@oriro/orirocli 0.1.0

package/skills/business/biz-customer-success/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-customer-success/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-customer-success
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Customer success management — onboarding, retention, churn prevention, QBRs,
+  NPS, health scoring, and CS operations. Sources: Gainsight (free resources),
+  CustomerSuccessBox guides (free).
+---
+
+# Customer Success Management
+
+## Core philosophy
+
+Customer success ≠ customer support. Support = reactive. CS = proactive.
+Goal: Ensure customers achieve their desired outcomes using your product.
+**CS drives NRR (Net Revenue Retention):** Revenue from existing customers after churn + expansion.
+NRR > 100% = expansion exceeds churn. Best-in-class SaaS: NRR 120%+.
+
+## Customer health scoring
+
+**Leading indicators:** Login frequency, feature adoption, support tickets, NPS.
+**Health score:** Weighted composite. Green (healthy), Yellow (at-risk), Red (critical).
+Alert at yellow. Intervene at red. Don't wait until churn notice.
+
+## Onboarding
+
+Goal: Time-to-value (TTV). First 90 days critical for retention.
+**Kickoff call:** Agree success criteria, timeline, roles and responsibilities.
+**Milestone tracking:** First login, first key feature use, first measurable outcome.
+Good onboarding = 70%+ feature adoption in 30 days.
+
+## QBR (Quarterly Business Review)
+
+Recurring strategic review with customer. Not a product demo.
+**Agenda:** Business outcomes review → product utilization → roadmap preview → renewal/expansion.
+**QBR should demonstrate ROI** in customer's terms, not vendor metrics.
+
+## Churn signals
+
+**Active churn:** Customer tells you they're leaving.
+**Passive churn:** Customer stops engaging but doesn't cancel (for free tiers).
+**Warning signals:** Declining logins, decreased data volume, unresponsive contacts, support escalations, champion leaving company.
+
+## CS metrics
+
+**Churn rate:** % customers lost. Monthly or annual. SaaS target: <5% annual.
+**NPS:** Net Promoter Score. Survey: 0-10 likelihood to recommend.
+**CSAT:** Post-interaction satisfaction. Immediate feedback.
+**Time-to-value:** Days from contract signed to customer achieving first key outcome.
+
+Sources: Gainsight (gainsight.com — free resources), CustomerSuccessBox (free guides),
+Nick Mehta "Customer Success" (Wiley — principles)

package/skills/business/biz-entrepreneurship/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-entrepreneurship/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-entrepreneurship
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Entrepreneurship — lean startup methodology, problem-solution fit, startup funding
+  stages, building founding teams, and first revenue. Sources: Y Combinator library
+  (free), Paul Graham essays (free), Lean Startup principles.
+---
+
+# Entrepreneurship
+
+## The lean startup methodology
+
+### Build-Measure-Learn loop
+
+**Build:** Create a Minimum Viable Product (MVP) — smallest thing that tests your key assumption.
+**Measure:** Collect data on actual user behavior. Not surveys — real actions.
+**Learn:** Validated learning. Did your hypothesis hold? Pivot or persevere.
+**Objective:** Reduce the time through the Build-Measure-Learn cycle.
+
+### Types of pivots
+
+**Customer segment pivot:** Product works, but for different customers.
+**Solution pivot:** Same problem, different solution.
+**Revenue model pivot:** Same customers, different monetization.
+**Platform pivot:** Application → platform.
+
+## Customer discovery
+
+**Before building anything — interview 50+ potential customers:**
+"Tell me about the last time you [experienced the problem]."
+"What do you do today to solve it?"
+"How much time/money does the current solution cost you?"
+DO NOT pitch your solution. Listen only.
+
+**The Mom Test (Rob Fitzpatrick):**
+Bad question: "Would you use this if I built it?"
+Good question: "Tell me about the last time you experienced this."
+
+## Startup funding stages
+
+**Pre-revenue/pre-product:**
+Bootstrapping: Self-fund. Maximum control.
+Friends and family: Quick. Keep amounts small (<$50K).
+Grants: SBIR/STTR (US federal), state innovation programs.
+
+**Early traction:**
+Angel investors: $25K-$500K. Move faster than VCs.
+SAFE/Convertible notes: Simple financing instruments.
+Accelerators: YC ($500K for 7%), Techstars ($20K for 6%).
+
+**Scaling:**
+Series A: $2-15M. Institutional VCs.
+Series B+: $20M+. Defined metrics expected.
+
+## Building founding team
+
+Two co-founders > solo. Skills diversity: Technical + Business.
+**Equity split:** Equal splits are most stable.
+**Vesting:** 4-year vesting with 1-year cliff. Always. Non-negotiable.
+
+## First revenue
+
+Charge from day one. $1 from a stranger validates more than $100K in commitments.
+First customers = best reference customers and case studies.
+Don't over-engineer pricing — charge something reasonable, optimize later.
+
+Sources: Y Combinator library (ycombinator.com/library — free),
+Paul Graham essays (paulgraham.com — free), "The Mom Test" principles

package/skills/business/biz-hr/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-hr/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-hr
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Human resources management — hiring, onboarding, performance management,
+  compensation, culture, and people operations. Activate for questions about
+  building a team, hiring process, performance reviews, compensation structure,
+  company culture, employee retention, or any HR question. Sources: SHRM,
+  HRCI, LinkedIn talent solutions research, Gallup workplace reports.
+---
+
+# Human Resources Management
+
+## Hiring process
+
+**Job description:** Responsibilities, required qualifications, preferred qualifications. Be specific — vague JDs attract wrong candidates and invite discrimination claims.
+**Sourcing:** Employee referrals (highest quality, fastest), LinkedIn, job boards (Indeed, LinkedIn, Glassdoor), specialized boards (Stack Overflow for devs, AngelList for startup roles).
+**Structured interviews:** Same questions for all candidates. Reduces bias, improves prediction of performance.
+**Behavioral questions (STAR format):** Situation, Task, Action, Result. Predicts past behavior → future behavior.
+Example: "Tell me about a time you had to make a decision with incomplete information."
+**Reference checks:** Call references — don't just email. Ask: "Would you rehire this person?" Most revealing question.
+**Offer:** Verbal offer first. Confirm enthusiasm. Then written offer with full details.
+
+## Onboarding
+
+First 90 days critical for retention and time-to-productivity.
+**Week 1 goals:** Access to all tools/systems, meet team, understand role, culture immersion, quick win opportunity.
+**30-60-90 day plan:** Clear expectations for what success looks like at each milestone.
+**Buddy system:** Assign experienced peer to answer informal questions.
+Cost of poor onboarding: 20% of new hires leave within 45 days. Replacement cost: 50-200% of annual salary.
+
+## Performance management
+
+**OKRs:** Objectives (qualitative, aspirational) + Key Results (quantitative, measurable). Set quarterly. 60-70% achievement = well-calibrated (if hitting 100%, goals weren't ambitious enough).
+**Regular 1:1s:** Weekly or biweekly. Manager's agenda: listen. Employee's agenda: share updates, blockers, growth. Most important management ritual.
+**Annual review:** Formal documentation of performance. Should contain zero surprises — ongoing feedback should have covered everything.
+**Performance improvement plan (PIP):** Specific, measurable, time-bound goals for underperforming employees. Serious intervention — not just documentation for firing. Give genuine opportunity to improve.
+
+## Compensation
+
+**Market benchmarking:** Use Levels.fyi, Glassdoor, Radford, Mercer, Carta for comp data. Update annually.
+**Pay bands:** Salary ranges for each role level. Provides structure and equity.
+**Equity compensation:** See legal-startup skill for mechanics. For employees: vesting schedule, strike price, tax implications matter.
+**Total rewards:** Base + bonus + equity + benefits + flexibility + growth opportunities. Not just salary.
+**Pay equity:** Audit annually for gender/race pay gaps. Legal exposure + ethical imperative + retention risk.
+**Compensation philosophy:** Decide: target 50th percentile (market rate) or 75th (top of market to attract best talent)? Consistent policy prevents individual negotiation chaos.
+
+## Retention
+
+Gallup: Cost to replace employee = 50% (entry level) to 200% (executive) of annual salary.
+**Top retention drivers:** Meaningful work, quality manager, growth opportunities, recognition, compensation fairness, flexibility.
+**Stay interviews:** Ask current employees: "What would make you leave?" before they decide to go.
