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From strategy-overture
McKinsey-grade business strategy and marketing frameworks. Loaded when agents need strategic analysis methodology — market sizing, competitive analysis, Blue Ocean, GTM, growth, pricing, business modeling. Covers Pyramid Principle, MECE, and consulting-quality deliverable standards.
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This skill provides the methodology backbone for all strategy agents. It codifies consulting-grade frameworks used by McKinsey, BCG, and Bain into actionable analysis templates.
references/blue-ocean.mdreferences/brand-positioning.mdreferences/business-model-canvas.mdreferences/competitive-analysis.mdreferences/content-marketing.mdreferences/customer-segmentation.mdreferences/deliverable-standards.mdreferences/growth-experiments.mdreferences/growth-frameworks.mdreferences/growth-metrics.mdreferences/gtm-strategy.mdreferences/innovation-accounting.mdreferences/market-sizing.mdreferences/partnership-strategy.mdreferences/pricing.mdreferences/token-optimization.mdreferences/value-proposition.mdApplies hypothesis-driven MECE problem solving and strategic frameworks (Five Forces, PESTLE, SWOT, Ansoff) to structure complex problems, build issue trees, develop hypotheses, and design analytical workplans.
Develops business strategies using frameworks like Porter's 5 Forces, SWOT, Blue Ocean, and Good Strategy kernel. Use for market entry, competitive analysis, pricing, positioning, and strategic planning.
Provides structured consulting frameworks from top firms (McKinsey, BCG, Bain, Accenture) for problem-solving, strategic analysis, case interviews, and business design.
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This skill provides the methodology backbone for all strategy agents. It codifies consulting-grade frameworks used by McKinsey, BCG, and Bain into actionable analysis templates.
Every deliverable follows this structure:
Titles test: An executive reads only section titles and understands the full argument.
All categorizations must be:
| Tier | Description | Usage |
|---|---|---|
| Tier 1 — Primary | Official filings, confirmed metrics, direct data, TrustMRR (Stripe-verified) | Hard numbers, quotes |
| Tier 2 — Secondary | Industry reports, analyst estimates, reliable press | Market context, trends |
| Tier 3 — Inference | AI estimates, pattern extrapolation, analogies | Gap-fill with disclosure |
Rule: Never present Tier 3 as Tier 1. Always disclose estimation methodology.
URL: https://trustmrr.com/ What: Database of Stripe-verified startup revenues (MRR, growth rates, multiples). Tier: 1 (Stripe-verified revenue data). When to use: EVERY market analysis, competitive analysis, and idea validation.
| Use Case | How TrustMRR Helps |
|---|---|
| Idea validation | Category density: many startups = proven market; zero = blue ocean or no market |
| Market sizing | Real MRR data grounds SOM estimates with actual achievable numbers |
| Competitive analysis | Verified revenue for competitor profiles instead of Tier 2/3 guesses |
| Benchmarking | Category median MRR, top quartile, growth rates |
| Valuation | Revenue multiples from marketplace listings |
Every analysis section must end with:
| Framework | Reference File | Primary Agent |
|---|---|---|
| TAM/SAM/SOM | references/market-sizing.md | market-analyst |
| Porter's Five Forces + SWOT | references/competitive-analysis.md | market-analyst |
| Blue Ocean Strategy | references/blue-ocean.md | strategy-architect |
| Ansoff + BCG Matrix | references/growth-frameworks.md | strategy-architect |
| Customer Segmentation | references/customer-segmentation.md | market-analyst |
| Value Proposition Canvas | references/value-proposition.md | strategy-architect |
| GTM Strategy | references/gtm-strategy.md | gtm-planner |
| Pricing Strategy | references/pricing.md | gtm-planner |
| Brand Positioning | references/brand-positioning.md | strategy-architect |
| AARRR / PLG / CLG | references/growth-metrics.md | growth-strategist |
| ICE / RICE Scoring | references/growth-experiments.md | growth-strategist |
| BMC / Lean Canvas | references/business-model-canvas.md | business-modeler |
| Content Marketing | references/content-marketing.md | gtm-planner |
| Partnership Strategy | references/partnership-strategy.md | gtm-planner |
| Innovation Accounting | references/innovation-accounting.md | business-modeler |
| Deliverable Standards | references/deliverable-standards.md | report-compiler |
Frameworks are most effective when paired:
| Pair | Purpose |
|---|---|
| Porter's Five Forces + SWOT | Industry structure (macro) + company position (micro) |
| Ansoff Matrix + BCG Matrix | Growth direction + portfolio resource allocation |
| Lean Canvas + AARRR | Business model + funnel metrics |
| Blue Ocean + Value Proposition Canvas | Market creation + customer value alignment |
| ICE/RICE + AARRR | Experiment prioritization + funnel stage targeting |
| TAM/SAM/SOM + Customer Segmentation | Market size + segment attractiveness |
| Anti-Pattern | Why It's Wrong | Correct Approach |
|---|---|---|
| Presenting TAM as revenue potential | TAM is theoretical maximum, not realistic target | Use SOM with clear capture assumptions |
| SWOT without prioritization | Flat lists provide no actionable direction | Rank items by impact × likelihood, focus on top 3 |
| Blue Ocean without implementation cost | Easy to find blue oceans, hard to reach them | Include resource requirements and timeline |
| Growth hacking without metrics | Random experiments waste resources | Define success metric before running experiment |
| Pricing based only on competition | Ignores value created for customer | Start with value-based, validate against competition |
| Lean Canvas as one-time exercise | Business model evolves constantly | Update after every major learning cycle |