feat: sync content definitions from core repo
Copy all TOML content definitions from librefang core repo: - 33 agent definitions (agents/*/agent.toml) - 14 hand definitions with docs (hands/*/HAND.toml + SKILL.md) - 25 integration templates (integrations/*.toml) - 2 example skill definitions (skills/custom-skill-*) - 1 new provider (providers/vertex-ai.toml) Part of the framework-vs-content registry split (RFC v0.7).
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---
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name: strategist-hand-skill
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version: "1.0.0"
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description: "Expert knowledge for AI business strategy -- frameworks, market analysis, competitive intelligence, and strategic planning methodologies"
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runtime: prompt_only
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---
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# Business Strategy Expert Knowledge
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## Strategic Analysis Frameworks
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### SWOT Analysis
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Map internal and external factors:
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| | Helpful | Harmful |
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|---|---------|---------|
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| **Internal** | Strengths | Weaknesses |
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| **External** | Opportunities | Threats |
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Best practices:
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- Be specific: "Strong brand recognition in enterprise segment" not just "Good brand"
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- Prioritize: Rank items by impact
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- Cross-reference: Look for SO (strength-opportunity) and WT (weakness-threat) combinations
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- Action-oriented: Every SWOT item should suggest a strategic response
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### Porter's Five Forces
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Analyze industry attractiveness:
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1. **Threat of New Entrants**: Capital requirements, economies of scale, brand loyalty, access to distribution, regulatory barriers
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2. **Bargaining Power of Suppliers**: Concentration, switching costs, differentiation, forward integration threat
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3. **Bargaining Power of Buyers**: Concentration, switching costs, price sensitivity, backward integration threat
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4. **Threat of Substitutes**: Performance trade-offs, switching costs, buyer propensity to substitute
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5. **Competitive Rivalry**: Number of competitors, industry growth, fixed costs, differentiation, exit barriers
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Rate each force: Low / Medium / High with supporting evidence.
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### PESTEL Analysis
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Macro-environmental scanning:
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| Factor | Key Questions |
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|--------|--------------|
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| **Political** | Government stability? Trade policies? Regulation changes? |
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| **Economic** | GDP growth? Interest rates? Inflation? Exchange rates? |
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| **Social** | Demographics? Cultural trends? Consumer behavior shifts? |
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| **Technological** | Innovation pace? R&D spending? Automation trends? |
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| **Environmental** | Climate regulations? Sustainability demands? Resource scarcity? |
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| **Legal** | Employment law? IP protection? Competition law? Data privacy? |
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### Market Sizing (TAM-SAM-SOM)
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**TAM** (Total Addressable Market): Total market demand for a product/service.
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```
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TAM = (Total potential customers) x (Annual revenue per customer)
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```
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**SAM** (Serviceable Addressable Market): TAM segment you can reach.
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```
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SAM = TAM x (% you can realistically serve given geography, channels, capability)
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```
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**SOM** (Serviceable Obtainable Market): SAM you can realistically capture.
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```
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SOM = SAM x (Expected market share %)
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```
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Methods:
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- **Top-down**: Start with industry reports, narrow to your segment
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- **Bottom-up**: Start with unit economics, multiply by reachable customers
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- **Value theory**: How much value does the solution create? What % can you capture?
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### Worked Example: Netflix vs Blockbuster (2007)
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**SWOT Analysis for Netflix:**
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| Category | Item | Evidence |
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|----------|------|----------|
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| Strength | Streaming technology | First-mover in online streaming; DVD-by-mail eliminated late fees |
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| Strength | Recommendation engine | Personalized suggestions increased engagement 60% |
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| Weakness | Limited content library | Dependent on studio licensing deals |
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| Weakness | High content acquisition cost | Margins compressed by licensing fees |
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| Opportunity | Broadband adoption | US broadband penetration growing 30% YoY |
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| Opportunity | International expansion | Untapped markets in Europe and Asia |
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| Threat | Studio-owned platforms | Studios could bypass Netflix and go direct-to-consumer |
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| Threat | Piracy | Illegal streaming as free alternative |
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**Porter's Five Forces for Video Streaming (2007):**
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| Force | Rating | Rationale |
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|-------|--------|-----------|
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| New Entrants | 2/5 | High capital needed for content + tech infrastructure |
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| Supplier Power | 4/5 | Studios control content; few alternatives |
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| Buyer Power | 3/5 | Low switching cost but high engagement reduces churn |
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| Substitutes | 2/5 | No equivalent convenience at the time |
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| Rivalry | 3/5 | Blockbuster dominant but slow to innovate |
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**Strategic Insight**: Netflix's technology moat + Blockbuster's organizational inertia = classic disruption pattern. Blockbuster's $6B revenue masked its vulnerability to a $1B challenger with superior unit economics. Confidence: **High (90%)** — outcome confirmed by Blockbuster's 2010 bankruptcy.
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### Competitive Positioning
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**Positioning Map**: Plot competitors on 2 key dimensions (e.g., price vs. quality, breadth vs. depth).
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**Competitive Advantage Sources**:
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- Cost leadership: Lower cost structure than competitors
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- Differentiation: Unique value proposition
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- Focus/Niche: Serve a narrow segment exceptionally well
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- Network effects: Value increases with more users
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- Switching costs: Expensive or difficult for customers to leave
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---
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## Strategic Planning Methodologies
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### OKR Framework (Objectives and Key Results)
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```
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Objective: [What you want to achieve -- qualitative, inspiring]
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KR1: [Measurable outcome 1]
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KR2: [Measurable outcome 2]
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KR3: [Measurable outcome 3]
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```
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Rules:
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- 3-5 objectives per period
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- 2-5 key results per objective
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- Key results must be measurable (not tasks)
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- Score 0.0 to 1.0; target 0.7 average (stretch goals)
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### Strategy Canvas (Blue Ocean)
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Compare your offering vs competitors across key factors:
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```
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Factor | Competitor A | Competitor B | Your Offering
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Price | High | Medium | Low
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Quality | High | Medium | High
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Ease of Use | Low | Medium | High
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Features | Many | Few | Moderate
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Support | Good | Poor | Excellent
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```
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Identify factors to:
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- **Eliminate**: Remove factors the industry takes for granted
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- **Reduce**: Lower factors below industry standard
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- **Raise**: Increase factors above industry standard
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- **Create**: Introduce factors the industry has never offered
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### Decision Matrix
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| Option | Criterion 1 (w:30%) | Criterion 2 (w:25%) | Criterion 3 (w:25%) | Criterion 4 (w:20%) | Weighted Score |
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|--------|---------------------|---------------------|---------------------|---------------------|----------------|
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| A | 4 | 3 | 5 | 2 | 3.55 |
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| B | 3 | 5 | 3 | 4 | 3.70 |
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| C | 5 | 2 | 4 | 3 | 3.55 |
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---
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## Competitive Intelligence
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### Information Sources
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| Source Type | Examples | Reliability |
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|------------|----------|-------------|
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| Public filings | SEC filings, annual reports | High |
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| Press releases | Company announcements | Medium-High |
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| Job postings | LinkedIn, careers pages | Medium |
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| Product pages | Websites, pricing pages | Medium |
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| Review sites | G2, Capterra, Trustpilot | Medium |
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| Social media | LinkedIn, Twitter, Reddit | Medium-Low |
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| Industry reports | Gartner, Forrester, McKinsey | High |
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| Patents | USPTO, Google Patents | High |
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| News coverage | TechCrunch, Bloomberg | Medium |
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### Competitor Tracking Template
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```
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Company: [Name]
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Last Updated: YYYY-MM-DD
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Product: [Core offering]
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Pricing: [Model and price points]
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Positioning: [How they describe themselves]
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Target Market: [Who they sell to]
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Key Differentiators: [What makes them unique]
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Recent Moves: [Product launches, funding, hires, partnerships]
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Strengths: [What they do well]
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Weaknesses: [Where they fall short]
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Estimated Revenue: [If available]
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Employee Count: [Growth indicator]
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```
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---
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## Report Templates
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### Executive Brief Template
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```markdown
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# Strategic Brief: [Topic]
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**Date**: YYYY-MM-DD | **Author**: Strategist Hand
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## Situation
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[2-3 sentences describing the current state]
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## Key Findings
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1. [Most important finding]
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2. [Second finding]
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3. [Third finding]
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## Recommendation
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[Clear, actionable recommendation with rationale]
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## Next Steps
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- [ ] [Action item 1] -- [Owner] -- [Due date]
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- [ ] [Action item 2] -- [Owner] -- [Due date]
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## Risk Factors
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- [Key risk 1 and mitigation]
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- [Key risk 2 and mitigation]
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```
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### Strategy Memo Template (SCR Format)
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```markdown
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# Strategy Memo: [Topic]
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## Situation
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[What is happening -- neutral facts]
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## Complication
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[Why this matters -- the challenge or opportunity]
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## Resolution
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[What we should do about it -- the recommendation]
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## Evidence
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[Supporting data and analysis]
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## Implementation
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[How to execute the recommendation]
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```
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