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npx skills add travisjneuman/.claude --skill business-strategy
Business strategy expertise for strategic planning, competitive analysis, market entry, M&A strategy, portfolio management, and strategic decision-making. Use when analyzing competitive positioning, planning growth strategies, or making strategic decisions.
npx skills add travisjneuman/.claude --skill business-strategy
Comprehensive strategic planning frameworks for competitive analysis, growth strategy, and decision-making.
Analyze industry competitiveness:
| Force | Key Questions | Analysis Focus |
|---|---|---|
| Threat of New Entrants | Capital requirements? Regulatory barriers? Brand loyalty? | Entry barriers, scale advantages |
| Supplier Power | Concentration? Switching costs? Forward integration risk? | Input cost control, supply security |
| Buyer Power | Concentration? Price sensitivity? Backward integration? | Customer bargaining leverage |
| Threat of Substitutes | Alternative solutions? Price-performance tradeoffs? | Disruption vulnerability |
| Competitive Rivalry | Industry growth? Differentiation? Exit barriers? | Competitive intensity |
Portfolio analysis for resource allocation:
| Quadrant | Definition | Strategy |
|---|---|---|
| Stars | High growth, high share | Invest heavily, defend position |
| Cash Cows | Low growth, high share | Harvest, fund other initiatives |
| Question Marks | High growth, low share | Invest selectively or divest |
| Dogs | Low growth, low share | Divest or minimize investment |
More nuanced portfolio positioning:
Beyond basic SWOT - strategic implications:
| Strategy | Focus | Key Success Factors |
|---|---|---|
| Cost Leadership | Lowest cost producer | Scale, efficiency, tight cost control |
| Differentiation | Unique value proposition | Innovation, brand, quality |
| Focus (Cost) | Cost leader in niche | Specialized efficiency |
| Focus (Diff) | Differentiated in niche | Deep customer understanding |
Create uncontested market space:
| Red Ocean | Blue Ocean |
|---|---|
| Compete in existing market | Create new market space |
| Beat the competition | Make competition irrelevant |
| Exploit existing demand | Create and capture new demand |
| Value-cost tradeoff | Break value-cost tradeoff |
Four Actions Framework:
| Mode | Control | Risk | Resource Commitment |
|---|---|---|---|
| Export | Low | Low | Low |
| Licensing | Low | Low-Med | Low |
| Joint Venture | Medium | Medium | Medium |
| Acquisition | High | High | High |
| Greenfield | Highest | Highest | Highest |
| Type | Goal | Example |
|---|---|---|
| Horizontal | Market share, scale | Competitor acquisition |
| Vertical | Supply chain control | Supplier/distributor |
| Conglomerate | Diversification | Unrelated business |
| Market Extension | Geographic expansion | Regional player |
| Product Extension | Portfolio expansion | Adjacent products |
| Phase | Timeframe | Focus Areas |
|---|---|---|
| Pre-Close | Signing to close | Integration planning, Day 1 readiness |
| Day 1-100 | First 100 days | Quick wins, cultural integration |
| Short-term | 3-12 months | Synergy capture, process integration |
| Long-term | 12+ months | Full integration, value creation |
| Perspective | Focus | Example Metrics |
|---|---|---|
| Financial | Shareholder value | Revenue growth, ROIC, FCF |
| Customer | Value proposition | NPS, market share, retention |
| Internal Process | Operational excellence | Cycle time, quality, efficiency |
| Learning & Growth | Capabilities | Employee engagement, innovation |
| Criteria | Weight | Option A | Option B | Option C |
|---|---|---|---|---|
| Strategic fit | 25% | Score | Score | Score |
| Financial return | 25% | Score | Score | Score |
| Risk level | 20% | Score | Score | Score |
| Execution feasibility | 15% | Score | Score | Score |
| Time to value | 15% | Score | Score | Score |
| Weighted Total | 100% | Total | Total | Total |
Revenue Growth
Margin Improvement
Capital Efficiency
Risk Management
REVENUE SYNERGIES:
- Cross-selling opportunities
- Combined market power
- New market access
- Price optimization
COST SYNERGIES:
- Economies of scale
- Procurement leverage
- Overhead elimination
- Technology consolidation
FINANCIAL SYNERGIES:
- Tax benefits
- Debt capacity
- Cost of capital reductionQ1: Strategy Review
- Performance assessment
- Market/competitor update
- Strategic issue identification
Q2: Strategic Development
- Initiative development
- Business case creation
- Resource planning
Q3: Strategic Planning
- Plan finalization
- Budget alignment
- Board approval
Q4: Execution Planning
- Operational planning
- KPI setting
- Accountability assignmentSCENARIO DEVELOPMENT:
1. Identify key uncertainties (2-3 critical factors)
2. Define plausible futures (4 scenarios)
3. Develop strategic implications
4. Create robust strategies
5. Define signposts and triggers
SCENARIO MATRIX:
Factor B
High Low
Factor A High Scenario 1 Scenario 2
Low Scenario 3 Scenario 41. Executive Summary (1 slide)
2. Strategic Context (2-3 slides)
- Market dynamics
- Competitive landscape
- Performance review
3. Strategic Options (3-4 slides)
- Options considered
- Evaluation criteria
- Recommended path
4. Implementation Plan (2-3 slides)
- Key initiatives
- Timeline
- Resource requirements
5. Financial Impact (2-3 slides)
- Investment requirements
- Expected returns
- Risk assessment
6. Appendix## Initiative Name
### Executive Summary
[2-3 sentence overview]
### Strategic Rationale
- Alignment with corporate strategy
- Market opportunity
- Competitive necessity
### Scope & Approach
- What's included/excluded
- Key milestones
- Dependencies
### Financial Analysis
| Metric | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
| -------------- | ------ | ------ | ------ | ------ | ------ |
| Revenue impact | | | | | |
| Cost savings | | | | | |
| Investment | | | | | |
| Net benefit | | | | | |
| Cumulative | | | | | |
### Risk Assessment
| Risk | Probability | Impact | Mitigation |
| ---- | ----------- | ------ | ---------- |
| | | | |
### Resource Requirements
- Capital: $X
- Headcount: X FTE
- Timeline: X months
### Decision Request
[Specific ask with options]