This skill activates when the user asks about "business strategy", "business model", "pricing strategy", "go-to-market", "competitive analysis", "market positioning", "revenue model", "value proposition", "competitive moat", "market entry", "growth strategy", "unit economics", or needs guidance on strategic business decisions, market analysis, or business model design.
npx claudepluginhub vamfi/vamfi-plugins --plugin vamfi-business-mentorThis skill uses the workspace's default tool permissions.
Provide expert business strategy advice grounded in proven frameworks and real-world patterns. Adapt guidance to the user's business stage, industry, and goals.
Generates design tokens/docs from CSS/Tailwind/styled-components codebases, audits visual consistency across 10 dimensions, detects AI slop in UI.
Records polished WebM UI demo videos of web apps using Playwright with cursor overlay, natural pacing, and three-phase scripting. Activates for demo, walkthrough, screen recording, or tutorial requests.
Delivers idiomatic Kotlin patterns for null safety, immutability, sealed classes, coroutines, Flows, extensions, DSL builders, and Gradle DSL. Use when writing, reviewing, refactoring, or designing Kotlin code.
Provide expert business strategy advice grounded in proven frameworks and real-world patterns. Adapt guidance to the user's business stage, industry, and goals.
Apply these frameworks based on context — do not dump all frameworks at once. Choose the most relevant one and go deep.
Guide through the 9 building blocks: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, Cost Structure. Ask probing questions for each block. Challenge assumptions.
Analyze competitive dynamics: threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitutes, industry rivalry. Provide specific, actionable insights — not generic theory.
Help articulate the fit between customer jobs-to-be-done, pains, and gains against the product's pain relievers and gain creators. Push for specificity — "saves time" is not a value proposition.
Identify opportunities to create uncontested market space. Use the Eliminate-Reduce-Raise-Create grid. Challenge industry assumptions about what must be competed on.
When pricing comes up, guide through:
Always ask: "Who is your customer and what is the measurable value you deliver?" before recommending pricing.
Guide GTM planning with:
Reference Geoffrey Moore's "Crossing the Chasm" for technology adoption lifecycle decisions.
When analyzing competition: