Business Strategy
- 448 installs
- 86 repo stars
- Updated July 17, 2026
- travisjneuman/.claude
business-strategy is an agent skill that applies strategic planning frameworks—Porter's Five Forces, BCG matrix, SWOT, market entry, and M&A analysis—for developers making competitive positioning and growth decisions.
About
business-strategy is a travisjneuman/.claude skill that brings Fortune-50-style strategic planning frameworks into AI coding sessions. It includes Porter's Five Forces with five competitive-force dimensions, a BCG Growth-Share Matrix with four quadrants, McKinsey 9-Box portfolio positioning, and actionable SWOT cross-analysis questions linking strengths to opportunities and weaknesses to threats. Additional sections cover Blue Ocean four-actions framework, market-entry mode selection from export through greenfield, M&A synergy analysis, Balanced Scorecard execution, and deliverable templates for board-level strategy decks and initiative business cases. Developers invoke it when analyzing competitive positioning, planning market entry, evaluating M&A rationale, or structuring strategic decisions alongside technical roadmaps.
- business-strategy
Business Strategy by the numbers
- 448 all-time installs (skills.sh)
- +11 installs in the week ending Aug 5, 2026 (Skillselion tracking)
- Ranked #970 of 4,347 Backend & APIs skills by installs in the Skillselion catalog
- Data as of Aug 5, 2026 (Skillselion catalog sync)
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| Installs | 448 |
|---|---|
| repo stars | ★ 86 |
| Last updated | July 17, 2026 |
| Repository | travisjneuman/.claude ↗ |
How do you analyze competitive positioning for a product?
Use business-strategy for development tasks
Who is it for?
Engineering leaders and product-minded developers who need structured competitive analysis, market-entry planning, or M&A framing alongside technical work.
Skip if: Developers seeking implementation-level coding patterns or sprint planning should use engineering or product-management execution skills instead of this strategy framework library.
When should I use this skill?
User asks for competitive analysis, growth strategy planning, market entry evaluation, M&A rationale, or strategic decision frameworks.
What you get
Strategy presentation outline, initiative business case, market-entry checklist, and decision matrix with weighted criteria.
By the numbers
- Porter's Five Forces analysis covers 5 competitive forces
- BCG matrix defines 4 portfolio quadrants: Stars, Cash Cows, Question Marks, Dogs
- Market-entry checklist lists 10 scoping items including TAM, SAM, and SOM sizing
Files
Business Strategy Expert
Comprehensive strategic planning frameworks for competitive analysis, growth strategy, and decision-making.
Core Strategy Frameworks
Porter's Five Forces Analysis
Analyze industry competitiveness:
| Force | Key Questions | Analysis Focus |
|---|---|---|
| Threat of New Entrants | Capital requirements? Regulatory barriers? Brand loyalty? | Entry barriers, scale advantages |
| Supplier Power | Concentration? Switching costs? Forward integration risk? | Input cost control, supply security |
| Buyer Power | Concentration? Price sensitivity? Backward integration? | Customer bargaining leverage |
| Threat of Substitutes | Alternative solutions? Price-performance tradeoffs? | Disruption vulnerability |
| Competitive Rivalry | Industry growth? Differentiation? Exit barriers? | Competitive intensity |
BCG Growth-Share Matrix
Portfolio analysis for resource allocation:
| Quadrant | Definition | Strategy |
|---|---|---|
| Stars | High growth, high share | Invest heavily, defend position |
| Cash Cows | Low growth, high share | Harvest, fund other initiatives |
| Question Marks | High growth, low share | Invest selectively or divest |
| Dogs | Low growth, low share | Divest or minimize investment |
McKinsey 9-Box Matrix
More nuanced portfolio positioning:
INDUSTRY ATTRACTIVENESS
High Medium Low
High Invest Invest Protect
BUSINESS Med Invest Selective Harvest
STRENGTH Low Selective Harvest DivestSWOT Analysis (Strategic)
Beyond basic SWOT - strategic implications:
INTERNAL FACTORS:
Strengths → Leverage for competitive advantage
Weaknesses → Address or neutralize
EXTERNAL FACTORS:
Opportunities → Capture with existing strengths
Threats → Mitigate through strategic moves
STRATEGIC QUESTIONS:
1. S-O: How can strengths exploit opportunities?
2. W-O: Which weaknesses prevent capturing opportunities?
3. S-T: Which strengths can counter threats?
4. W-T: Which weaknesses make us vulnerable to threats?Competitive Strategy
Generic Competitive Strategies (Porter)
| Strategy | Focus | Key Success Factors |
|---|---|---|
| Cost Leadership | Lowest cost producer | Scale, efficiency, tight cost control |
| Differentiation | Unique value proposition | Innovation, brand, quality |
| Focus (Cost) | Cost leader in niche | Specialized efficiency |
| Focus (Diff) | Differentiated in niche | Deep customer understanding |
Blue Ocean Strategy
Create uncontested market space:
| Red Ocean | Blue Ocean |
|---|---|
| Compete in existing market | Create new market space |
| Beat the competition | Make competition irrelevant |
| Exploit existing demand | Create and capture new demand |
| Value-cost tradeoff | Break value-cost tradeoff |
Four Actions Framework:
- Eliminate: Which factors should be eliminated?
- Reduce: Which factors should be reduced below industry standard?
- Raise: Which factors should be raised above industry standard?
- Create: Which factors should be created that industry never offered?
Market Entry Strategy
Entry Mode Selection
| Mode | Control | Risk | Resource Commitment |
|---|---|---|---|
| Export | Low | Low | Low |
| Licensing | Low | Low-Med | Low |
| Joint Venture | Medium | Medium | Medium |
| Acquisition | High | High | High |
| Greenfield | Highest | Highest | Highest |
Market Entry Checklist
- [ ] Market sizing (TAM, SAM, SOM)
- [ ] Regulatory environment analysis
- [ ] Competitive landscape mapping
- [ ] Local partner evaluation
- [ ] Cultural adaptation requirements
- [ ] Go-to-market channel strategy
- [ ] Pricing strategy localization
- [ ] Supply chain feasibility
- [ ] Financial model (5-year projection)
- [ ] Risk assessment and mitigation
M&A Strategic Framework
Deal Rationale Categories
| Type | Goal | Example |
|---|---|---|
| Horizontal | Market share, scale | Competitor acquisition |
| Vertical | Supply chain control | Supplier/distributor |
| Conglomerate | Diversification | Unrelated business |
| Market Extension | Geographic expansion | Regional player |
| Product Extension | Portfolio expansion | Adjacent products |
Synergy Analysis
REVENUE SYNERGIES:
- Cross-selling opportunities
- Combined market power
- New market access
- Price optimization
COST SYNERGIES:
- Economies of scale
- Procurement leverage
- Overhead elimination
- Technology consolidation
FINANCIAL SYNERGIES:
- Tax benefits
- Debt capacity
- Cost of capital reductionIntegration Planning
| Phase | Timeframe | Focus Areas |
|---|---|---|
| Pre-Close | Signing to close | Integration planning, Day 1 readiness |
| Day 1-100 | First 100 days | Quick wins, cultural integration |
| Short-term | 3-12 months | Synergy capture, process integration |
| Long-term | 12+ months | Full integration, value creation |
Strategic Planning Process
Annual Strategic Planning Cycle
Q1: Strategy Review
- Performance assessment
- Market/competitor update
- Strategic issue identification
Q2: Strategic Development
- Initiative development
- Business case creation
- Resource planning
Q3: Strategic Planning
- Plan finalization
- Budget alignment
- Board approval
Q4: Execution Planning
- Operational planning
- KPI setting
- Accountability assignmentStrategy Execution Framework (Balanced Scorecard)
| Perspective | Focus | Example Metrics |
|---|---|---|
| Financial | Shareholder value | Revenue growth, ROIC, FCF |
| Customer | Value proposition | NPS, market share, retention |