+**Exit interviews:** Ask every departing employee why. Aggregate themes. Act on what's within your control.
+
+## Culture
+
+Culture = what people do when no one is watching.
+**Defined culture:** Written values, behavioral norms, decision-making principles. Not a poster — observable in everyday decisions.
+**Culture fit vs. culture add:** Beware over-indexing on fit — creates homogeneity. Seek people who share core values but bring diverse perspectives.
+**Psychological safety:** See organizational psychology skill.
+**Recognition:** Regular, specific, public recognition for behaviors that exemplify values. Powerful reinforcement.
+
+Sources: SHRM HR Body of Knowledge (shrm.org — free resources), Gallup State of the Workplace,
+LinkedIn Global Talent Trends, First Round Capital management resources, HBR open articles

package/skills/business/biz-international/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-international/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-international
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  International business — market entry strategies, cross-cultural management,
+  trade finance, export/import, international contracts, and emerging markets.
+  Sources: World Bank Doing Business (free), ICC Incoterms (free summaries).
+---
+
+# International Business
+
+## Market entry strategies
+
+**Direct export:** Sell from home country. Low investment. Limited market control.
+**Licensing:** Allow foreign company to use IP for royalty. Low risk. Limited upside.
+**Franchising:** More control than licensing. Operations replication. McDonald's model.
+**Joint venture:** Shared ownership with local partner. Market knowledge + capital sharing. Risk = partner alignment.
+**Wholly owned subsidiary:** Full control. Highest investment. Best for strategic markets.
+**Greenfield vs acquisition:** Build from scratch vs buy existing business.
+
+## Cross-cultural management
+
+**Hofstede's dimensions:**
+Power distance: Acceptance of hierarchical inequality.
+Individualism vs collectivism: Personal vs group orientation.
+Uncertainty avoidance: Tolerance for ambiguity.
+Long-term vs short-term orientation.
+Masculinity vs femininity: Competition vs nurturing values.
+
+High context cultures (Japan, China, Arab): Context and relationships matter. Indirect.
+Low context cultures (Germany, US, Australia): Explicit communication. Direct.
+
+## Trade finance
+
+**Letter of Credit (LC):** Bank guarantees payment upon document presentation. Most secure for exporters.
+**Documentary Collection:** Less expensive than LC. More risk for exporter.
+**Open account:** Ship goods, invoice later. Most risk for exporter. Common in established relationships.
+**EXIM Bank:** Government export credit agency. Financing and insurance for exporters.
+
+## International contracts
+
+**Choice of law:** Which country's law governs disputes.
+**ICC Arbitration:** International Chamber of Commerce arbitration. Common alternative to litigation.
+**CISG:** UN Convention on International Sale of Goods. Applies automatically in 95+ countries.
+**Force majeure:** Clause excusing performance due to unforeseen events.
+
+Sources: World Bank (worldbank.org — free), ITC Trade Map (free basic),
+ICC (iccwbo.org — free summaries), Hofstede Insights (free)

package/skills/business/biz-leadership/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-leadership/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-leadership
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Leadership — leadership frameworks, decision-making, communication, developing
+  others, organizational change, and building high-performing teams. Activate
+  for questions about leadership, managing people, organizational change, making
+  decisions as a leader, or any leadership development question. Sources:
+  Harvard Leadership, Center for Creative Leadership, Drucker management principles.
+---
+
+# Leadership
+
+## What leadership is (and is not)
+
+Leadership = Influence toward a shared goal.
+Management = Coordinate work. Leadership = Inspire work.
+Both matter. At senior levels, leadership > management.
+
+**Drucker:** Management is doing things right. Leadership is doing the right things.
+
+## Leadership styles that work
+
+### Situational leadership (Hersey & Blanchard)
+
+Match your style to the follower's development level on each specific task.
+D1 (enthusiastic beginner): High direction, low support. Tell them exactly what to do.
+D2 (disillusioned learner): High direction + high support. Explain why + involve them.
+D3 (capable but cautious): Low direction, high support. Encourage, listen, ask.
+D4 (self-reliant achiever): Low direction, low support. Delegate fully.
+Error: One style for all. The same person may need different styles for different tasks.
+
+### Transformational leadership
+
+Inspires through vision, values, and intrinsic motivation.
