「opportunity」の検索結果

Amazon sales volume estimator for sellers and product researchers. Estimate monthly sales and revenue from BSR (Best Seller Rank), ASIN, or keyword. Three modes: (A) BSR Calculator — input BSR + marketplace + price + category to get instant sales estimate, (B) ASIN Lookup — input ASIN to auto-fetch data and estimate sales, (C) Keyword Market Analysis — input keyword to analyze total market size and competition. Works on 12 Amazon marketplaces. No API key required. Use when: (1) estimating how many units a product sells per month, (2) sizing a market or niche opportunity, (3) analyzing competitor sales performance, (4) comparing sales across price points, (5) identifying top sellers vs long-tail distribution.

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Cash vs points trip cost comparison. Factors in transfer ratios, taxes, fees, CPP valuations, and opportunity cost to recommend the best redemption strategy for flights and hotels.

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JTBD methodology for extracting real jobs behind feature requests — job statements, abstraction layers, first-principles extraction, ODI outcome statements, and opportunity scoring

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Evaluates new product opportunities through demand, channels and economics before committing to build.

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Compute metrics for Claude Code sessions. Discovers via ccrider, filters trivial, computes friction/opportunity/fingerprint scores. Use for broad session triage.

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Tax-loss harvesting opportunity identification, scoring, and planning with wash sale compliance and annual carryforward tracking

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Capture an out-of-scope improvement opportunity so it doesn't get lost. Use when the user asks to "note improvement", "save improvement", "track this for later", "remember this improvement", "note this idea", "log improvement", "backlog this", or "park this idea". Also invoke proactively when noticing something improvable during work that falls outside the current task's scope, or after deliberately shipping a simpler approach that accepts a known ceiling — briefly mention it to the user and offer to note it.

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When the user needs to estimate market size, understand market dynamics, or validate that a market opportunity is large enough to pursue.

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Product discovery and market research expert. Use when validating product ideas, conducting market research, user interviews, competitive analysis, or opportunity assessment. Covers JTBD, Kano model, and Value Proposition Canvas.

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Run a cumulative daily or retrospective sweep of research papers on a chosen topic, audit their claims, methods, integrity signals, and independent support, then identify overlooked but feasible project or business opportunities in a detailed source-grounded report. Use when asked to monitor papers every day, mine buried research, evaluate whether a paper is credible or reproducible, find unimplemented research ideas, or separate promising work from hype, weak evidence, and retracted or contradicted results.

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Think and work like an expert Health Economist. Use when a task calls for Health Economist judgment. Reasons from QALY/ICER and NMB opportunity-cost framing, NICE reference case and WTP bands, cohort Markov/PSM models with PSA (CEAC/CEAF), ISPOR transferability and DCE conjoint checklists, CHEERS 2022 and trial-based RCT-CEA reporting.

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Conduct comprehensive market research combining web search, academic sources, news coverage, and industry data. Produces market sizing signals, competitive landscape overviews, trend analysis, and evidence-backed market opportunity assessments.

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Track real-time events, announcements, and breaking developments across Twitter, Reddit, news outlets, and web search. Monitors event progression, public reaction, key moments, and aftermath coverage for crisis response and opportunity detection.

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Calculate TAM/SAM/SOM for market opportunities using top-down, bottom-up, and value theory methodologies. Use this skill when sizing markets, estimating addressable revenue, validating market opportunity for a new venture, or building investor-ready market analysis for a startup pitch or business plan.

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Estimate market size using TAM, SAM, and SOM with top-down and bottom-up approaches. Use when sizing a market opportunity, estimating addressable market, preparing for investor pitches, or evaluating market entry.

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Calculate and model paid-media CPA, CPL, CPC, CPM, ROAS, MER, break-even targets, contribution margin, LTV:CAC, impression-share opportunity, budgets, forecasts, and experiment economics. Use for PPC math, ad calculator, break-even analysis, ROAS calculator, CPA calculator, budget forecast, LTV CAC, or MER.

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Classify product approach into one of six types (Clone, Unbundle, Undercut, Slice, Wrapper, Innovation) based on competitive landscape. Triggers on PRD v0.2 work after competitive analysis, or when user asks "what type of product should we build?", "should we clone or innovate?", "is this a fast-follow opportunity?", "how should we position against competitors?", "clone vs undercut", "unbundle vs slice", or requests help choosing product strategy. Outputs BR- entries for product type classification and inherited GTM constraints.

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Generate a professional, client-ready PDF SEO report from a saved DataForSEO-powered audit. Produces a polished PDF with score gauges, prioritized action plan, keyword opportunity tables, and competitive landscape — ready to send to a client.

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Keyword research and opportunity scoring via the DataForSEO Keywords Data and Labs APIs. Returns search volume, CPC, competition, intent classification, related keywords, and long-tail suggestions with a Keyword Score (0-100).

