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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>
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1.4 KiB
Module 20 — Positioning
Frameworks: Dunford Obviously Awesome · Moore crossing-the-chasm template · Jobs-to-be-done lens
Goal: Define the brand's competitive frame — who it's for, what category it competes in, what it does uniquely, and why that matters to the target client. Output is the raw material for a positioning statement the brand can act on.
Raw
Who is the target client? (role, company type, situation)
What category does the brand compete in? (how clients currently solve this problem)
What makes the brand different from alternatives in that category?
What does the target client care about most? (the value they get that others can't match)
Competitive alternatives named by the founder (include "do nothing" / "hire in-house")
Phrases or metaphors the founder uses naturally to describe what they do
Synthesis
Positioning statement draft (Dunford template)
For [target client] who [situation / JTBD], [brand name] is the [category] that [unique value]. Unlike [alternatives], we [key differentiator].