+Four Is: Idealized influence (role model), Inspirational motivation (compelling vision), Intellectual stimulation (challenge assumptions), Individualized consideration (develop each person).
+Most effective for high-complexity, high-change environments.
+
+## Making decisions
+
+**Levels of certainty:**
+Clear problems with known solutions: Apply best practice. (Cynefin: Simple/Obvious)
+Complicated problems: Expert analysis, consider options. (Cynefin: Complicated)
+Complex problems: Probe-sense-respond. Run experiments. (Cynefin: Complex)
+Chaos: Act first to stabilize, then sense. (Cynefin: Chaotic)
+
+**Decision-making frameworks:**
+OODA Loop: Observe → Orient → Decide → Act (military, fast-cycle decisions)
+Pre-mortem: Imagine it's one year later and the decision failed. What went wrong?
+Reversible vs. irreversible: Fast-cycle reversible decisions; deliberate on irreversible (Bezos: "Type 1 vs. Type 2 decisions").
+10-10-10: How will I feel about this in 10 minutes / 10 months / 10 years?
+
+## Developing others
+
+**Coaching vs. mentoring vs. directing:**
+Coaching: Ask questions to help them find their own answers. Best for capable, motivated people.
+Mentoring: Share your experience and advice. Best for career development.
+Directing: Tell them what to do. Best for new or struggling people on specific tasks.
+
+**GROW coaching model:**
+G — Goal: What do you want to achieve?
+R — Reality: Where are you now? What's happening?
+O — Options: What could you do? What else?
+W — Will: What will you do? When? Who else needs to know?
+
+**Delegation:** Assign work → Grant authority → Hold accountable. All three required.
+Common failure: Assign work without authority (micromanagement follows), or assign without accountability (completion optional).
+
+**Feedback:** See organizational psychology skill. SBI model. Radical candor.
+
+## Leading organizational change
+
+**Kotter's 8-step change model:**
+
+1. Create urgency: Why must we change? What happens if we don't?
+2. Build a guiding coalition: Who are the key influencers?
+3. Form strategic vision: Where are we going?
+4. Enlist a volunteer army: Who will carry the change forward?
+5. Enable action by removing barriers
+6. Generate short-term wins: Demonstrate early results
+7. Sustain acceleration: Keep momentum, learn from experience
+8. Institute change: Anchor in culture and systems
+
+**Resistance to change:** Not irrational. People resist loss (of control, of competence, of relationships).
+Address: What are you losing? Is that real or perceived? How will we support you?
+
+## Communication for leaders
+
+**The leader's communication responsibilities:**
+Context: Why are we doing this? What's the bigger picture?
+Clarity: What exactly are we doing? Who does what?
+Consistency: Same message across all audiences.
+Candor: Tell the truth, even when hard. Silence is not neutral.
+
+**Delivering difficult messages:**
+Lead with the main point. Don't bury bad news.
+Separate the event from the emotion. Name both.
+Focus forward: What do we do now?
+Avoid euphemisms that obscure reality.
+
+Sources: Drucker Management (principles), Hersey & Blanchard Situational Leadership,
+Kotter "Leading Change" (principles), Edmondson psychological safety research,
+CCL Leadership Development research (ccl.org), HBR leadership articles (free)

package/skills/business/biz-marketing-strategy/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-marketing-strategy/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-marketing-strategy
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Marketing strategy — market segmentation, targeting, positioning, go-to-market
+  planning, brand strategy, customer acquisition, and marketing measurement.
+  Activate for questions about marketing strategy, target market, positioning,
+  go-to-market, brand building, customer acquisition strategy, or any strategic
+  marketing question. Sources: Kotler marketing principles, HBR marketing,
+  OpenStax Marketing Principles (CC-BY).
+---
+
+# Marketing Strategy
+
+## STP framework (Segmentation, Targeting, Positioning)
+
+The foundation of all marketing strategy.
+
+### Segmentation — divide the market
+
+**Demographic:** Age, gender, income, education, family size.
+**Geographic:** Country, region, city, climate.
+**Psychographic:** Values, lifestyle, personality, interests.
+**Behavioral:** Usage rate, loyalty, purchase occasion, benefits sought, stage in buyer journey.
