business-model

Skill consolidé (fusion de : business-model-bha, business-model-canvas, business-model, business-model-auditor, market-sizing, market-sizing-analysis, financial-statements, startup-financial-modeling, pricing-strategy). Le contenu détaillé de chaque sous-domaine est inliné ci-dessous et conservé aussi dans references/<nom>/.

business-model-bha

Business Model BHA

Skill d'orchestration orienté action pour modéliser, chiffrer et planifier n'importe quel business. Il fournit la méthode et les frameworks ; les données et hypothèses viennent de l'utilisateur ou de benchmarks marqués comme tels. Aucune entreprise ni aucun secteur n'est présupposé.

Règle de base

Ce skill ne pré-remplit jamais un business avec des données inventées. Toute valeur chiffrée est soit fournie par l'utilisateur, soit un benchmark sectoriel explicitement marqué [hypothèse à valider]. Toujours distinguer visiblement donnée réelle vs hypothèse dans les livrables.

Cadrage immédiat (toujours en premier)

Avant tout travail de modélisation, vérifier ces inputs avec l'utilisateur. S'il en manque, poser les questions manquantes en un seul message court.

Business : quel secteur / type d'activité ? Produit ou service ? B2B, B2C, B2B2C, marketplace, SaaS, retail, industrie, autre ?
Modèle de revenu : one-shot, récurrent (abonnement), commission, licence, mixte ?
Objectif : quelle cible chiffrée (CA, marge, nombre de clients) et à quelle échéance ?
Horizon : 12 mois · 24 mois · 36 mois ?
Scénario : conservateur · réaliste · agressif (ou les trois en parallèle) ?
Données dispo : prix de vente réels ? COGS / coût de revient unitaire ? coûts fixes ? historique de CA ?
Géographie / segments : marché national, régional, multi-zones ? un ou plusieurs segments clients ?
Output attendu : canvas formalisé · spreadsheet de projection · plan de conquête · note de synthèse · pitch chiffré investisseur/banque ?

Si l'utilisateur n'a pas les chiffres précis, proposer des fourchettes basées sur des benchmarks du secteur concerné et marquer clairement hypothèse vs donnée réelle.

Business Model Canvas (méthode, 9 blocs)

Construire le BMC avec l'utilisateur, bloc par bloc. Ne rien pré-remplir : poser une question ciblée par bloc, puis synthétiser.

Segments clients : qui paie ? Segments distincts, taille relative de chacun, segment prioritaire.
Proposition de valeur : quel problème résolu, pour qui, différenciation vs alternatives. Une promesse par segment si elles diffèrent.
Canaux : comment on atteint, vend et livre (direct, indirect, digital, force de vente, distributeurs, partenaires).
Relations clients : self-service, accompagné, comptes clés, communauté ; acquisition vs rétention.
Sources de revenus : par segment et par canal ; one-shot vs récurrent ; levier de LTV (réassort, renouvellement, upsell).
Ressources clés : actifs critiques (produit, IP, équipe, stock, techno, marque).
Activités clés : ce que l'entreprise doit exceller à faire.
Partenaires clés : fournisseurs, distributeurs, plateformes, sous-traitants.
Structure de coûts : COGS / coût de revient, commercial, marketing, structure, R&D, logistique, BFR.

Pour formaliser le canvas en livrable, déléguer au skill business-model-canvas (ou business-model). Pour le stress-tester, déléguer à business-model-auditor.

Market sizing (TAM / SAM / SOM)

Méthode générique, à instancier sur le secteur de l'utilisateur :

TAM (marché total)

Définir le périmètre (catégorie, géo, devise, valeur ou volume).
Approche top-down (rapports marché, fédérations sectorielles, statistiques publiques) recoupée avec une approche bottom-up (nombre d'acheteurs potentiels × dépense moyenne).
Toujours citer la source de chaque chiffre ; à défaut, marquer [hypothèse].

SAM (marché adressable)

Appliquer les filtres réels du business : gamme/positionnement, géographie réellement servie, catégories couvertes, contraintes réglementaires ou logistiques.

SOM (part atteignable)

Part réaliste sur l'horizon donné, dérivée d'un taux de pénétration crédible du SAM, validée par un calcul bottom-up (nombre de comptes atteignables × ticket moyen × fréquence).

Pour un sizing rigoureux et sourcé, déléguer à market-sizing-analysis et market-sizing.

Trajectoire vers l'objectif : décomposition mathématique

Décomposer l'objectif de CA en briques actionnables :

Mix cible : répartition de l'objectif par segment et par canal (en % puis en €).
Volumes implicites : pour chaque canal, CA canal / prix moyen net du canal = volume. Sommer pour obtenir le volume total, puis le ramener par mois et par jour ouvré pour tester la faisabilité opérationnelle.
Nombre de clients implicite : CA segment / (ticket moyen × fréquence d'achat annuelle) = nombre de clients actifs. Recouper avec un taux de pénétration plausible du SAM.
Scénarios : produire systématiquement 3 trajectoires (conservateur · réaliste · agressif) avec hypothèses explicites par scénario, sur l'horizon demandé.

Délivrer la projection dans un tableur (déléguer xlsx) ou via startup-financial-modeling / forecast.

Plan de conquête (template générique)

Pour chaque unité de conquête (segment, zone géographique, ou canal), modéliser :

Élément	Source / méthode
Taille du gisement (nb de comptes cibles)	bases sectorielles, annuaires, cartographie, recherche web
Cible de pénétration sur l'horizon	% réaliste du gisement, année par année
CA implicite	nb comptes ouverts × commande moyenne × fréquence de réassort/renouvellement
Coût d'acquisition par compte	force de vente + temps fondateur + samples/démo + déplacements
Ressource d'exécution dédiée	profil, capacité, rémunération
Priorisation	volume potentiel × facilité d'accès × marge

Prioriser les unités de conquête par rapport effort/rendement. Pour un plan GTM détaillé, déléguer à go-to-market-plan.

Économie par canal (analyse de marge unitaire)

À calculer pour chaque produit/offre × chaque canal :

Prix net encaissé HT (après remises canal)
- Coût de revient unitaire (matière / production / prestation)
- Coûts variables de distribution unitaires (logistique, transaction, hébergement...)
- Commission ou coût d'acquisition unitaire (% ou montant)
= Marge brute unitaire

Marge brute unitaire × volume = Marge brute du canal

Question stratégique récurrente : "tel canal vaut-il le coup ?" Toujours arbitrer en posant : volume vs prix net écrasé, conditions de paiement, exigences opérationnelles, effet sur le positionnement. Garder un canal premium si un canal volume dégrade l'image de marque ou la marge structurelle.

Modèle force de vente / commission (générique)

Si le business s'appuie sur des commerciaux, agents ou apporteurs :

Commission : % standard du secteur sur prix net [hypothèse à valider].
Cible par personne : CA contributif annuel réaliste selon couverture.
Capacité totale : nb de personnes pleinement actives × cible unitaire, avec ramp-up (montée en charge progressive sur N mois, pas une activité pleine à J0).
Coût : commission only ou fixe + variable ; coûts cachés (formation, kit, suivi, attrition).
Garde-fous : contrat de minima, suivi périodique du pipeline, focus exclusif si possible.

Pour cadrer la prospection et la qualification, déléguer à founder-sales et sales-qualification.

P&L cible (squelette à remplir)

Poste	% CA	Montant	Notes
Chiffre d'affaires HT	100%	objectif	mix par segment/canal
Coût de revient (COGS)	?	?	à chiffrer par offre
Marge brute	?	?	cible selon secteur
Commercial (commissions, force de vente)	?	?	selon canal
Marketing / acquisition	?	?	budget + CAC
Logistique / coûts variables	?	?	selon mix
Frais de structure (équipe, outils, admin)	?	?	coûts fixes
Résultat opérationnel	?	?	cible : break-even à l'année N

Renseigner uniquement avec les données de l'utilisateur ou des benchmarks marqués [hypothèse]. Pour un P&L / cash flow normés, déléguer à financial-statements.

BFR (besoin en fonds de roulement)

Adapter la formule au cycle réel du business :

Stock : niveau immobilisé entre production/achat et vente (fort en industrie/retail, faible en SaaS/service).
Délais clients : encaissement réel (comptant, 30j, 60j fin de mois...).
Délais fournisseurs : crédit fournisseur négocié.
Spécificités : régimes fiscaux différés, avances, saisonnalité.
Estimation : BFR ≈ stock + créances clients - dettes fournisseurs, exprimé en jours de CA puis en montant à mobiliser pour l'objectif visé.

Patterns d'usage

"Combien de clients pour atteindre X€ ?"

Demander l'horizon, le ticket moyen, la fréquence d'achat/renouvellement.
Calculer X / (ticket moyen × fréquence) = clients actifs.
Recouper avec un taux de pénétration plausible du SAM ; ajuster si incohérent.

"Quelle marge sur ce produit/offre ?"

Demander le prix net par canal ; à défaut, fourchette [hypothèse].
Demander le coût de revient unitaire ; à défaut, fourchette [hypothèse].
Calculer marge brute unitaire et %, puis stress-test (commission, remise, coûts variables).
Donner le volume de break-even = coûts fixes alloués / marge nette unitaire.

"Fais-moi un BMC formalisé"

Dérouler les 9 blocs par questions ciblées.
Synthétiser, déléguer business-model-canvas pour la mise en forme (Notion ou xlsx).

"Prépare un pitch chiffré (investisseur, banque, partenaire)"

Cadrer l'audience (investisseur vs banque vs distributeur).
Mettre en avant : TAM/SAM/SOM sourcés, mix produit/canal/géo, trajectoire 3 ans à hypothèses claires, marge par offre, plan d'acquisition, BFR.
Format : deck (pptx) ou note 1 page (docx).

"Forecast mensuel"

Récupérer l'historique de CA si dispo, sinon partir d'hypothèses marquées.
Construire un tableur : mois × offre × canal × volume × prix net × CA, ligne saisonnalité, ramp-up des canaux.
Déléguer forecast ou xlsx pour la mise en forme.

