strategy-growth

Create uncontested market space using value innovation instead of competing head-to-head. Use when the user mentions "blue ocean", "red ocean", "strategy canvas", "ERRC framework", "value innovation", "non-customers", "buyer utility map", "the market is too crowded", "how do we stand out", or "escape the price war". Also trigger when exploring a new market category, or finding underserved or non-customers. Covers the Four Actions Framework, Six Paths, buyer utility map, and value-cost trade-offs. For real strategy formulation and bad-strategy detection, see good-strategy-bad-strategy. For tech adoption strategy, see crossing-the-chasm. For product positioning, see obviously-awesome.

Start and scale networked products using Andrew Chen's "The Cold Start Problem" framework for network effects. Use when the user mentions "network effects", "chicken and egg", "cold start", "two-sided marketplace", "atomic network", "hard side", "liquidity", "critical mass", "invite-only launch", "how do I get my first users", or "the marketplace has no buyers or sellers". Also trigger when launching a marketplace, social, or collaboration product that is worthless without other users, deciding launch sequencing and seeding tactics, or diagnosing stalled network growth at scale. Covers the five stages: cold start, tipping point, escape velocity, hitting the ceiling, and the moat. For word-of-mouth virality, see contagious. For habit-driven retention, see hooked-ux.

Navigate the technology adoption lifecycle from early adopters to mainstream market. Use when the user mentions "crossing the chasm", "beachhead segment", "whole product", "early adopters vs mainstream", "tech go-to-market", "bowling pin strategy", "technology adoption lifecycle", "pragmatist buyers", "growth stalled after early adopters", or "our go-to-market plan". Also trigger when planning go-to-market for a technical product. Covers the D-Day analogy, bowling-pin strategy, the tornado, and positioning against incumbents. For product positioning, see obviously-awesome. For new market creation, see blue-ocean-strategy.

Formulate and audit real strategy using Richard Rumelt's "Good Strategy Bad Strategy": an honest diagnosis, a guiding policy, and coherent action instead of goals, vision, and wishful thinking. Use when the user mentions "good strategy bad strategy", "strategy kernel", "diagnosis guiding policy coherent action", "our strategy is just goals", "strategic planning", "mission vs strategy", "annual plan", or "is this actually a strategy". Also trigger when auditing a strategy doc or pitch deck for fluff, turning a goal list into real strategy, formulating strategy for a product or company, or finding leverage and proximate objectives. Covers the kernel of strategy, bad-strategy detection, and sources of power. For product positioning, see obviously-awesome. For uncontested markets, see blue-ocean-strategy.

Define product positioning by mapping competitive alternatives, unique attributes, and best-fit customers to the right market category. Use when the user mentions "positioning", "competitive alternatives", "how to position", "market category", "positioning canvas", "repositioning", "category creation", "what category are we in", or "why prospects dont get what we do". Also trigger when launching a new product, entering a crowded market, or diagnosing why prospects dont grasp the product's value. Covers the positioning canvas and team workshops. For customer jobs analysis, see jobs-to-be-done. For go-to-market, see crossing-the-chasm.

Implement the Entrepreneurial Operating System (EOS) to align vision and execution across a company. Use when the user mentions "EOS", "Entrepreneurial Operating System", "V/TO", "quarterly rocks", "Level 10 meetings", "accountability chart", "IDS process", "my company feels chaotic", "we keep having the same problems", or "get the whole team aligned". Also trigger when a growing company needs meeting structure, goal-setting frameworks, or a systematic way to solve recurring organizational issues. Covers the six EOS components: Vision, People, Data, Issues, Process, Traction. For team motivation design, see drive-motivation. For lean experimentation, see lean-startup.