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The Eterdis Strategy Diagnostic — an AI-guided conversation that helps leadership teams understand their strategic situation before committing to a direction. This is the entry point skill. It runs an open-ended discovery conversation, detects which strategic frameworks are most relevant, and produces a strategy-ready brief. Use this skill when someone asks for a general strategic assessment, when they don't know which framework they need, when they want to "figure out where we stand," or when they're preparing for a strategy engagement. This skill orchestrates other Eterdis skills — it does not replace them. Triggers on: "help me think through our strategy," "where should we start," "we need to figure out what's going on," "strategic health check," "prepare for a strategy review," or any open-ended request for strategic thinking. Based on 20 years of consulting practice by Eterdis (eterdis.com).

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戦略企画の専門スキル。中期経営計画、新規事業企画、事業ポートフォリオ分析を支援。 SWOT/PEST/Porter 5F分析、ビジネスモデルキャンバス、BCG/GE/Ansoffマトリクスなど MBA標準の戦略フレームワークを活用した体系的な戦略立案を行う。 Use when creating strategic plans, business proposals, portfolio analysis, or when applying strategic frameworks like SWOT, PEST, Porter's Five Forces, BCG Matrix. Triggers include「中期経営計画」「戦略企画」「事業ポートフォリオ」「SWOT分析」 「新規事業企画」「ビジネスモデル」「競争戦略」「成長戦略」

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Build a competitive analysis presentation covering market context, company performance, strengths, and weaknesses. Compare competitors using consistent metrics, visualize their market positions, and summarize lasting advantages and structural risks for strategic or investment discussions.

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• Mapping competitors and their market positions
• Comparing peer companies using shared metrics
• Preparing a strategic review presentation

Support executive decisions by comparing strategic options, risks, trade-offs, and financial scenarios. Prepare board narratives and likely questions, assess fundraising readiness, review leadership metrics, and organize approaches to organizational culture and stakeholder communication.

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• Comparing strategic options and investment priorities
• Preparing a board narrative and anticipated questions
• Assessing fundraising readiness and timing

Supports CTO-level planning for technical direction, organizational structure, and management of P9 teams. It is intended for architectural decisions spanning multiple teams and produces strategic input templates and organizational designs.

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• Planning technical strategy from a CTO perspective
• Considering architecture decisions across teams
• Designing organizational structure

Conduct strategic analysis using Porter's Five Forces, PESTEL, and SWOT frameworks. Assess competitive dynamics, macro environment, and internal capabilities. Synthesize into strategic implications with ranked options. Use when entering new markets, evaluating competitive position, or strategic planning.

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Read a book, article, transcript, or case study against a specific strategic problem. The skill turns relevant passages into practical actions, countermeasures, and warning signs, with source evidence and recommendations for the short, medium, and long term.

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• Applying lessons from a book to a current business problem
• Learning tactics and countermeasures from historical cases
• Turning an article or transcript into an action plan

Evaluate prospective business partners using evidence of their customer relationships and sales contributions. Recommend a partnership tier, build a 90-day joint sales plan, and compare revenue sharing with direct-sale margins, including conditions for ending the partnership.

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• Evaluating a prospective reseller or OEM partner
• Designing partnership tiers and qualification criteria
• Planning the first 90 days of joint sales

Turn a strategic question or intake notes into a one-page brief for discussion. Outline options, assumptions, constraints, success measures, and signals for reconsidering the decision, then save the brief as a Markdown file.

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• Preparing a pricing decision for discussion
• Comparing market-entry options
• Defining success and exit criteria before a decision

Examine strategic decisions through a structured meeting of AI agents representing executive roles. Gather independent recommendations, challenge assumptions, summarize disagreements, and record approved decisions with action owners and deadlines after the founder reviews the proposal.

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• Evaluate market expansion from several executive perspectives
• Compare views on product direction or pricing
• Review hiring plans and organizational choices

Assess the external conditions affecting a business across political, economic, social, technological, legal, and environmental factors. Rank their impact and likelihood, then outline strategic responses, indicators to monitor, and contingency plans for market entry or business planning.

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• Assessing external risks before entering a market
• Reviewing external conditions for strategic planning
• Finding opportunities in regulatory or technology changes

This skill covers game-theoretic methods in structural econometrics and industrial organization. Use when the user is working with strategic interactions, equilibrium analysis, or game-theoretic structural models — including entry games, conduct testing, auction models with strategic bidding, bargaining, or matching markets. Triggers on "Nash equilibrium", "subgame perfect", "best response", "strategic interaction", "entry game", "conduct testing", "auction", "mechanism design", "matching market", "bargaining", "BNE", "Bayesian Nash", "static game", "dynamic game", "repeated game", "multiple equilibria", "equilibrium selection", "discrete game", "oligopoly", "game-theoretic", "player", "payoff", "strategy", "dominant strategy", "Bresnahan-Reiss", "Ciliberto-Tamer", "partial identification", "set identification", or markup test.