Checklist avant de répondre à un brief

Ai-je le secteur et le modèle de revenu ?
Ai-je l'objectif chiffré et l'horizon (12/24/36 mois) ?
Ai-je précisé le scénario (conservateur/réaliste/agressif) ?
Mes prix et coûts sont-ils marqués réels vs [hypothèse à valider] ?
Ai-je distingué les segments et les canaux dans le mix ?
Ai-je une approche par unité de conquête plutôt que marché global indifférencié ?
Ai-je modélisé le ramp-up de la force de vente (timing, coût) ?
Ai-je traité le BFR adapté au cycle du business ?
Pas de tirets longs (em-dash) dans les livrables ?

Compatibilité (délégation)

S'utilise avec :

business-model-canvas : formaliser le BMC en sortie
business-model : méthodo générale BM
business-model-auditor : stress-tester le BM
market-sizing-analysis + market-sizing : TAM/SAM/SOM rigoureux
startup-financial-modeling : modèle 3 ans
forecast + financial-statements : P&L, cash flow, prévisions
go-to-market-plan : plan de conquête par segment/zone/canal
founder-sales + sales-qualification : cadrer prospection et qualification
xlsx : livrer les tableurs de modélisation
pptx / canvas-design : pitch decks

Si l'utilisateur demande un livrable (xlsx, slides, docx), déléguer au skill format approprié et y injecter les données et hypothèses construites avec ce skill.

business-model-canvas

<objective> Help design and analyze business models using the Business Model Canvas framework - 9 interconnected building blocks that describe how a company creates, delivers, and captures value. </objective>

<quick_start> Generate a canvas:

/business-model canvas for [company/idea]

Claude will analyze all 9 blocks:

Customer Segments (who are we serving?)
Value Propositions (what value do we deliver?)
Channels (how do we reach customers?)
Customer Relationships (how do we engage?)
Revenue Streams (how do we make money?)
Key Resources (what do we need?)
Key Activities (what must we do?)
Key Partnerships (who helps us?)
Cost Structure (what does it cost?) </quick_start>

<the_9_blocks>

1. Customer Segments

Question: For whom are we creating value? Who are our most important customers?

Types:

Type	Description	Example
Mass Market	No distinction between segments	Consumer electronics
Niche Market	Specific, specialized segment	Luxury goods
Segmented	Slightly different needs	Bank retail vs private
Diversified	Unrelated segments	Amazon (retail + AWS)
Multi-sided	Interdependent segments	Credit cards (merchants + cardholders)

2. Value Propositions

Question: What value do we deliver? Which problems do we solve?

Value Types:

Newness - New needs customers didn't know they had
Performance - Improving product/service performance
Customization - Tailoring to specific needs
Getting the Job Done - Simply helping get things done
Design - Superior design and aesthetics
Brand/Status - Value from using a specific brand
Price - Offering similar value at lower price
Cost Reduction - Helping customers reduce costs
Risk Reduction - Reducing risks customers incur
Accessibility - Making products available to new segments
Convenience/Usability - Making things easier to use

3. Channels

Question: How do we reach our customers? Which channels work best?

Channel Phases:

Awareness - How do we raise awareness?
Evaluation - How do we help customers evaluate?
Purchase - How do we allow customers to purchase?
Delivery - How do we deliver value?
After-sales - How do we provide post-purchase support?

Channel Types:

Type	Owned	Partner
Direct	Sales force, web sales, own stores	-
Indirect	-	Partner stores, wholesalers

4. Customer Relationships

Question: What type of relationship does each segment expect?

Relationship Types:

Personal Assistance - Human interaction during/after sale
Dedicated Personal Assistance - Dedicated representative
Self-Service - No direct relationship, all resources provided
Automated Services - Mix of self-service + automation
Communities - User communities for knowledge exchange
Co-creation - Customer involvement in value creation

5. Revenue Streams

Question: For what value are customers willing to pay? How do they pay?

Revenue Types:

Type	Description	Pricing
Asset Sale	Selling ownership rights	Fixed/Dynamic
Usage Fee	Pay per use of service	Per unit
Subscription	Recurring access fee	Monthly/Annual
Lending/Leasing	Temporary right to use	Per period
Licensing	Intellectual property rights	Per license
Brokerage Fees	Intermediation fee	% of transaction
Advertising	Fees for advertising	CPM/CPC/CPA

Pricing Mechanisms:

Fixed: List price, feature-dependent, segment-dependent, volume-dependent
Dynamic: Negotiation, yield management, real-time market, auctions

6. Key Resources

Question: What key resources does our value proposition require?

Resource Categories:

Category	Examples
Physical	Facilities, equipment, vehicles, inventory, materials
Intellectual	Brands, patents, copyrights, proprietary knowledge, databases
Human	Creative talent, expertise, experience, skills
Financial	Cash, credit lines, stock options, guarantees

7. Key Activities

Question: What key activities does our value proposition require?

Activity Categories:

Production - Designing, making, delivering products (manufacturing)
Problem Solving - Finding solutions to individual problems (consulting)
Platform/Network - Platform development, service provisioning, promotion (tech)

8. Key Partnerships

Question: Who are our key partners and suppliers?

Partnership Types:

Type	Purpose	Example
Strategic Alliance	Non-competitors	Airlines + Hotels
Coopetition	Competitors partnering	Samsung + Apple (components)
Joint Venture	New business development	Sony Ericsson
Buyer-Supplier	Assured supplies	Car manufacturers + suppliers

Partnership Motivations:

Optimization and economies of scale
Reduction of risk and uncertainty
Acquisition of resources and activities

9. Cost Structure

Question: What are the most important costs in our business model?

Cost Focus:

Approach	Description	Example
Cost-Driven	Minimize costs wherever possible	Budget airlines, Walmart
Value-Driven	Focus on value creation	Luxury hotels, premium brands

Cost Characteristics:

Fixed Costs - Same regardless of volume (salaries, rent)
Variable Costs - Vary with production volume (materials)
Economies of Scale - Lower cost per unit with volume
Economies of Scope - Lower cost with broader operations

</the_9_blocks>

<canvas_generation_algorithm>

Canvas Generation Process

Step 1: Identify Customer Segments

For each potential segment:
  - Define demographics/firmographics
  - Assess market size
  - Evaluate accessibility
  - Score attractiveness (1-10)

Prioritize: Focus on top 2-3 segments

Step 2: Define Value Propositions

For each priority segment:
  - List jobs-to-be-done
  - Identify pains to relieve
  - Identify gains to create
  - Match to value types above

Map: segment → value proposition(s)

Step 3: Design Channels

For each channel phase:
  - Awareness: [channels]
  - Evaluation: [channels]
  - Purchase: [channels]
  - Delivery: [channels]
  - After-sales: [channels]

Optimize: Cost vs reach vs customer preference

Step 4: Define Customer Relationships

For each segment:
  - Determine relationship type
  - Consider acquisition cost
  - Plan retention strategy
  - Define upsell path

Step 5: Establish Revenue Streams

For each value proposition:
  - Select revenue type
  - Choose pricing mechanism
  - Estimate willingness to pay
  - Project revenue potential

Step 6: Identify Key Resources

For value propositions + channels + relationships:
  - List required physical resources
  - List required intellectual resources
  - List required human resources
  - List required financial resources

Step 7: Define Key Activities

For each key resource:
  - Define activities to acquire
  - Define activities to maintain
  - Define activities to leverage

Categorize: Production / Problem Solving / Platform

Step 8: Establish Key Partnerships

For each activity not core to business:
  - Evaluate build vs buy vs partner
  - Identify potential partners
  - Define partnership type
  - Establish terms

Step 9: Calculate Cost Structure

Sum all costs:
  - Fixed costs (resources, overhead)
  - Variable costs (per unit)
  - Partnership costs

Determine: Cost-driven or Value-driven approach

</canvas_generation_algorithm>

<output_format>

Business Model Canvas Output

Visual Canvas Layout

┌─────────────────┬─────────────────┬─────────────────┬─────────────────┬─────────────────┐
│ Key Partners    │ Key Activities  │ Value           │ Customer        │ Customer        │
│                 │                 │ Propositions    │ Relationships   │ Segments        │
│ • Partner 1     │ • Activity 1    │                 │                 │                 │
│ • Partner 2     │ • Activity 2    │ • Value 1       │ • Type 1        │ • Segment 1     │
│                 ├─────────────────┤ • Value 2       │ • Type 2        │ • Segment 2     │
│                 │ Key Resources   │                 │                 │                 │
│                 │                 │                 ├─────────────────┤                 │
│                 │ • Resource 1    │                 │ Channels        │                 │
│                 │ • Resource 2    │                 │                 │                 │
│                 │                 │                 │ • Channel 1     │                 │
│                 │                 │                 │ • Channel 2     │                 │
├─────────────────┴─────────────────┴─────────────────┴─────────────────┴─────────────────┤
│ Cost Structure                    │ Revenue Streams                                     │
│                                   │                                                     │
│ Fixed: $X                         │ • Stream 1: $Y                                      │
│ Variable: $X per unit             │ • Stream 2: $Z                                      │
└───────────────────────────────────┴─────────────────────────────────────────────────────┘

Table Format

Block	Content
Customer Segments	[List segments]
Value Propositions	[List propositions]
Channels	[List channels by phase]
Customer Relationships	[List relationship types]
Revenue Streams	[List streams with pricing]
Key Resources	[List by category]
Key Activities	[List activities]
Key Partnerships	[List partners and purpose]
Cost Structure	[List costs, approach]

</output_format>

<validation_questions>

Canvas Validation Checklist

Customer Segments

Are segments clearly defined and distinct?
Is market size quantified?
Are they profitable to serve?

Value Propositions

Does it solve a real problem or satisfy a need?
Is it differentiated from competitors?
Is value clearly articulated?

Channels

Are channels cost-efficient?
Do they reach target segments effectively?
Are they integrated across phases?

Customer Relationships

Do relationships match segment expectations?
Are acquisition costs sustainable?
Is there a retention strategy?

Revenue Streams

Are customers willing to pay?
Is pricing competitive yet profitable?
Are revenue streams diversified?

Key Resources

Are all critical resources identified?
Are intellectual assets protected?
Is human capital sustainable?

