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Adds four community skills covering brand identity discovery and a three-skill competitive benchmarking pipeline. **brand-discovery** — Adaptive multi-session brand identity interview spanning 8 modules (purpose, positioning, audience, personality, voice, narrative, founder-brand tension, synthesis). Uses laddering, 5 Whys, and projective techniques. State persisted to disk via state.json so sessions resume across conversations without losing elicited knowledge. Frameworks: Sinek, Dunford, Baker, Enns, Kapferer, Aaker, Neumeier, Mark & Pearson, Lencioni. Includes 8 module output templates in references/. **competitive-platform-analysis** — Scopes and tiers a competitor set before benchmarking begins. Categorizes candidates along 8 generic creative-industry axes (positioning stance, specialization, size/model, engagement format, distinctiveness posture, evidence model, brand strength, market/reach) into Direct / Adjacent / Aspirational tiers. Includes a pre-filter scoring matrix. First step in the pipeline. **benchmark-methodology** — Scores each competitor across 9 weighted dimensions (positioning 18%, brand voice 15%, visual craft 15%, offer packaging 12%, evidence 12%, enterprise-readiness 10%, thought leadership 8%, pricing 5%, client's strategic tension 5%) with explicit 1–5 rubrics and bias controls. Produces one profile card per competitor. **competitive-report-structure** — Assembles scored cards into a decision-grade report: executive summary, landscape map, competitor tiers, heatmap matrix, deep dives, white-space and threats, strategic recommendations, sources appendix. brand-discovery complements brand-voice (ECC): brand-voice extracts a style profile from existing source material; brand-discovery elicits identity from scratch through structured interviews when no prior material exists. A competitive set scoped without the client's positioning brief is noise, not intelligence — each skill enforces this by requiring the brief before proceeding. The 9-dimension scoring framework deliberately reports the client's strategic tension as two separate poles (never averaged) because the gap between them is the strategic finding. Co-Authored-By: Claude Sonnet 4.6 <noreply@anthropic.com>
43 lines
1.2 KiB
Markdown
43 lines
1.2 KiB
Markdown
# Module 10 — Purpose / Why
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> **Frameworks:** Sinek Golden Circle · Lencioni organisational purpose
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>
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> **Goal:** Surface the brand's core belief — the Why that exists independently
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> of what the organisation sells or how it delivers. Captures the founding
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> conviction, not the elevator pitch.
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---
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## Raw
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<!-- Verbatim quotes, stories, and examples captured during the interview.
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Record exact language — paraphrase belongs in Synthesis, not here.
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Include speaker attribution if multi-founder session. -->
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### Core belief (why does this exist?)
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### The behavioural How (values in action, not poster slogans)
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### What the brand refuses to be or do
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### Founder quotes strong enough to become internal anchors
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---
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## Synthesis
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<!-- Your interpretation of the raw material.
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Write three sections: formulations, open questions, contradictions. -->
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### Candidate Why formulations (offer 2–3 versions, vary register and specificity)
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1.
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2.
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3.
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### Open questions / threads to pursue in later modules
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### Contradictions or tensions between participants (multi-founder only)
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### How does this Why constrain or enable positioning? (bridge to Module 20)
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