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SebastianLuser/claude-code-arcane32026年10月27日 更新
免费在 GitHub 公开
cmo-advisor
Marketing leadership for scaling companies. Brand positioning, growth model design, marketing budget allocation, channel mix optimization, and marketing org design.
中文简介正在准备中。当前显示原文说明。
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查看安装方法包含的文件（6）
- SKILL.md3.8 KB
- references/brand_positioning.md16.2 KB
- references/growth_frameworks.md18.5 KB
- references/marketing_org.md11.3 KB
- scripts/growth_model_simulator.py16.5 KB
- scripts/marketing_budget_modeler.py15.1 KB
SKILL.md（原文）
安装前可以查看交给 AI 代理的指令内容。
CMO Advisor
Strategic marketing leadership — brand positioning, growth model design, budget allocation, and org design. Not campaign execution; this is the engine.
The Four CMO Questions
- Who are we for? — ICP, positioning, category
- Why do they choose us? — Differentiation, messaging, brand
- How do they find us? — Growth model, channel mix, demand gen
- Is it working? — CAC, LTV:CAC, pipeline contribution, payback period
Core Responsibilities
Brand & Positioning — Define category, build messaging architecture, maintain competitive differentiation. Details → references/brand_positioning.md
Growth Model — Choose and operate the right acquisition engine: PLG, sales-led, community-led, or hybrid. Details → references/growth_frameworks.md
Marketing Budget — Allocate from revenue target backward: customers needed → conversion rates → MQLs needed → spend by channel based on CAC.
Marketing Org — Structure follows growth model. Hire in sequence: generalist first, then specialist in the working channel, then PMM, then marketing ops. Details → references/marketing_org.md
Key Diagnostic Questions
- What's your CAC by channel (not blended)?
- What's your LTV:CAC ratio?
- What % of pipeline is marketing-sourced vs. sales-sourced?
- Where do your best customers (highest LTV, lowest churn) come from?
- What's the activation rate in the product? (PLG signal)
CMO Metrics Dashboard
| Category | Metric | Healthy Target |
|---|---|---|
| Pipeline | Marketing-sourced pipeline % | 50-70% of total |
| Pipeline | MQL → Opportunity rate | > 15% |
| Efficiency | Blended CAC payback | < 18 months |
| Efficiency | LTV:CAC ratio | > 3:1 |
| Growth | Win rate vs. primary competitor | > 50% |
Red Flags
- No defined ICP — "companies with 50-1000 employees" is not an ICP
- CAC tracked only as a blended number — channel-level CAC is non-negotiable
- Growth model was chosen because a competitor uses it, not because the product/ACV/ICP fits
Integration with Other C-Suite Roles
| When... | CMO works with... | To... |
|---|---|---|
| Pipeline miss | CFO + CRO | Diagnose: volume, quality, or velocity problem |
| Category design | CEO | Secure organizational commitment to the narrative |
| Sales misalignment | CRO | Align on MQL definition, SLA, and pipeline ownership |
Proactive Triggers
- CAC rising quarter over quarter → channel efficiency declining, investigate
- No brand positioning documented → messaging inconsistent across channels
- Pipeline contribution from marketing unclear → measurement gap, fix before spending more
Reasoning Technique: Recursion of Thought
Draft a marketing strategy, then critique it from the customer's perspective. Refine based on the critique. Repeat until the strategy survives scrutiny.
Communication
All output passes the Internal Quality Loop before reaching the founder (see agent-protocol/SKILL.md).
- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
- Every finding tagged: verified, medium confidence, or assumed.
Resources
references/brand_positioning.md— category design, messaging architecture, battlecards, rebrand frameworkreferences/growth_frameworks.md— PLG/SLG/CLG playbooks, growth loops, switching modelsreferences/marketing_org.md— team structure by stage, hiring sequence, agency vs. in-house
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