Key Activities

Are activities aligned with value proposition?
Are processes documented and scalable?
Is quality maintained?

Key Partnerships

Are partnerships strategically valuable?
Are dependencies manageable?
Are terms favorable?

Cost Structure

Are all costs accounted for?
Is the model profitable at scale?
Are there cost optimization opportunities?

</validation_questions>

<canvas_metrics>

Canvas Health Metrics

Viability Score (0-100)

Customer fit:     (segment_clarity + value_alignment) / 2 × 20
Channel efficiency: (reach + cost_efficiency) / 2 × 15
Relationship depth: (retention + satisfaction) / 2 × 15
Revenue potential:  (streams_diversity + pricing_power) / 2 × 20
Cost efficiency:    (margin + scalability) / 2 × 15
Resource strength:  (capabilities + sustainability) / 2 × 15
──────────────────────────────────────────────────────────────
Total:             Sum of above (max 100)

Key Ratios

Ratio	Formula	Healthy Range
CAC	Total acquisition cost / New customers	Industry-dependent
LTV:CAC	Lifetime value / Acquisition cost	> 3:1
Gross Margin	(Revenue - COGS) / Revenue	> 50% for SaaS
Burn Rate	Monthly cash outflow	< 1/12 of runway

</canvas_metrics>

<example_session>

Example: AI-Powered CRM Startup

User: Create a business model canvas for an AI-powered CRM for small businesses

Customer Segments

Primary: Small businesses (10-50 employees) in service industries
Secondary: Solopreneurs and freelancers
Characteristics: Tech-savvy, growth-oriented, limited IT resources

Value Propositions

AI automates data entry from emails/calls (saves 5+ hours/week)
Predictive lead scoring (increases close rate 20%)
Natural language queries ("Show my hottest leads in Texas")
Affordable pricing (1/3 of enterprise CRM cost)

Channels

Awareness: Content marketing, SEO, partner referrals
Evaluation: Free trial, demo videos, ROI calculator
Purchase: Self-service online checkout
Delivery: Cloud SaaS, browser + mobile apps
After-sales: In-app chat, knowledge base, email support

Customer Relationships

Self-service: Most interactions automated
Automated: AI-powered onboarding, tips, alerts
Community: User forum, template sharing
Personal: High-touch for annual plans (10+ seats)

Revenue Streams

Subscription: $29/user/month (monthly) or $19/user/month (annual)
Premium Features: AI analytics add-on +$10/user/month
Integration Marketplace: 20% rev share on partner integrations

Key Resources

Proprietary AI/ML models (NLP, prediction)
Cloud infrastructure (AWS/GCP)
Engineering team (10 FTEs)
Customer success team (3 FTEs)

Key Activities

AI model training and improvement
Platform development and maintenance
Customer acquisition and onboarding
Integration partnerships

Key Partnerships

Cloud providers (AWS, GCP) - infrastructure
Communication platforms (Twilio, email APIs) - integrations
Accounting software (QuickBooks, Xero) - data sync
Referral partners (consultants, VARs) - distribution

Cost Structure

Fixed: Salaries ($800K/yr), office ($50K/yr), tools ($30K/yr)
Variable: Cloud costs ($2/user/month), support ($1/user/month)
Approach: Value-driven (premium AI features justify pricing)

Canvas Score: 78/100

Customer fit: 18/20 (strong segment-value match)
Channel efficiency: 12/15 (need more paid acquisition)
Relationship depth: 11/15 (automation good, retention TBD)
Revenue potential: 16/20 (pricing competitive, upsell path clear)
Cost efficiency: 12/15 (good unit economics)
Resource strength: 9/15 (AI talent competitive market)

</example_session>

<success_criteria> Canvas is successful when:

All 9 building blocks are populated with specific, actionable content
Customer segments are clearly defined with quantified market size
Value propositions address real problems with clear differentiation
Revenue streams match customer willingness to pay
Cost structure supports sustainable unit economics (LTV:CAC > 3:1)
Canvas Viability Score calculated (target: 60+/100)
Validation checklist completed for each block </success_criteria>

<activation_triggers> This skill activates for:

"business model canvas"
"business model for [company]"
"value proposition for"
"customer segments"
"revenue model"
"startup canvas"
"analyze this business"
"9 building blocks"
"Osterwalder canvas" </activation_triggers>

<integration_points>

Strategy Skill Cluster

BMC integrates with 4 other strategy skills for first-principles thinking:

Skill	Connection
JTBD	Customer Segments block should be defined by the jobs they're hiring for, not demographics
Blue Ocean	ERRC grid outputs feed directly into Value Propositions (Create/Raise = new value props)
Challenger Sale	Customer Segments × Value Propositions = your stakeholder tailoring matrix
NSTTD	Customer Relationships block benefits from tactical empathy — how you engage each segment

Pipeline: JTBD (what job?) → Blue Ocean (where's the space?) → BMC (how to deliver?) → Challenger (what insight?) → NSTTD (how to communicate?) </integration_points>

Emit Outcome Sidecar

Write to ~/.claude/skill-analytics/last-outcome-business-model-canvas.json: {"ts":"[UTC ISO8601]","skill":"business-model-canvas","version":"1.0.0","variant":"default","status":"[success|partial|error]","runtime_ms":[ms],"metrics":{"canvases_created":[n],"blocks_filled":[n],"hypotheses_generated":[n]},"error":null,"session_id":"[YYYY-MM-DD]"}

business-model

Business Model Canvas

Metadata

Name: business-model
Description: Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.
Triggers: business model canvas, BMC, business model, how we make money

Instructions

You are a business model strategist designing a Business Model Canvas for $ARGUMENTS.

Your task is to create a comprehensive Business Model Canvas that outlines how the business creates, delivers, and captures value.

Input Requirements

Product or service description
Target customer(s) and market
Current business operations or assumptions
Competitive context or industry dynamics

Business Model Canvas Template

Left Side: Creating Value

1. Key Partners

Who are the key strategic partners and suppliers?
What partnerships enable our business model?
Which activities do partners handle?
Are there joint ventures or co-creation opportunities?

2. Key Activities

What key activities does the business perform?
What processes are critical to delivering value?
Are these activities in-house or outsourced?
Production, problem-solving, platform/network activities?

3. Key Resources

What resources are necessary to create value?
Physical assets, intellectual property, human capital, financial
What resources enable key activities and partnerships?
What's the minimum viable resource set?

Center: The Value Proposition

4. Value Propositions

What value do we deliver to customers?
Which customer problems do we solve?
What needs are satisfied?
What products/services address each segment?
Quantitative (price, speed, quality) vs. qualitative (design, status)

Right Side: Delivering Value

5. Customer Relationships

How do we establish and maintain customer relationships?
Personal assistance, self-service, automated, community, co-creation
Cost of customer acquisition and retention
How do we keep customers engaged?

6. Channels

How do customers discover and access the value?
Awareness: How do customers learn about us?
Purchase: How do they buy?
Delivery: How is value delivered?
After-sales: How do we support customers?
Direct vs. indirect, owned vs. partner channels

7. Customer Segments

Who are the key customer segments?
Mass market, niche market, segmented, multi-sided platform
What are their defining characteristics?
Distinct needs, channels, relationships, or profitability

Bottom: Financial Viability

8. Cost Structure

What are the most important costs?
Fixed vs. variable costs
Cost drivers (scale, automation, labor, infrastructure)
Is this a cost-driven or value-driven business?

9. Revenue Streams

How does the business make money?
Per customer, per transaction, subscription, licensing, rents
Pricing mechanisms (fixed, dynamic, value-based)
Customer lifetime value and unit economics

Output Process

Identify and profile customer segments
Define the core value proposition(s)
Map customer relationships and channels
List key activities and resources
Identify key partners
Outline cost structure
Define revenue streams
Ensure all 9 blocks align and support each other
Test economic viability (LTV > 3x CAC)
Identify key assumptions and risks

Domain Context

Business Model Canvas vs Lean Canvas vs Startup Canvas:

Business Model Canvas (Strategyzer, Alexander Osterwalder) is the most widely used canvas framework. It provides a balanced, holistic view of how value flows through the organization. However, it has known limitations for product strategy:

No vision: Why should your team wake up every day? BMC doesn't address motivation or aspiration.
No Can't/Won't test: What stops competitors from copying you? BMC lacks a defensibility section that goes beyond listing resources.
No trade-offs: What you choose NOT to do creates focus and amplifies value — BMC doesn't address this.
No key metrics: How do you know the strategy is working? BMC has no metrics section.
Low-value sections for startups: Key Partnerships and Key Resources are rarely useful for early-stage products.

When to use BMC: Established businesses, corporate strategy, investor materials where you need to articulate how all operational pieces connect.

Alternatives:

Lean Canvas (Ash Maurya): Startup-focused, faster, replaces Partners/Activities/Resources with Problem/Solution/Unfair Advantage. Better for hypothesis testing but still mixes strategy and business model.
Startup Canvas (Paweł Huryn): Separates strategy (9 sections from the Product Strategy Canvas) from business model (Cost Structure + Revenue Streams). Recommended for new products where you need strategic clarity alongside the business model.

Notes

The Business Model Canvas provides a holistic view of how value flows through the organization
Each block should reinforce and support the others
Strong business models have clear, defensible value propositions
Financial sustainability requires revenue to exceed costs at scale
Use this to identify opportunities for innovation and optimization

business-model-auditor

Business Model Auditor - Scale Stress Test

Overview

You are a business model auditor specializing in Alex Hormozi's scale and leverage principles. You help indie founders identify fatal flaws in their business model before they kill the business. Your job is to execute a stress test—not just advise—by exposing bottlenecks, calculating unit economics, and designing for scale.

Hormozi's Core Principle: "A business model is only as good as its constraints. Can this scale without me?"

When This Activates

This skill auto-activates when:

User asks "can this scale"
User mentions being the bottleneck
User asks about unit economics
User says "I'm trading time for money"
User wonders what breaks at 10x customers
User is evaluating business model viability
User feels "trapped" by their business

The Framework: The Scale Test

Key Questions:

Time Independence: Does revenue require YOUR time linearly?
Unit Economics: Does each customer generate more than they cost?
Bottleneck Clarity: What breaks first at 10x scale?
Leverage Type: Are you building assets or just working?
Margin Integrity: Do margins hold or erode at scale?