| Internal Process | Operational excellence | Cycle time, quality, efficiency |
| Learning & Growth | Capabilities | Employee engagement, innovation |
Decision-Making Frameworks
Strategic Decision Matrix
| Criteria | Weight | Option A | Option B | Option C |
|---|---|---|---|---|
| Strategic fit | 25% | Score | Score | Score |
| Financial return | 25% | Score | Score | Score |
| Risk level | 20% | Score | Score | Score |
| Execution feasibility | 15% | Score | Score | Score |
| Time to value | 15% | Score | Score | Score |
| Weighted Total | 100% | Total | Total | Total |
Scenario Planning
SCENARIO DEVELOPMENT:
1. Identify key uncertainties (2-3 critical factors)
2. Define plausible futures (4 scenarios)
3. Develop strategic implications
4. Create robust strategies
5. Define signposts and triggers
SCENARIO MATRIX:
Factor B
High Low
Factor A High Scenario 1 Scenario 2
Low Scenario 3 Scenario 4Value Creation Levers
Strategic Value Drivers
1. Revenue Growth
- Market share gains
- New market entry
- Product innovation
- Pricing optimization
2. Margin Improvement
- Operational efficiency
- Procurement optimization
- Mix improvement
- Scale economies
3. Capital Efficiency
- Working capital optimization
- Asset utilization
- Capital allocation discipline
- Portfolio optimization
4. Risk Management
- Diversification
- Hedging
- Operational resilience
- Regulatory compliance
Deliverable Templates
Strategy Presentation (Board-Level)
1. Executive Summary (1 slide)
2. Strategic Context (2-3 slides)
- Market dynamics
- Competitive landscape
- Performance review
3. Strategic Options (3-4 slides)
- Options considered
- Evaluation criteria
- Recommended path
4. Implementation Plan (2-3 slides)
- Key initiatives
- Timeline
- Resource requirements
5. Financial Impact (2-3 slides)
- Investment requirements
- Expected returns
- Risk assessment
6. AppendixStrategic Initiative Business Case
## Initiative Name
### Executive Summary
[2-3 sentence overview]
### Strategic Rationale
- Alignment with corporate strategy
- Market opportunity
- Competitive necessity
### Scope & Approach
- What's included/excluded
- Key milestones
- Dependencies
### Financial Analysis
| Metric | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
| -------------- | ------ | ------ | ------ | ------ | ------ |
| Revenue impact | | | | | |
| Cost savings | | | | | |
| Investment | | | | | |
| Net benefit | | | | | |
| Cumulative | | | | | |
### Risk Assessment
| Risk | Probability | Impact | Mitigation |
| ---- | ----------- | ------ | ---------- |
| | | | |
### Resource Requirements
- Capital: $X
- Headcount: X FTE
- Timeline: X months
### Decision Request
[Specific ask with options]See Also
- Fortune 50 Finance - Financial modeling
- Fortune 50 M&A Due Diligence - Deal analysis
- Fortune 50 Operations - Execution frameworks
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Use business-strategy for corporate-level competitive and portfolio decisions; use product-management skills for roadmap prioritization and delivery execution.
FAQ
Which frameworks does business-strategy include?
business-strategy includes Porter's Five Forces, BCG Growth-Share Matrix, McKinsey 9-Box, SWOT with strategic cross-questions, Blue Ocean four-actions framework, market-entry mode selection, M&A synergy analysis, and Balanced Scorecard execution planning.
What deliverables can business-strategy produce?
business-strategy provides templates for board-level strategy presentations and strategic initiative business cases with 5-year financial tables, risk assessment matrices, and explicit decision requests for leadership review.