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ACTIVATE when developing long-term strategy, setting OKRs, creating vision statements, building SWOT analyses, designing strategic frameworks, defining company direction, planning multi-year initiatives, or aligning organizational strategy with business goals. Executive must think through market positioning, competitive advantage, and measurable strategic objectives.

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Structures strategic alternatives analysis with status quo, sale, merger, spin-off, and recapitalization scenario comparison. Use when evaluating strategic options, preparing board-level alternatives, or analyzing corporate transformations.

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Specialized business strategy prompt methodology for Claude. Provides 11 tested approaches (3 identity, 4 reasoning, 4 output formats) for consulting, M&A, corporate strategy, and strategic planning tasks. Use when building prompts for deal evaluation, due diligence, portfolio strategy, business model analysis, board narratives, investment cases, market entry plans, or strategic options assessments. Trigger on: "build a prompt for M&A analysis," "due diligence prompt," "board narrative," "investment case," "market entry strategy," "strategic options," "portfolio strategy prompt," "business model analysis prompt," "consulting-style analysis." Do NOT use for evaluating or scoring existing prompts (use rootnode-prompt-validation if available) or for auditing Claude Projects (use rootnode-project-audit if available).

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"Conduct SWOT analysis with TOWS matrix for strategic planning. Use this skill when the user needs to evaluate a company, product, or project by identifying strengths, weaknesses, opportunities, and threats, or wants to generate strategic options from internal and external factors. Also use when the user mentions competitive positioning, strategic assessment, or asks 'what are our advantages and risks', even without naming SWOT explicitly.".

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Wardley Mapping for strategic positioning — map your value chain from customer need to underlying components, plot where each component sits on the evolution curve (novel to commodity), and spot the strategic plays that movement creates. Use this skill when someone wants to understand where their industry is heading, whether they're building things they should be buying, where competitors are vulnerable, what's about to become commoditised, or why their competitive advantage is eroding. Triggers on questions about build-vs-buy, component evolution, value chain analysis, commoditisation risk, or strategic positioning relative to market movement. Three modes — full diagnostic (build a map from scratch), review (update positions and reassess), and alert triggers (set tripwires for when components move). Based on practice by Eterdis (eterdis.com).

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Monthly strategic review playbook. Chains pipeline-review + campaign-analyzer + win-loss-analyzer + gtm-analyzer. Outputs executive summary with KPIs, channel ROI, competitive shifts, and strategic recommendations.

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按九个维度为筛选后的竞争对手评分，整理成附有依据的对比卡片和战略双轴图，查看各公司的优势，以及哪些竞争对手已进入自身目标区域。

• 按统一标准比较竞争对手
• 制作附有来源的竞争对手介绍卡片
• 在战略双轴图上定位竞争对手

将已评分的竞品资料整理为包含市场地图、比较表、差异化空间、威胁和优先行动的报告，供管理层汇报及团队制定竞争策略时使用。

• 向管理层或董事会汇报竞争情况
• 整合已完成的竞品资料
• 评估差异化空间与竞争威胁

Create investment-banking-style presentations for board discussions and M&A decisions. Organize comparable companies, past transactions, valuation ranges, and strategic options into slides that distinguish sourced figures from assumptions and explain the recommended course of action.

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• Preparing board materials on strategic alternatives
• Comparing peer companies and past M&A transactions
• Presenting valuation ranges and sensitivity analysis

Explore UN Comtrade data for strategic commodities such as oil, gas, gold, and semiconductors. Filter by country or product to identify trading partners, compare trade values and weights, and flag sharp year-over-year changes.

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• Identify trading partners for critical commodities
• Find sharp annual changes in semiconductor trade
• Review shifts in commodity trade exposure

Plan market, competitor, consumer, or financial research with chapter outlines, data requirements, and chart plans. Then turn collected evidence into a structured Markdown report with comparisons, citations, and strategic implications, while clearly identifying missing data.

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• Planning research chapters and data collection requirements
• Turning market and competitor findings into a report
• Organizing consumer insights and brand strategy analysis

Build a prioritized list of potential buyers for a company sale. Assess corporate acquirers and investment funds by business fit, financial capacity, and acquisition activity, then organize leading candidates and contact plans in Excel.

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• Building a buyer list for a company sale
• Comparing corporate acquirers and investment funds
• Prioritizing buyers for successive outreach rounds