Execution Workflow

Step 1: Current Model Mapping

Ask the user:

Describe your business model:

How do you make money? (What do customers pay for?)

What's your average revenue per customer?

How much does it cost to acquire a customer?

How much does it cost to deliver what they bought?

How many hours do YOU spend per customer?

Model Summary Template:

Metric	Current	Formula
Revenue/Customer	$X	Price × Units
CAC	$X	Marketing Spend / New Customers
Delivery Cost	$X	Direct costs per customer
Gross Margin	$X	Revenue - Delivery Cost
Your Hours/Customer	X hrs	Your time invested
Effective Hourly Rate	$X	Profit / Your Hours

Step 2: Unit Economics Deep Dive

Calculate the fundamental health:

Core Unit Economics:

Revenue Per Customer: $___
- Cost of Acquisition (CAC): $___
- Cost to Deliver: $___
= Gross Profit: $___
/ Your Hours: ___
= Effective Hourly Rate: $___

Health Check:

Metric	Bad	Okay	Good	Great
LTV:CAC Ratio	<1:1	1-2:1	3-5:1	>5:1
Gross Margin	<30%	30-50%	50-70%	>70%
Effective Hourly	<$50	$50-150	$150-500	>$500
Payback Period	>12mo	6-12mo	3-6mo	<3mo

Step 3: Time Dependency Analysis

Ask the user:

How does your time relate to revenue?

If you took a month off, what would happen to revenue?

What % of delivery requires YOUR specific involvement?

What tasks ONLY you can do?

What tasks could be delegated?

What tasks could be eliminated?

Time Dependency Score:

Scenario	Score	Meaning
Business stops if you stop	1/10	Totally dependent
Revenue drops 50%+	3/10	Highly dependent
Revenue drops 20-50%	5/10	Moderately dependent
Revenue drops <20%	7/10	Low dependency
Revenue unaffected	9/10	Time independent
Revenue grows without you	10/10	True leverage

Step 4: The 10x Stress Test

What happens if you 10x customers tomorrow?

What breaks first? (Delivery, support, quality, YOU)

What would you need to handle 10x? (People, systems, tools)

What would your margins look like at 10x?

How would customer experience change?

What's the actual capacity limit right now?

Bottleneck Categories:

Bottleneck	Symptom	Fix Type
You (Founder)	Can't do more yourself	Delegate/automate
Team	Need more people	Hire/outsource
Systems	Manual processes break	Automate/systemize
Capital	Can't fund growth	Improve margins/fundraise
Market	Not enough demand	Expand TAM/pivot

Step 5: Leverage Audit

Four Types of Leverage:

Leverage Type	Description	Example	Scale Factor
Labor	Other people's time	Employees, contractors	Linear
Capital	Other people's money	Invest to grow	Variable
Code	Software/automation	SaaS, tools	Infinite
Media	Content/audience	YouTube, podcasts	Infinite

Assess your current leverage:

Are you using labor leverage? (Team multiplies your output)

Are you using capital leverage? (Money working for you)

Are you using code leverage? (Software scales infinitely)

Are you using media leverage? (Content works while you sleep)

Leverage Score:

0 types = Trading time for money
1 type = Some leverage
2+ types = Real leverage
3+ types = Highly leveraged

Step 6: Model Stress Points

Identify where the model will break:

Stress Point Mapping:

Scale Level	What Breaks	Why	Fix Required
2x current	[First break]	[Cause]	[Solution]
5x current	[Second break]	[Cause]	[Solution]
10x current	[Third break]	[Cause]	[Solution]
100x current	[Ultimate break]	[Cause]	[Solution]

Step 7: Fix Recommendations

For each bottleneck:

Priority Framework:

First: Fix the lowest-cost, highest-impact bottleneck
Second: Fix what directly impacts revenue
Third: Fix what impacts margin
Fourth: Fix what impacts customer experience

Output Format

# Business Model Audit: [Business Name]

## Executive Summary

**Model Type:** [Service/Product/Hybrid/SaaS]
**Health Score:** X/10
**Primary Issue:** [Biggest bottleneck]
**Scale Readiness:** [Not ready/Needs work/Ready/Excellent]

## Unit Economics

### Current State

| Metric | Value | Status |
|--------|-------|--------|
| Revenue Per Customer | $X | [Good/Bad] |
| Customer Acquisition Cost | $X | [Good/Bad] |
| Cost to Deliver | $X | [Good/Bad] |
| Gross Profit/Customer | $X | [Good/Bad] |
| LTV:CAC Ratio | X:1 | [Good/Bad] |
| Gross Margin | X% | [Good/Bad] |
| Your Hours/Customer | X hrs | [Good/Bad] |
| Effective Hourly Rate | $X | [Good/Bad] |

### Diagnosis
[Narrative assessment of unit economics health]

## Time Dependency Assessment

**Time Dependency Score:** X/10

**If You Stopped Working:**
- Immediate Impact: [What happens day 1]
- 30-Day Impact: [What happens in a month]
- 90-Day Impact: [What happens in 3 months]

**Tasks Only You Can Do:**
1. [Task 1] — [Time spent] — [Can be changed: Y/N]
2. [Task 2] — [Time spent] — [Can be changed: Y/N]
3. [Task 3] — [Time spent] — [Can be changed: Y/N]

**Time Independence Opportunities:**
- [ ] [What could be delegated]
- [ ] [What could be automated]
- [ ] [What could be eliminated]

## 10x Stress Test

### What Breaks at Scale

| Scale | First Break | Second Break | Third Break |
|-------|-------------|--------------|-------------|
| 2x | [Break point] | | |
| 5x | [Break point] | [Break point] | |
| 10x | [Break point] | [Break point] | [Break point] |

### Capacity Limits

**Current Maximum Capacity:** X customers/month
**Limiting Factor:** [What creates the ceiling]
**To 10x, You Need:** [What would need to change]

### Margin at Scale

| Scale | Revenue | Costs | Margin |
|-------|---------|-------|--------|
| Current | $X | $X | X% |
| 2x | $X | $X | X% |
| 5x | $X | $X | X% |
| 10x | $X | $X | X% |

**Margin Trend:** [Improves/Holds/Erodes] with scale

## Leverage Assessment

| Leverage Type | Current Use | Opportunity |
|---------------|-------------|-------------|
| Labor | [None/Some/Heavy] | [How to add] |
| Capital | [None/Some/Heavy] | [How to add] |
| Code | [None/Some/Heavy] | [How to add] |
| Media | [None/Some/Heavy] | [How to add] |

**Leverage Score:** X/4 types active

## Bottleneck Priority List

### Critical (Fix Now)
1. **[Bottleneck]**
   - Impact: [Revenue/margin/scale effect]
   - Fix: [Specific solution]
   - Cost: [Time/money required]
   - Priority: [Why this is #1]

### Important (Fix Soon)
2. **[Bottleneck]**
   - [Same format]

3. **[Bottleneck]**
   - [Same format]

### Monitor (Fix Later)
4. **[Bottleneck]**
   - [Same format]

## Recommendations

### Immediate Actions (This Week)
- [ ] [Quick win 1]
- [ ] [Quick win 2]

### Short-Term (30 Days)
- [ ] [System to build]
- [ ] [Leverage to add]

### Long-Term (90 Days)
- [ ] [Structural change]
- [ ] [Model evolution]

## Model Evolution Path

**Current State:** [Description]
**Target State:** [Where to evolve to]

**Path:**
1. [Step 1] — [Makes this possible]
2. [Step 2] — [Makes this possible]
3. [Step 3] — [Makes this possible]

**End State Metrics:**
| Metric | Current | Target |
|--------|---------|--------|
| Time Dependency | X/10 | X/10 |
| Gross Margin | X% | X% |
| Effective Hourly | $X | $X |
| Leverage Score | X/4 | X/4 |

Quick Scale Score (100-Point Assessment)

For fast validation without the full audit:

Dimension	Weight	What It Measures
Time Independence	2x	Can it run without you?
Unit Economics	2x	Do the numbers work at scale?
Bottleneck Clarity	1.5x	Do you know what's constraining?
Leverage Active	1x	How many leverage types?
Delivery Scalability	1.5x	Can you deliver 10x without 10x cost?
Margin Integrity	1x	Do margins hold at scale?

Score	Rating	Verdict
85-100	Scale-Ready	Pour fuel on fire
70-84	Strong Foundation	Fix weak points first
55-69	Fixable	Address constraints first
40-54	Risky	Major issues to fix
0-39	Broken Model	Rebuild fundamentals

The "Would I Hire Me?" Test

Ask yourself:

"If this business had to pay me a salary for the work I do, would the economics still work?"

If revenue - your salary - all other costs < 20% margin, the model is too dependent on your free/cheap labor.

Model Evolution Paths

From Service to Productized Service:

Package your service into fixed-scope, fixed-price offerings
Create processes that others can execute
Build systems that don't require your judgment

From Productized Service to SaaS:

Identify the repeatable, automatable parts
Build software to replace manual delivery
Keep humans for high-value touchpoints only

From 1:1 to 1:Many:

Group coaching instead of individual
Courses instead of consulting
Templates instead of custom work

Integration with Other Skills

Skill	How It Works Together
`pricing-strategist`	Price for healthy unit economics
`offer-architect`	Design offers that scale
`retention-engine`	Improve LTV in the equation
`constraint-eliminator`	Remove delivery bottlenecks
`execution-accelerator`	Move on fixes faster

Common Mistakes to Avoid

Ignoring your time cost: Counting "profit" without valuing your hours
Hoping margins improve: They usually get worse at scale without action
Hiring to fix bottlenecks: Sometimes the fix is automation or elimination
Scaling before fixing: 10x a broken model = 10x the problems
Complexity creep: Adding services that don't scale
Vanity revenue: Growing revenue while margins shrink

The Founder Replacement Test

Could someone else run this business at 80% effectiveness if you left for 6 months?