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B2B 大客户销售 (B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄ 资格审查纪律 (MEDDIC/MEDDPICC: 先严格 qualify/disqualify, 「no deal 好过 bad deal」)**; 三派不是非此即彼, 资深人混用, 但底层世界观分歧真实(问 vs 教 vs 筛); 更深层张力 — 「过程/方法论纪律 (process rigor: 预测准确、deal inspection、qualify) ⇄ 关系/信任 (relationship: champion 培养、高管关系、人情)」, 「卖结果/业务价值 (business outcome/ROI、卖给经济决策人) ⇄ 卖产品/功能 (feature selling)」, 「多线程触达买方委员会 (multithreading buying committee) ⇄ 单一 champion 依赖」; (b) 方法论正典 (最标准化、最易蒸出高质量+CLI 化) — MEDDIC/MEDDPICC (Metrics 量化指标/Economic buyer 经济决策人/Decision Criteria 决策标准/Decision Process 决策流程/Identify Pain 痛点/Champion 内部拥护者 + Paper process 签约流程/Competition 竞争), SPIN (Situation/Problem/Implication/Need-payoff 提问序列), Challenger (商业洞见 commercial insight + reframe + 建设性张力 constructive tension + Mobilizer 调动者), Solution Selling (痛点链 pain chain/愿景创建/buying vision), Sandler (前置合约 up-front contract/痛苦漏斗 pain funnel/潜艇七步), Command of the Message (Force Management: 业务价值框架/before-after/decision criteria), Gap Selling (Keenan: 现状 current state → 期望 future state → 差距 the gap/问题中心), Miller Heiman Strategic Selling (蓝表 blue sheet/buying influences: 经济/用户/技术买家 + coach), Value Selling, BANT (老式资格框架, 多被 MEDDIC 取代); (c) 行业结构与角色 — SDR/BDR (开发/约见) → AE/客户经理 (成交) → SE/售前/Solutions Engineer (技术验证/POC/demo) → CSM (客户成功/续约扩张) → Sales Manager/VP Sales/CRO; RevOps (收入运营), Sales Enablement (赋能); land and expand (先落地再扩张)、量化指标 quota/OTE(目标总收入)/配额达成率/pipeline coverage(管道覆盖率 ~3x 业内经验法则)/win rate(赢率)/sales velocity(销售速度)/ramp time(爬坡期)/ACV·ARR·NRR(年合同额/年经常性收入/净收入留存); (d) 销售周期 (the deal/opportunity lifecycle) — prospecting 开发 → discovery 需求挖掘 → qualification 资格审查(MEDDIC) → demo/technical validation/POC 技术验证 → business case/value 业务价值与 ROI → proposal 提案 → negotiation 谈判(procurement 采购/法务/security review) → close 成交 → onboarding/expansion 交付与扩张; 干系人: champion 拥护者 vs coach 线人 vs economic buyer 经济决策人 vs blocker 阻碍者; mutual action plan/close plan(双向行动计划/成交计划); (e) 产出物与节奏 — discovery call(需求电话)、demo、business case、proposal/SOW、MAP(mutual action plan)、forecast(预测: commit/best case/pipeline 类别)、pipeline review/deal review/QBR(季度业务回顾)/account plan(客户计划); (f) 职业/招聘/薪酬 — quota/OTE/comp plan(底薪+提成)/accelerator(加速器)/SPIFF/clawback、ramp、President's Club(顶尖销售俱乐部)、SDR→AE→管理 晋升路径、rep turnover(销售流失率高); (g) 争议/批判 — Challenger 是否过誉(CEB 原始数据被质疑、insight selling 批评)、MEDDIC 沦为填表剧场(box-checking theater, 填字段不真 qualify)、活动指标 vs 质量(spray-and-pray 群发/冷电话存废之争)、AI SDR/自动化淹没收件箱(2024-2025 AI BDR 泡沫 + 邮件送达率崩溃 backlash)、SDR 军团模式是否将死(Winning by Design/signal-based GTM 取代)、配额虚高与销售 burnout、季末打折促单、销售方法论的「宗教化」与培训-认证产业链、最大竞争对手其实是「no decision/维持现状」而非对手; (h) 流派/思想谱系 — 提问诊断派(Rackham SPIN/Bosworth&Eades Solution Selling/Keenan Gap Selling) vs 挑战教学派(Dixon&Adamson Challenger/Force Management Command of the Message) vs 资格纪律派(MEDDIC: Napoli&Dunkel 起源/John McMahon/MEDDICC Andy Whyte) vs 关系战略派(Miller Heiman Strategic/Large Account) vs SaaS 现代收入架构派(Aaron Ross Predictable Revenue/Mark Roberge Sales Acceleration Formula/Jacco van der Kooij Winning by Design bowtie/David Skok 指标) vs 开发-心态派(Jeb Blount Fanatical Prospecting/Sales EQ、Anthony Iannarino、Josh Braun) vs 谈判(Chris Voss Never Split the Difference 战术同理心)。不含: B2C/零售/电商导购销售、纯电话客服/客户支持、纯渠道/分销管理(channel 虽相关但聚焦直销复杂销售)、纯 marketing/需求生成(demand gen 虽上游但本 skill 聚焦销售执行)、纯 CSM 客户成功(虽相关但聚焦 new logo + expansion 的销售动作)。) Master OS — automated mastery of B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄

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Automate Qwoted (HARO-style PR platform) end-to-end and earn high-DR backlinks at scale: log in, set up the user's "expert" Source persona (bio + employer + contacts), search the Algolia-backed opportunity index, RESEARCH and BUILD a sourced statistics page on the user's topic (the linkable asset journalists love to cite), draft pitches as the user that link to that page, and submit them to journalists. Use this skill whenever the user asks for "PR opportunities", "Qwoted opportunities", "press mentions", "journalist requests", "HARO replies", "media pitches", "podcast guesting", "expert quotes", "stats page for SEO", "research page for journalists", or "backlinks from journalists".

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Identify, evaluate, and prioritize design opportunities using impact-effort frameworks and strategic criteria.

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Create an end-to-end user journey map with stages, touchpoints, emotions, pain points, and opportunity areas. Use when mapping the full user experience for a product, feature, or service.

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Select one target opportunity from an OST using evidence-based weighted scoring and tie-breakers.

日本語の概要は準備中です。原文の説明を表示しています。