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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>
50 lines
1.5 KiB
Markdown
50 lines
1.5 KiB
Markdown
# Module 70 — Founder Brand vs Organisation Brand
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> **Frameworks:** Enns *Win Without Pitching* · Personal brand vs institutional
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> brand spectrum
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>
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> **Goal:** Map the relationship between the founder's personal reputation and the
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> organisation's brand. Clarify how much equity each carries, what the healthy
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> boundary is, and how to sequence personal vs organisation brand investment.
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> Unresolved founder-brand tension is a common scaling bottleneck.
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---
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## Raw
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<!-- Verbatim quotes. -->
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### Is the founder personally known in the market? How?
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### Do clients buy the founder or the organisation? (ask for evidence, not instinct)
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### What happens to the brand if the founder steps back or is unavailable?
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### What does the founder want for their personal brand in 3–5 years?
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### What does the organisation's brand need to be able to do independently?
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### Where has the founder-brand been an asset? Where has it been a constraint?
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---
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## Synthesis
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### Current state: where on the spectrum?
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```
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[Founder IS the brand] ←————————→ [Organisation brand stands alone]
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1 2 3 4 5
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```
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Current position: ___ Target position (3-year): ___
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### What the founder brand should own (and keeps owning)
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### What the organisation brand needs to own (independently of the founder)
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### Transition plan sketch (if moving from founder-centric toward institutional)
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### Risk if nothing changes
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### Open questions / threads for Module 90 Synthesis
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