If yes: You have a business
If no: You have a job you created for yourself

When to Route Elsewhere

If the problem is the offer → offer-architect
If the problem is pricing → pricing-strategist
If the problem is not enough leads → lead-channel-optimizer
If you're stuck on what to fix first → execution-accelerator

market-sizing

Estimate Market Size (TAM, SAM, SOM)

Purpose

Estimate the Total Addressable Market (TAM), Serviceable Addressable Market (SAM), and Serviceable Obtainable Market (SOM) for a product. Includes both top-down and bottom-up estimation approaches, growth projections, and key assumptions to validate.

Instructions

You are a strategic market analyst specializing in market sizing, opportunity assessment, and growth forecasting.

Input

Your task is to estimate the market size for $ARGUMENTS within the specified market constraints (geography, industry vertical, customer type, etc.).

If the user provides market research, industry reports, financial data, or competitor information, read and analyze them directly. Use web search to find current market data, industry reports, and growth projections.

Analysis Steps (Think Step by Step)

Market Definition: Define the market boundaries — what problem space, which customer segments, what geography or constraints apply
Top-Down Estimation: Start from total industry size and narrow to the relevant slice
Bottom-Up Estimation: Build from unit economics (customers × price × frequency) to cross-validate
SAM Scoping: Identify which portion of TAM is realistically serviceable given product capabilities, channels, and constraints
SOM Estimation: Estimate achievable share in the next 1-3 years based on competitive position and go-to-market capacity
Growth Projection: Forecast how TAM, SAM, and SOM may evolve over the next 2-3 years
Assumption Mapping: Surface the key assumptions underlying each estimate

Output Structure

Market Definition

Problem space and customer need
Geographic and segment boundaries
Key constraints or scoping decisions

TAM (Total Addressable Market)

Top-down estimate with sources and reasoning
Bottom-up estimate for cross-validation
Reconciliation of the two approaches
Current TAM value (annual revenue opportunity)

SAM (Serviceable Addressable Market)

Which portion of TAM the product can realistically serve
Constraints: geography, language, channels, product capabilities, pricing tier
SAM as percentage of TAM with reasoning

SOM (Serviceable Obtainable Market)

Realistic share achievable in 1-3 years
Basis: competitive position, go-to-market capacity, current traction
SOM as percentage of SAM with reasoning

Market Summary Table

Metric	Current Estimate	2-3 Year Projection
TAM
SAM
SOM

Growth Drivers & Trends

Key factors that could expand or contract the market
Technology, regulatory, demographic, or behavioral shifts
Emerging segments or adjacent markets

Key Assumptions & Risks

Critical assumptions behind each estimate (numbered)
Confidence level for each (high / medium / low)
How to validate the most uncertain assumptions
What would materially change the estimates

Best Practices

Always provide both top-down and bottom-up estimates to triangulate
Use web search for current industry data, analyst reports, and market benchmarks
Cite sources for market data — avoid unsupported numbers
Be explicit about assumptions; label estimates vs. data
Distinguish between value-based (revenue) and volume-based (users/units) sizing
Consider currency and purchasing power parity for international markets
Flag where estimates have wide confidence intervals
Recommend specific data sources or research to sharpen estimates

market-sizing-analysis

Market Sizing Analysis

Comprehensive market sizing methodologies for calculating Total Addressable Market (TAM), Serviceable Available Market (SAM), and Serviceable Obtainable Market (SOM) for startup opportunities.

Overview

Market sizing provides the foundation for startup strategy, fundraising, and business planning. Calculate market opportunity using three complementary methodologies: top-down (industry reports), bottom-up (customer segment calculations), and value theory (willingness to pay).

Core Concepts

The Three-Tier Market Framework

TAM (Total Addressable Market)

Total revenue opportunity if achieving 100% market share
Defines the universe of potential customers
Used for long-term vision and market validation
Example: All email marketing software revenue globally

SAM (Serviceable Available Market)

Portion of TAM targetable with current product/service
Accounts for geographic, segment, or capability constraints
Represents realistic addressable opportunity
Example: AI-powered email marketing for e-commerce in North America

SOM (Serviceable Obtainable Market)

Realistic market share achievable in 3-5 years
Accounts for competition, resources, and market dynamics
Used for financial projections and fundraising
Example: 2-5% of SAM based on competitive landscape

When to Use Each Methodology

Top-Down Analysis

Use when established market research exists
Best for mature, well-defined markets
Validates market existence and growth
Starts with industry reports and narrows down

Bottom-Up Analysis

Use when targeting specific customer segments
Best for new or niche markets
Most credible for investors
Builds from customer data and pricing

Value Theory

Use when creating new market categories
Best for disruptive innovations
Estimates based on value creation
Calculates willingness to pay for problem solution

Three-Methodology Framework

Methodology 1: Top-Down Analysis

Start with total market size and narrow to addressable segments.

Process:

Identify total market category from research reports
Apply geographic filters (target regions)
Apply segment filters (target industries/customers)
Calculate competitive positioning adjustments

Formula:

TAM = Total Market Category Size
SAM = TAM × Geographic % × Segment %
SOM = SAM × Realistic Capture Rate (2-5%)

When to use: Established markets with available research (e.g., SaaS, fintech, e-commerce)

Strengths: Quick, uses credible data, validates market existence

Limitations: May overestimate for new categories, less granular

Methodology 2: Bottom-Up Analysis

Build market size from customer segment calculations.

Process:

Define target customer segments
Estimate number of potential customers per segment
Determine average revenue per customer
Calculate realistic penetration rates

Formula:

TAM = Σ (Segment Size × Annual Revenue per Customer)
SAM = TAM × (Segments You Can Serve / Total Segments)
SOM = SAM × Realistic Penetration Rate (Year 3-5)

When to use: B2B, niche markets, specific customer segments

Strengths: Most credible for investors, granular, defensible

Limitations: Requires detailed customer research, time-intensive

Methodology 3: Value Theory

Calculate based on value created and willingness to pay.

Process:

Identify problem being solved
Quantify current cost of problem (time, money, inefficiency)
Calculate value of solution (savings, gains, efficiency)
Estimate willingness to pay (typically 10-30% of value)
Multiply by addressable customer base

Formula:

Value per Customer = Problem Cost × % Solved by Solution
Price per Customer = Value × Willingness to Pay % (10-30%)
TAM = Total Potential Customers × Price per Customer
SAM = TAM × % Meeting Buy Criteria
SOM = SAM × Realistic Adoption Rate

When to use: New categories, disruptive innovations, unclear existing markets

Strengths: Shows value creation, works for new markets

Limitations: Requires assumptions, harder to validate

Step-by-Step Process

Step 1: Define the Market

Clearly specify what market is being measured.

Questions to answer:

What problem is being solved?
Who are the target customers?
What's the product/service category?
What's the geographic scope?
What's the time horizon?

Example:

Problem: E-commerce companies struggle with email marketing automation
Customers: E-commerce stores with >$1M annual revenue
Category: AI-powered email marketing software
Geography: North America initially, global expansion
Horizon: 3-5 year opportunity

Step 2: Gather Data Sources

Identify credible data for calculations.

Top-Down Sources:

Industry research reports (Gartner, Forrester, IDC)
Government statistics (Census, BLS, trade associations)
Public company filings and earnings
Market research firms (Statista, CB Insights, PitchBook)

Bottom-Up Sources:

Customer interviews and surveys
Sales data and CRM records
Industry databases (LinkedIn, ZoomInfo, Crunchbase)
Competitive intelligence
Academic research

Value Theory Sources:

Customer problem quantification
Time/cost studies
ROI case studies
Pricing research and willingness-to-pay surveys

Step 3: Calculate TAM

Apply chosen methodology to determine total market.

For Top-Down:

Find total category size from research
Document data source and year
Apply growth rate if needed
Validate with multiple sources

For Bottom-Up:

Count total potential customers
Calculate average annual revenue per customer
Multiply to get TAM
Break down by segment

For Value Theory:

Quantify total addressable customer base
Calculate value per customer
Estimate pricing based on value
Multiply for TAM

Step 4: Calculate SAM

Narrow TAM to serviceable addressable market.

Apply Filters:

Geographic constraints (regions you can serve)
Product limitations (features you currently have)
Customer requirements (size, industry, use case)
Distribution channel access
Regulatory or compliance restrictions

Formula:

SAM = TAM × (% matching all filters)

Example:

TAM: $10B global email marketing
Geographic filter: 40% (North America)
Product filter: 30% (e-commerce focus)
Feature filter: 60% (need AI capabilities)
SAM = $10B × 0.40 × 0.30 × 0.60 = $720M

Step 5: Calculate SOM

Determine realistic obtainable market share.

Consider:

Current market share of competitors
Typical market share for new entrants (2-5%)
Resources available (funding, team, time)
Go-to-market effectiveness
Competitive advantages
Time to achieve (3-5 years typically)

Conservative Approach:

SOM (Year 3) = SAM × 2%
SOM (Year 5) = SAM × 5%

Example:

SAM: $720M
Year 3 SOM: $720M × 2% = $14.4M
Year 5 SOM: $720M × 5% = $36M

Step 6: Validate and Triangulate

Cross-check using multiple methods.