+
+The best segmentations combine multiple bases. A "high-income 35-50 year old professional who values efficiency and uses premium products" is more actionable than just "high income."
+
+### Targeting — choose your segments
+
+**Criteria for attractive segments:**
+Measurable: Can you quantify the size?
+Substantial: Large enough to be profitable?
+Accessible: Can you reach them with your marketing?
+Differentiable: Responds differently from other segments?
+Actionable: Can you design effective programs?
+
+**Targeting strategies:**
+Mass marketing (undifferentiated): One offering for all. Commodities. Declining.
+Differentiated: Different offerings for different segments. Most consumer brands.
+Concentrated (niche): One segment, deeply. Most effective for startups.
+Micro-marketing: Individual or local customization.
+
+### Positioning — own a distinct place in minds
+
+**Positioning statement format:**
+"For [target segment] who [need/want], [Brand] is the [category] that [differentiating benefit] because [reason to believe]."
+
+Example: "For ambitious young professionals who want to advance their careers, LinkedIn is the professional network that connects you with opportunities and relevant peers because it has 950M+ professionals and industry-leading hiring tools."
+
+**Perceptual map:** Plot competitors on two relevant axes. Find gaps. Own a defensible position.
+
+**Category entry points:** Which situations trigger category consideration? Be present at these moments.
+
+## Go-to-market (GTM) strategy
+
+**Sales-led:** Sales team drives acquisition. Works for complex, high-value B2B. High CAC, high LTV.
+**Marketing-led:** Content, paid ads, SEO, events drive inbound demand. B2B mid-market. Lower CAC.
+**Product-led (PLG):** Product is primary acquisition vehicle. Freemium, trials, virality. Lower CAC, faster scale. Best for self-serve products.
+**Partnership-led:** Channels, resellers, integrations drive acquisition. Leverage others' distribution.
+
+**GTM checklist:**
+
+- Who is the ideal customer profile (ICP)?
+- Where do they spend time / how do they buy?
+- What is the messaging that resonates?
+- What is the sales motion (inbound/outbound/PLG)?
+- What are the key metrics and targets?
+
+## Brand strategy
+
+**Brand equity components:**
+Awareness: Do they know you exist?
+Associations: What do they associate with you?
+Perceived quality: Do they believe you deliver quality?
+Loyalty: Do they choose you repeatedly?
+
+**Brand architecture:**
+Branded house (Apple): Master brand drives all sub-products. Strong when master brand is strong.
+House of brands (P&G): Each product has its own brand. Allows targeting different segments. Higher marketing cost.
+
+**Positioning is not your tagline.** Positioning is a strategic choice that guides all marketing decisions.
+
+## Customer acquisition
+
+**Customer acquisition funnel:**
+Awareness → Interest → Consideration → Intent → Purchase → Loyalty → Advocacy
+
+**AIDA:** Attention → Interest → Desire → Action
+
+**Channels by funnel stage:**
+Top of funnel (awareness): Brand advertising, PR, content, social media, SEO (informational).
+Middle of funnel (consideration): Case studies, comparisons, reviews, email, retargeting.
+Bottom of funnel (decision): Demos, trials, sales, promos, SEO (transactional).
+
+**Marketing mix (4Ps):**
+Product: What are you selling?
+Price: At what price? What does it signal?
+Place: Where is it sold/distributed?
+Promotion: How is it communicated and sold?
+
+## Marketing measurement
+
+**Attribution:** Which touchpoints get credit for conversions?
+Last-click: 100% credit to final touchpoint. Misleads.
+First-click: 100% credit to first touchpoint. Misleads differently.
+Linear: Equal credit across all touchpoints.
+Data-driven: Machine learning allocates based on actual contribution.
+
+**Key metrics:**
+CAC = Total marketing + sales spend / New customers acquired
+LTV = Average revenue per customer × Gross margin × Average customer lifetime
+Marketing-originated revenue %, Marketing-influenced revenue %
+MQL → SQL → Opportunity → Closed-won conversion rates
+
+Sources: Kotler & Keller Marketing Management (principles), OpenStax Marketing Principles (CC-BY),
+HBR marketing strategy articles (free), Positioning book by Ries & Trout (principles)

package/skills/business/biz-negotiation/LICENSE

@@ -0,0 +1,21 @@
+MIT License
+
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+
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