MCPInstall

business-strategy

Business strategy expertise for strategic planning, competitive analysis, market entry, M&A strategy, portfolio management, and strategic decision-making. Use when analyzing competitive positioning, planning growth strategies, or making strategic decisions.

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Install

Works with every agent the skills CLI supports.

npx skills add https://github.com/travisjneuman/.claude --skill business-strategy
  1. 01

    Install

    Run the command in your project. The CLI asks which agents to install for.

  2. 02

    Describe the task

    Ask your agent for something this skill covers. It loads business-strategy automatically when relevant.

  3. 03

    Review the result

    The agent follows the SKILL.md steps, scripts and references bundled with the skill.

SKILL.md

The instructions your agent reads when the skill is triggered.

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:

ForceKey QuestionsAnalysis Focus
Threat of New EntrantsCapital requirements? Regulatory barriers? Brand loyalty?Entry barriers, scale advantages
Supplier PowerConcentration? Switching costs? Forward integration risk?Input cost control, supply security
Buyer PowerConcentration? Price sensitivity? Backward integration?Customer bargaining leverage
Threat of SubstitutesAlternative solutions? Price-performance tradeoffs?Disruption vulnerability
Competitive RivalryIndustry growth? Differentiation? Exit barriers?Competitive intensity

BCG Growth-Share Matrix

Portfolio analysis for resource allocation:

QuadrantDefinitionStrategy
StarsHigh growth, high shareInvest heavily, defend position
Cash CowsLow growth, high shareHarvest, fund other initiatives
Question MarksHigh growth, low shareInvest selectively or divest
DogsLow growth, low shareDivest 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   Divest

SWOT 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)

StrategyFocusKey Success Factors
Cost LeadershipLowest cost producerScale, efficiency, tight cost control
DifferentiationUnique value propositionInnovation, brand, quality
Focus (Cost)Cost leader in nicheSpecialized efficiency
Focus (Diff)Differentiated in nicheDeep customer understanding

Blue Ocean Strategy

Create uncontested market space:

Red OceanBlue Ocean
Compete in existing marketCreate new market space
Beat the competitionMake competition irrelevant
Exploit existing demandCreate and capture new demand
Value-cost tradeoffBreak 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

ModeControlRiskResource Commitment
ExportLowLowLow
LicensingLowLow-MedLow
Joint VentureMediumMediumMedium
AcquisitionHighHighHigh
GreenfieldHighestHighestHighest

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

TypeGoalExample
HorizontalMarket share, scaleCompetitor acquisition
VerticalSupply chain controlSupplier/distributor
ConglomerateDiversificationUnrelated business
Market ExtensionGeographic expansionRegional player
Product ExtensionPortfolio expansionAdjacent 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 reduction

Integration Planning

PhaseTimeframeFocus Areas
Pre-CloseSigning to closeIntegration planning, Day 1 readiness
Day 1-100First 100 daysQuick wins, cultural integration
Short-term3-12 monthsSynergy capture, process integration
Long-term12+ monthsFull 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 assignment

Strategy Execution Framework (Balanced Scorecard)

PerspectiveFocusExample Metrics
FinancialShareholder valueRevenue growth, ROIC, FCF
CustomerValue propositionNPS, market share, retention
Internal ProcessOperational excellenceCycle time, quality, efficiency
Learning & GrowthCapabilitiesEmployee engagement, innovation

Decision-Making Frameworks

Strategic Decision Matrix

CriteriaWeightOption AOption BOption C
Strategic fit25%ScoreScoreScore
Financial return25%ScoreScoreScore
Risk level20%ScoreScoreScore
Execution feasibility15%ScoreScoreScore
Time to value15%ScoreScoreScore
Weighted Total100%TotalTotalTotal

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 4

Value 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. Appendix

Strategic 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

  • Finance - Financial modeling
  • M&A Due Diligence - Deal analysis
  • Operations - Execution frameworks

FAQ

What does the business-strategy skill do?

Business strategy expertise for strategic planning, competitive analysis, market entry, M&A strategy, portfolio management, and strategic decision-making. Use when analyzing competitive positioning, planning growth strategies, or making strategic decisions.

How do I install business-strategy?

Run npx skills add https://github.com/travisjneuman/.claude --skill business-strategy in your project. The skills CLI detects the agents you use and copies the skill into the right folder. For Claude Code you can also place the skill folder at ~/.claude/skills/business-strategy/ (personal) or .claude/skills/business-strategy/ (project).

Which AI agents can use business-strategy?

Any agent that supports the open Agent Skills format (a folder with a SKILL.md file), including Claude Code, Codex, Cursor, GitHub Copilot, Gemini CLI, Windsurf, Cline, OpenCode and more.

Is business-strategy safe to install?

No partner security audit is available yet. Skills can run commands and scripts, so read the SKILL.md and any bundled files before installing.

Who maintains business-strategy?

It is published by travisjneuman in travisjneuman/.claude. It has 498 recorded installs.

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