Validation Techniques:

Compare top-down and bottom-up results (should be within 30%)
Check against public company revenues in space
Validate customer count assumptions
Sense-check pricing assumptions
Review with industry experts
Compare to similar market categories

Red Flags:

TAM that's too small (< $1B for VC-backed startups)
TAM that's too large (unsupported by data)
SOM that's too aggressive (> 10% in 5 years for new entrant)
Inconsistency between methodologies (> 50% difference)

Industry-Specific Considerations

SaaS Markets

Key Metrics:

Number of potential businesses in target segment
Average contract value (ACV)
Typical market penetration rates
Expansion revenue potential

TAM Calculation:

TAM = Total Target Companies × Average ACV × (1 + Expansion Rate)

Marketplace Markets

Key Metrics:

Gross Merchandise Value (GMV) of category
Take rate (% of GMV you capture)
Total transactions or users

TAM Calculation:

TAM = Total Category GMV × Expected Take Rate

Consumer Markets

Key Metrics:

Total addressable users/households
Average revenue per user (ARPU)
Engagement frequency

TAM Calculation:

TAM = Total Users × ARPU × Purchase Frequency per Year

B2B Services

Key Metrics:

Number of target companies by size/industry
Average project value or retainer
Typical buying frequency

TAM Calculation:

TAM = Total Target Companies × Average Deal Size × Deals per Year

Presenting Market Sizing

For Investors

Structure:

Market definition and problem scope
TAM/SAM/SOM with methodology
Data sources and assumptions
Growth projections and drivers
Competitive landscape context

Key Points:

Lead with bottom-up calculation (most credible)
Show triangulation with top-down
Explain conservative assumptions
Link to revenue projections
Highlight market growth rate

For Strategy

Structure:

Addressable customer segments
Prioritization by opportunity size
Entry strategy by segment
Expected penetration timeline
Resource requirements

Key Points:

Focus on SAM and SOM
Show segment-level detail
Connect to go-to-market plan
Identify expansion opportunities
Discuss competitive positioning

Common Mistakes to Avoid

Mistake 1: Confusing TAM with SAM

Don't claim entire market as addressable
Apply realistic product/geographic constraints
Be honest about serviceable market

Mistake 2: Overly Aggressive SOM

New entrants rarely capture > 5% in 5 years
Account for competition and resources
Show realistic ramp timeline

Mistake 3: Using Only Top-Down

Investors prefer bottom-up validation
Top-down alone lacks credibility
Always triangulate with multiple methods

Mistake 4: Cherry-Picking Data

Use consistent, recent data sources
Don't mix methodologies inappropriately
Document all assumptions clearly

Mistake 5: Ignoring Market Dynamics

Account for market growth/decline
Consider competitive intensity
Factor in switching costs and barriers

Quick Start

To perform market sizing analysis:

Define the market - Problem, customers, category, geography
Choose methodology - Bottom-up (preferred) or top-down + triangulation
Gather data - Industry reports, customer data, competitive intelligence
Calculate TAM - Apply methodology formula
Narrow to SAM - Apply product, geographic, segment filters
Estimate SOM - 2-5% realistic capture rate
Validate - Cross-check with alternative methods
Document - Show methodology, sources, assumptions
Present - Structure for audience (investors, strategy, operations)

financial-statements

/financial-statements

If you see unfamiliar placeholders or need to check which tools are connected, see CONNECTORS.md.

Important: This command assists with financial statement workflows but does not provide financial advice. All statements should be reviewed by qualified financial professionals before use in reporting or filings.

Generate financial statements with period-over-period comparison and variance analysis. The workflow below walks through income statement generation; balance sheet and cash flow statement reference formats, GAAP presentation requirements (ASC 220/210/230), and common period-end adjustments are included as supporting reference material.

Usage

/financial-statements <period-type> <period>

Arguments

period-type — The reporting period type:
- monthly — Single month P&L with prior month and prior year month comparison
- quarterly — Quarter P&L with prior quarter and prior year quarter comparison
- annual — Full year P&L with prior year comparison
- ytd — Year-to-date P&L with prior year YTD comparison
period — The period to report (e.g., 2024-12, 2024-Q4, 2024)

Workflow

1. Gather Financial Data

If ~~erp or ~~data warehouse is connected:

Pull trial balance or income statement data for the specified period
Pull comparison period data (prior period, prior year, budget/forecast)
Pull account hierarchy and groupings for presentation

If no data source is connected:

Connect ~~erp or ~~data warehouse to pull financial data automatically. You can also paste trial balance data, upload a spreadsheet, or provide income statement data for analysis.

Prompt the user to provide:

Current period revenue and expense data (by account or category)
Comparison period data (prior period, prior year, and/or budget)
Any known adjustments or reclassifications

2. Generate Income Statement

Present in standard multi-column format:

INCOME STATEMENT
Period: [Period description]
(in thousands, unless otherwise noted)

                              Current    Prior      Variance   Variance   Budget    Budget
                              Period     Period     ($)        (%)        Amount    Var ($)
                              --------   --------   --------   --------   --------  --------
REVENUE
  Product revenue             $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
  Service revenue             $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
  Other revenue               $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
                              --------   --------   --------              --------  --------
TOTAL REVENUE                 $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX

COST OF REVENUE
  [Cost items]                $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
                              --------   --------   --------              --------  --------
GROSS PROFIT                  $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
  Gross Margin                XX.X%      XX.X%

OPERATING EXPENSES
  Research & development      $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
  Sales & marketing           $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
  General & administrative    $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
                              --------   --------   --------              --------  --------
TOTAL OPERATING EXPENSES      $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX

OPERATING INCOME (LOSS)       $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
  Operating Margin            XX.X%      XX.X%

OTHER INCOME (EXPENSE)
  Interest income             $XX,XXX    $XX,XXX    $X,XXX     X.X%
  Interest expense           ($XX,XXX)  ($XX,XXX)   $X,XXX     X.X%
  Other, net                  $XX,XXX    $XX,XXX    $X,XXX     X.X%
                              --------   --------   --------
TOTAL OTHER INCOME (EXPENSE)  $XX,XXX    $XX,XXX    $X,XXX     X.X%

INCOME BEFORE TAXES           $XX,XXX    $XX,XXX    $X,XXX     X.X%
  Income tax expense          $XX,XXX    $XX,XXX    $X,XXX     X.X%
                              --------   --------   --------

NET INCOME (LOSS)             $XX,XXX    $XX,XXX    $X,XXX     X.X%       $XX,XXX   $X,XXX
  Net Margin                  XX.X%      XX.X%

3. Variance Analysis

For each line item, calculate and flag material variances.

Variance Calculation

For each line item, calculate:

Dollar variance: Current period - Prior period (or current period - budget)
Percentage variance: (Current - Prior) / |Prior| x 100
Basis point change: For margins and ratios, express change in basis points (1 bp = 0.01%)

Materiality Thresholds

Define what constitutes a "material" variance requiring investigation. Common approaches:

Fixed dollar threshold: Variances exceeding a set dollar amount (e.g., $50K, $100K)
Percentage threshold: Variances exceeding a set percentage (e.g., 10%, 15%)
Combined: Either the dollar OR percentage threshold is exceeded
Scaled: Different thresholds for different line items based on their size and volatility

Example thresholds (adjust for your organization):

Line Item Size	Dollar Threshold	Percentage Threshold
> $10M	$500K	5%
$1M - $10M	$100K	10%
< $1M	$50K	15%

Variance Decomposition

Break down total variance into component drivers:

Volume/quantity effect: Change in volume at prior period rates
Rate/price effect: Change in rate/price at current period volume
Mix effect: Shift in composition between items with different rates/margins
New/discontinued items: Items present in one period but not the other
One-time/non-recurring items: Items that are not expected to repeat
Timing effect: Items shifting between periods (not a true change in run rate)
Currency effect: Impact of FX rate changes on translated results

Investigation and Narrative

For each material variance:

Quantify the variance ($ and %)
Identify whether favorable or unfavorable
Decompose into drivers using the categories above
Provide a narrative explanation of the business reason
Assess whether the variance is temporary or represents a trend change
Note any actions required (further investigation, forecast update, process change)

4. Key Metrics Summary

KEY METRICS
                              Current    Prior      Change
Revenue growth (%)                                  X.X%
Gross margin (%)              XX.X%      XX.X%      X.X pp
Operating margin (%)          XX.X%      XX.X%      X.X pp
Net margin (%)                XX.X%      XX.X%      X.X pp
OpEx as % of revenue          XX.X%      XX.X%      X.X pp
Effective tax rate (%)        XX.X%      XX.X%      X.X pp

5. Material Variance Summary

List all material variances requiring investigation:

Line Item	Variance ($)	Variance (%)	Direction	Preliminary Driver	Action
[Item]	$X,XXX	X.X%	Unfav.	[If known]	Investigate

6. Output

Provide:

Formatted income statement with comparisons
Key metrics summary
Material variance listing with investigation flags
Suggested follow-up questions for unexplained variances
Offer to drill into any specific variance with /flux

GAAP Presentation Requirements

Income Statement (ASC 220 / IAS 1)

Present all items of income and expense recognized in a period
Classify expenses either by nature (materials, labor, depreciation) or by function (COGS, R&D, S&M, G&A) — function is more common for US companies
If classified by function, disclose depreciation, amortization, and employee benefit costs by nature in the notes
Present operating and non-operating items separately
Show income tax expense as a separate line
Extraordinary items are prohibited under both US GAAP and IFRS
Discontinued operations presented separately, net of tax

Common presentation considerations:

Revenue disaggregation: ASC 606 requires disaggregation of revenue into categories that depict how the nature, amount, timing, and uncertainty of revenue are affected by economic factors
Stock-based compensation: Classify within the functional expense categories (R&D, S&M, G&A) with total SBC disclosed in notes
Restructuring charges: Present separately if material, or include in operating expenses with note disclosure
Non-GAAP adjustments: If presenting non-GAAP measures (common in earnings releases), clearly label and reconcile to GAAP

Balance Sheet (ASC 210 / IAS 1)

Distinguish between current and non-current assets and liabilities
Current: expected to be realized, consumed, or settled within 12 months (or the operating cycle if longer)
Present assets in order of liquidity (most liquid first) — standard US practice
Accounts receivable shown net of allowance for credit losses (ASC 326)
Property and equipment shown net of accumulated depreciation
Goodwill is not amortized — tested for impairment annually (ASC 350)
Leases: recognize right-of-use assets and lease liabilities for operating and finance leases (ASC 842)

Cash Flow Statement (ASC 230 / IAS 7)

Indirect method is most common (start with net income, adjust for non-cash items)
Direct method is permitted but rarely used (requires supplemental indirect reconciliation)
Interest paid and income taxes paid must be disclosed (either on the face or in notes)
Non-cash investing and financing activities disclosed separately (e.g., assets acquired under leases, stock issued for acquisitions)
Cash equivalents: short-term, highly liquid investments with original maturities of 3 months or less

Balance Sheet Reference Format

ASSETS
Current Assets
  Cash and cash equivalents
  Short-term investments
  Accounts receivable, net
  Inventory
  Prepaid expenses and other current assets
Total Current Assets

Non-Current Assets
  Property and equipment, net
  Operating lease right-of-use assets
  Goodwill
  Intangible assets, net
  Long-term investments
  Other non-current assets
Total Non-Current Assets

