
When analyzing a business, ask:
Apply these checks:
"We're growing fast" - Growth is not Power. Growth without Power leads to margin compression.
"We have the best product" - Best product is not Power. Someone can build a better product.
"We're more efficient" - Efficiency is not Power (usually). It can be copied.
"We have great culture" - Culture is not Power (usually). It doesn't create Barrier.
"We have data" - Data is only Power if it creates Network Effects or is truly Cornered.
Use a different skill when:
competition (Five Forces, supplier/buyer power)strategy (diagnosis-policy-action)leadership (wartime leadership)management (OKRs, leverage)Helmer is the moat analysis skill—use it when evaluating whether competitive advantage is durable and which of the 7 Powers applies.
"Not all moats are created equal. The 7 Powers are what make moats durable." — Hamilton Helmer