TOTAL ASSETS

LIABILITIES AND STOCKHOLDERS' EQUITY
Current Liabilities
  Accounts payable
  Accrued liabilities
  Deferred revenue, current portion
  Current portion of long-term debt
  Operating lease liabilities, current portion
  Other current liabilities
Total Current Liabilities

Non-Current Liabilities
  Long-term debt
  Deferred revenue, non-current
  Operating lease liabilities, non-current
  Other non-current liabilities
Total Non-Current Liabilities

Total Liabilities

Stockholders' Equity
  Common stock
  Additional paid-in capital
  Retained earnings (accumulated deficit)
  Accumulated other comprehensive income (loss)
  Treasury stock
Total Stockholders' Equity

TOTAL LIABILITIES AND STOCKHOLDERS' EQUITY

Cash Flow Statement Reference Format (Indirect Method)

CASH FLOWS FROM OPERATING ACTIVITIES
Net income (loss)
Adjustments to reconcile net income to net cash from operations:
  Depreciation and amortization
  Stock-based compensation
  Amortization of debt issuance costs
  Deferred income taxes
  Loss (gain) on disposal of assets
  Impairment charges
  Other non-cash items
Changes in operating assets and liabilities:
  Accounts receivable
  Inventory
  Prepaid expenses and other assets
  Accounts payable
  Accrued liabilities
  Deferred revenue
  Other liabilities
Net Cash Provided by (Used in) Operating Activities

CASH FLOWS FROM INVESTING ACTIVITIES
  Purchases of property and equipment
  Purchases of investments
  Proceeds from sale/maturity of investments
  Acquisitions, net of cash acquired
  Other investing activities
Net Cash Provided by (Used in) Investing Activities

CASH FLOWS FROM FINANCING ACTIVITIES
  Proceeds from issuance of debt
  Repayment of debt
  Proceeds from issuance of common stock
  Repurchases of common stock
  Dividends paid
  Payment of debt issuance costs
  Other financing activities
Net Cash Provided by (Used in) Financing Activities

Effect of exchange rate changes on cash

Net Increase (Decrease) in Cash and Cash Equivalents
Cash and cash equivalents, beginning of period
Cash and cash equivalents, end of period

Common Adjustments and Reclassifications

Period-End Adjustments

Accruals: Record expenses incurred but not yet paid (AP accruals, payroll accruals, interest accruals)
Deferrals: Adjust prepaid expenses, deferred revenue, and deferred costs for the period
Depreciation and amortization: Book periodic depreciation/amortization from fixed asset and intangible schedules
Bad debt provision: Adjust allowance for credit losses based on aging analysis and historical loss rates
Inventory adjustments: Record write-downs for obsolete, slow-moving, or impaired inventory
FX revaluation: Revalue foreign-currency-denominated monetary assets and liabilities at period-end rates
Tax provision: Record current and deferred income tax expense
Fair value adjustments: Mark-to-market investments, derivatives, and other fair-value items

Reclassifications

Current/non-current reclassification: Reclassify long-term debt maturing within 12 months to current
Contra account netting: Net allowances against gross receivables, accumulated depreciation against gross assets
Intercompany elimination: Eliminate intercompany balances and transactions in consolidation
Discontinued operations: Reclassify results of discontinued operations to a separate line item
Equity method adjustments: Record share of investee income/loss for equity method investments
Segment reclassifications: Ensure transactions are properly classified by operating segment

startup-financial-modeling

Startup Financial Modeling

Build comprehensive 3-5 year financial models with revenue projections, cost structures, cash flow analysis, and scenario planning for early-stage startups.

Overview

Financial modeling provides the quantitative foundation for startup strategy, fundraising, and operational planning. Create realistic projections using cohort-based revenue modeling, detailed cost structures, and scenario analysis to support decision-making and investor presentations.

Core Components

Revenue Model

Cohort-Based Projections: Build revenue from customer acquisition and retention by cohort.

Formula:

MRR = Σ (Cohort Size × Retention Rate × ARPU)
ARR = MRR × 12

Key Inputs:

Monthly new customer acquisitions
Customer retention rates by month
Average revenue per user (ARPU)
Pricing and packaging assumptions
Expansion revenue (upsells, cross-sells)

Cost Structure

Operating Expenses Categories:

Cost of Goods Sold (COGS)
- Hosting and infrastructure
- Payment processing fees
- Customer support (variable portion)
- Third-party services per customer
Sales & Marketing (S&M)
- Customer acquisition cost (CAC)
- Marketing programs and advertising
- Sales team compensation
- Marketing tools and software
Research & Development (R&D)
- Engineering team compensation
- Product management
- Design and UX
- Development tools and infrastructure
General & Administrative (G&A)
- Executive team
- Finance, legal, HR
- Office and facilities
- Insurance and compliance

Cash Flow Analysis

Components:

Beginning cash balance
Cash inflows (revenue, fundraising)
Cash outflows (operating expenses, CapEx)
Ending cash balance
Monthly burn rate
Runway (months of cash remaining)

Formula:

Runway = Current Cash Balance / Monthly Burn Rate
Monthly Burn = Monthly Revenue - Monthly Expenses

Headcount Planning

Role-Based Hiring Plan: Track headcount by department and role.

Key Metrics:

Fully-loaded cost per employee
Revenue per employee
Headcount by department (% of total)

Typical Ratios (Early-Stage SaaS):

Engineering: 40-50%
Sales & Marketing: 25-35%
G&A: 10-15%
Customer Success: 5-10%

Financial Model Structure

Three-Scenario Framework

Conservative Scenario (P10):

Slower customer acquisition
Lower pricing or conversion
Higher churn rates
Extended sales cycles
Used for cash management

Base Scenario (P50):

Most likely outcomes
Realistic assumptions
Primary planning scenario
Used for board reporting

Optimistic Scenario (P90):

Faster growth
Better unit economics
Lower churn
Used for upside planning

Time Horizon

Detailed Projections: 3 Years

Monthly detail for Year 1
Monthly detail for Year 2
Quarterly detail for Year 3

High-Level Projections: Years 4-5

Annual projections
Key metrics only
Support long-term planning

Step-by-Step Process

Step 1: Define Business Model

Clarify revenue model and pricing.

SaaS Model:

Subscription pricing tiers
Annual vs. monthly contracts
Free trial or freemium approach
Expansion revenue strategy

Marketplace Model:

GMV projections
Take rate (% of transactions)
Buyer and seller economics
Transaction frequency

Transactional Model:

Transaction volume
Revenue per transaction
Frequency and seasonality

Step 2: Build Revenue Projections

Use cohort-based methodology for accuracy.

Monthly Customer Acquisition: Define new customers acquired each month.

Retention Curve: Model customer retention over time.

Typical SaaS Retention:

Month 1: 100%
Month 3: 90%
Month 6: 85%
Month 12: 75%
Month 24: 70%

Revenue Calculation: For each cohort, calculate retained customers × ARPU for each month.

Step 3: Model Cost Structure

Break down costs by category and behavior.

Fixed vs. Variable:

Fixed: Salaries, software, rent
Variable: Hosting, payment processing, support

Scaling Assumptions:

COGS as % of revenue
S&M as % of revenue (CAC payback)
R&D growth rate
G&A as % of total expenses

Step 4: Create Hiring Plan

Model headcount growth by role and department.

Inputs:

Starting headcount
Hiring velocity by role
Fully-loaded compensation by role
Benefits and taxes (typically 1.3-1.4x salary)

Example:

Engineer: $150K salary × 1.35 = $202K fully-loaded
Sales Rep: $100K OTE × 1.30 = $130K fully-loaded

Step 5: Project Cash Flow

Calculate monthly cash position and runway.

Monthly Cash Flow:

Beginning Cash
+ Revenue Collected (consider payment terms)
- Operating Expenses Paid
- CapEx
= Ending Cash

Runway Calculation:

If Ending Cash < 0:
  Funding Need = Negative Cash Balance
  Runway = 0
Else:
  Runway = Ending Cash / Average Monthly Burn

Step 6: Calculate Key Metrics

Track metrics that matter for stage.

Revenue Metrics:

MRR / ARR
Growth rate (MoM, YoY)
Revenue by segment or cohort

Unit Economics:

CAC (Customer Acquisition Cost)
LTV (Lifetime Value)
CAC Payback Period
LTV / CAC Ratio

Efficiency Metrics:

Burn multiple (Net Burn / Net New ARR)
Magic number (Net New ARR / S&M Spend)
Rule of 40 (Growth % + Profit Margin %)

Cash Metrics:

Monthly burn rate
Runway (months)
Cash efficiency

Step 7: Scenario Analysis

Create three scenarios with different assumptions.

Variable Assumptions:

Customer acquisition rate (±30%)
Churn rate (±20%)
Average contract value (±15%)
CAC (±25%)

Fixed Assumptions:

Pricing structure
Core operating expenses
Hiring plan (adjust timing, not roles)

Business Model Templates

SaaS Financial Model

Revenue Drivers:

New MRR (customers × ARPU)
Expansion MRR (upsells)
Contraction MRR (downgrades)
Churned MRR (lost customers)

Key Ratios:

Gross margin: 75-85%
S&M as % revenue: 40-60% (early stage)
CAC payback: < 12 months
Net retention: 100-120%

Example Projection:

Year 1: $500K ARR, 50 customers, $100K MRR by Dec
Year 2: $2.5M ARR, 200 customers, $208K MRR by Dec
Year 3: $8M ARR, 600 customers, $667K MRR by Dec

Marketplace Financial Model

Revenue Drivers:

GMV (Gross Merchandise Value)
Take rate (% of GMV)
Net revenue = GMV × Take rate

Key Ratios:

Take rate: 10-30% depending on category
CAC for buyers vs. sellers
Contribution margin: 60-70%

Example Projection:

Year 1: $5M GMV, 15% take rate = $750K revenue
Year 2: $20M GMV, 15% take rate = $3M revenue
Year 3: $60M GMV, 15% take rate = $9M revenue

E-Commerce Financial Model

Revenue Drivers:

Traffic (visitors)
Conversion rate
Average order value (AOV)
Purchase frequency

Key Ratios:

Gross margin: 40-60%
Contribution margin: 20-35%
CAC payback: 3-6 months

Services / Agency Financial Model

Revenue Drivers:

Billable hours or projects
Hourly rate or project fee
Utilization rate
Team capacity

Key Ratios:

Gross margin: 50-70%
Utilization: 70-85%
Revenue per employee

Fundraising Integration

Funding Scenario Modeling

Pre-Money Valuation: Based on metrics and comparables.

Dilution:

Post-Money = Pre-Money + Investment
Dilution % = Investment / Post-Money

Use of Funds: Allocate funding to extend runway and achieve milestones.

Example:

Raise: $5M at $20M pre-money
Post-Money: $25M
Dilution: 20%

Use of Funds:
- Product Development: $2M (40%)
- Sales & Marketing: $2M (40%)
- G&A and Operations: $0.5M (10%)
- Working Capital: $0.5M (10%)

Milestone-Based Planning

Identify Key Milestones:

Product launch
First $1M ARR
Break-even on CAC
Series A fundraise

Funding Amount: Ensure runway to achieve next milestone + 6 months buffer.

Common Pitfalls

Pitfall 1: Overly Optimistic Revenue

New startups rarely hit aggressive projections
Use conservative customer acquisition assumptions
Model realistic churn rates

Pitfall 2: Underestimating Costs

Add 20% buffer to expense estimates
Include fully-loaded compensation
Account for software and tools

Pitfall 3: Ignoring Cash Flow Timing

Revenue ≠ cash (payment terms)
Expenses paid before revenue collected
Model cash conversion carefully

Pitfall 4: Static Headcount

Hiring takes time (3-6 months to fill roles)
Ramp time for productivity (3-6 months)
Account for attrition (10-15% annually)

Pitfall 5: Not Scenario Planning

Single scenario is never accurate
Always model conservative case
Plan for what you'll do if base case fails

Model Validation

Sanity Checks:

Revenue growth rate is achievable (3x in Year 2, 2x in Year 3)
Unit economics are realistic (LTV/CAC > 3, payback < 18 months)
Burn multiple is reasonable (< 2.0 in Year 2-3)
Headcount scales with revenue (revenue per employee growing)
Gross margin is appropriate for business model
S&M spending aligns with CAC and growth targets

Benchmark Against Peers: Compare key metrics to similar companies at similar stage.

Investor Feedback: Share model with advisors or investors for feedback on assumptions.

Quick Start

To create a startup financial model:

Define business model - Revenue drivers and pricing
Project revenue - Cohort-based with retention
Model costs - COGS, S&M, R&D, G&A by month
Plan headcount - Hiring by role and department
Calculate cash flow - Revenue - expenses = burn/runway
Compute metrics - CAC, LTV, burn multiple, runway
Create scenarios - Conservative, base, optimistic
Validate assumptions - Sanity check and benchmark
Integrate fundraising - Model funding rounds and milestones

pricing-strategy

Pricing Strategy

You are an expert in SaaS pricing and monetization strategy. Your goal is to help design pricing that captures value, drives growth, and aligns with customer willingness to pay.

Before Starting

Check for product marketing context first: If .agents/product-marketing-context.md exists (or .claude/product-marketing-context.md in older setups), read it before asking questions. Use that context and only ask for information not already covered or specific to this task.

Gather this context (ask if not provided):

1. Business Context

What type of product? (SaaS, marketplace, e-commerce, service)
What's your current pricing (if any)?
What's your target market? (SMB, mid-market, enterprise)
What's your go-to-market motion? (self-serve, sales-led, hybrid)

2. Value & Competition

What's the primary value you deliver?
What alternatives do customers consider?
How do competitors price?

3. Current Performance

What's your current conversion rate?
What's your ARPU and churn rate?
Any feedback on pricing from customers/prospects?

4. Goals

Optimizing for growth, revenue, or profitability?
Moving upmarket or expanding downmarket?

Pricing Fundamentals

The Three Pricing Axes

1. Packaging — What's included at each tier?

Features, limits, support level
How tiers differ from each other

2. Pricing Metric — What do you charge for?

Per user, per usage, flat fee
How price scales with value

3. Price Point — How much do you charge?

The actual dollar amounts
Perceived value vs. cost

Value-Based Pricing

Price should be based on value delivered, not cost to serve:

Customer's perceived value — The ceiling
Your price — Between alternatives and perceived value
Next best alternative — The floor for differentiation
Your cost to serve — Only a baseline, not the basis

Key insight: Price between the next best alternative and perceived value.

Value Metrics

What is a Value Metric?

The value metric is what you charge for—it should scale with the value customers receive.

Good value metrics:

Align price with value delivered
Are easy to understand
Scale as customer grows
Are hard to game

Common Value Metrics

Metric	Best For	Example
Per user/seat	Collaboration tools	Slack, Notion
Per usage	Variable consumption	AWS, Twilio
Per feature	Modular products	HubSpot add-ons
Per contact/record	CRM, email tools	Mailchimp
Per transaction	Payments, marketplaces	Stripe
Flat fee	Simple products	Basecamp

Choosing Your Value Metric

Ask: "As a customer uses more of [metric], do they get more value?"

If yes → good value metric
If no → price doesn't align with value

Tier Structure Overview

Good-Better-Best Framework

Good tier (Entry): Core features, limited usage, low price Better tier (Recommended): Full features, reasonable limits, anchor price Best tier (Premium): Everything, advanced features, 2-3x Better price

Tier Differentiation

Feature gating — Basic vs. advanced features
Usage limits — Same features, different limits
Support level — Email → Priority → Dedicated
Access — API, SSO, custom branding

For detailed tier structures and persona-based packaging: See references/tier-structure.md

Pricing Research

Van Westendorp Method

Four questions that identify acceptable price range:

Too expensive (wouldn't consider)
Too cheap (question quality)
Expensive but might consider
A bargain

Analyze intersections to find optimal pricing zone.

MaxDiff Analysis

Identifies which features customers value most:

Show sets of features
Ask: Most important? Least important?
Results inform tier packaging

For detailed research methods: See references/research-methods.md

When to Raise Prices

Signs It's Time

Market signals:

Competitors have raised prices
Prospects don't flinch at price
"It's so cheap!" feedback

Business signals:

Very high conversion rates (>40%)
Very low churn (<3% monthly)
Strong unit economics

Product signals:

Significant value added since last pricing
Product more mature/stable

Price Increase Strategies

Grandfather existing — New price for new customers only
Delayed increase — Announce 3-6 months out
Tied to value — Raise price but add features
Plan restructure — Change plans entirely

Pricing Page Best Practices

Above the Fold

Clear tier comparison table
Recommended tier highlighted
Monthly/annual toggle
Primary CTA for each tier

Common Elements

Feature comparison table
Who each tier is for
FAQ section
Annual discount callout (17-20%)
Money-back guarantee
Customer logos/trust signals

Pricing Psychology

Anchoring: Show higher-priced option first
Decoy effect: Middle tier should be best value
Charm pricing: $49 vs. $50 (for value-focused)
Round pricing: $50 vs. $49 (for premium)

Pricing Checklist

Before Setting Prices

Defined target customer personas
Researched competitor pricing
Identified your value metric
Conducted willingness-to-pay research
Mapped features to tiers

Pricing Structure

Chosen number of tiers
Differentiated tiers clearly
Set price points based on research
Created annual discount strategy
Planned enterprise/custom tier

Task-Specific Questions

What pricing research have you done?
What's your current ARPU and conversion rate?
What's your primary value metric?
Who are your main pricing personas?
Are you self-serve, sales-led, or hybrid?
What pricing changes are you considering?

Related Skills

churn-prevention: For cancel flows, save offers, and reducing revenue churn
page-cro: For optimizing pricing page conversion
copywriting: For pricing page copy
marketing-psychology: For pricing psychology principles
ab-test-setup: For testing pricing changes
revops: For deal desk processes and pipeline pricing
sales-enablement: For proposal templates and pricing presentations

Installation & invocation

Contenu de la skill

business-model

business-model-bha

Business Model BHA

Règle de base

Cadrage immédiat (toujours en premier)

Business Model Canvas (méthode, 9 blocs)

Market sizing (TAM / SAM / SOM)

TAM (marché total)

SAM (marché adressable)

SOM (part atteignable)

Trajectoire vers l'objectif : décomposition mathématique

Plan de conquête (template générique)

Économie par canal (analyse de marge unitaire)

Modèle force de vente / commission (générique)

P&L cible (squelette à remplir)

BFR (besoin en fonds de roulement)

Patterns d'usage

"Combien de clients pour atteindre X€ ?"

"Quelle marge sur ce produit/offre ?"

"Fais-moi un BMC formalisé"

"Prépare un pitch chiffré (investisseur, banque, partenaire)"

"Forecast mensuel"

Checklist avant de répondre à un brief

Compatibilité (délégation)

business-model-canvas

1. Customer Segments

2. Value Propositions

3. Channels

4. Customer Relationships

5. Revenue Streams

6. Key Resources

7. Key Activities

8. Key Partnerships

9. Cost Structure

Canvas Generation Process

Step 1: Identify Customer Segments

Step 2: Define Value Propositions

Step 3: Design Channels

Step 4: Define Customer Relationships

Step 5: Establish Revenue Streams

Step 6: Identify Key Resources

Step 7: Define Key Activities

Step 8: Establish Key Partnerships

Step 9: Calculate Cost Structure

Business Model Canvas Output

Visual Canvas Layout

Table Format

Canvas Validation Checklist

Customer Segments

Value Propositions

Channels

Customer Relationships

Revenue Streams

Key Resources

Key Activities

Key Partnerships

Cost Structure

Canvas Health Metrics

Viability Score (0-100)

Key Ratios

Example: AI-Powered CRM Startup

Customer Segments

Value Propositions

Channels

Customer Relationships

Revenue Streams

Key Resources

Key Activities

Key Partnerships

Cost Structure

Canvas Score: 78/100

Strategy Skill Cluster

Emit Outcome Sidecar

business-model

Business Model Canvas

Metadata

Instructions

Input Requirements