@oriro/orirocli 0.1.11 → 0.1.12

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

@@ -1,103 +1,103 @@
----
-watermark: ORIRO
-name: biz-analysis
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Business analysis — requirements gathering, process mapping, data analysis,
-  decision frameworks, feasibility studies, and stakeholder analysis. Activate
-  for questions about analyzing business problems, requirements, process mapping,
-  making business cases, or any business analysis task. Sources: IIBA BABOK,
-  OpenStax Business, Harvard Business Review frameworks.
----
-
-# Business Analysis
-
-## Problem definition (before any analysis)
-
-**Five Whys:** Ask "why" five times to reach root cause vs. symptoms.
-Symptom: "Sales are down 20%."
-Why? "Conversion rate dropped."
-Why? "Checkout abandonment increased."
-Why? "New checkout flow has more steps."
-Why? "Mobile experience is poor."
-Root cause: Mobile checkout UX needs redesign.
-
-**Problem statement format:** "The problem of [describe problem] affects [stakeholders] and results in [impact]. A successful solution would [describe desired state]."
-
-## Stakeholder analysis
-
-**RACI matrix:**
-R — Responsible: Does the work.
-A — Accountable: Owns the outcome. One person only.
-C — Consulted: Input before decisions.
-I — Informed: Told of decisions/outcomes.
-Apply to every major activity/decision.
-
-**Power/Interest grid:**
-High power, high interest → Manage closely (champion or potential saboteur)
-High power, low interest → Keep satisfied (don't burden, but keep informed)
-Low power, high interest → Keep informed (useful for ground-level insight)
-Low power, low interest → Monitor (minimal engagement)
-
-## Requirements gathering
-
-**Elicitation techniques:**
-Interviews: One-on-one. Ask open-ended questions. Listen more than you talk.
-Workshops: Group session. Faster than individual interviews. Facilitates consensus.
-Observation: Watch people do their actual work. More revealing than what they describe.
-Document analysis: Review existing processes, reports, systems.
-Prototyping: Show them something; react to the concrete vs. imagining.
-
-**Requirements types:**
-Business requirements: Why the project. What business objective or problem.
-Stakeholder requirements: What stakeholders need from the solution.
-Solution requirements: What the solution must do (functional) and how it must perform (non-functional).
-Transition requirements: What's needed to move from current to future state.
-
-**Non-functional requirements:** Performance, security, scalability, usability, reliability, compatibility.
-Often neglected until late — and expensive to retrofit.
-
-## Process mapping
-
-**Current state vs. future state maps:** Never design the future without understanding the current.
-**SIPOC:** Suppliers, Inputs, Process, Outputs, Customers. High-level process view.
-**Swim lane diagram:** Shows who does what in cross-functional processes. Best for highlighting handoff points where errors occur.
-**Value stream map:** Shows flow of materials and information + time at each step. Identifies waste and delays.
-
-**Process analysis questions:**
-
-- What is the purpose of each step?
-- What could go wrong at each step?
-- Where do errors/rework typically occur?
-- Where does work wait?
-- What would happen if we eliminated this step?
-
-## Data analysis for business decisions
-
-**Descriptive analysis:** What happened? Dashboards, reports, historical data.
-**Diagnostic analysis:** Why did it happen? Drill down, correlation analysis.
-**Predictive analysis:** What will happen? Models, forecasts.
-**Prescriptive analysis:** What should we do? Optimization, simulation.
-
-**Key metrics framework:**
-Lead metrics: Predict future performance (sales calls made, leads generated).
-Lag metrics: Report past performance (revenue, customer satisfaction scores).
-Balance: Don't optimize only lag metrics — they can't be managed directly.
-
-## Feasibility study
-
-**Technical feasibility:** Can we build it? What's the capability gap?
-**Operational feasibility:** Can we run it? People, processes, systems?
-**Financial feasibility:** Is the ROI positive? Payback period acceptable?
-**Legal/regulatory feasibility:** Are there compliance barriers?
-**Schedule feasibility:** Can we deliver within the required timeframe?
-
-**Business case structure:**
-Executive summary → Problem/opportunity → Options considered → Recommended solution → Benefits → Costs → Risks → Implementation plan → ROI/NPV analysis
-
-**ROI = (Benefits - Costs) / Costs × 100%**
-Payback period = Initial investment / Annual net benefits
-
-Sources: IIBA BABOK Guide (iiba.org — free summaries), PMI Business Analysis for Practitioners,
-OpenStax Business (CC-BY), HBR decision-making frameworks (free articles)
+---
+watermark: ORIRO
+name: biz-analysis
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Business analysis — requirements gathering, process mapping, data analysis,
+  decision frameworks, feasibility studies, and stakeholder analysis. Activate
+  for questions about analyzing business problems, requirements, process mapping,
+  making business cases, or any business analysis task. Sources: IIBA BABOK,
+  OpenStax Business, Harvard Business Review frameworks.
+---
+
+# Business Analysis
+
+## Problem definition (before any analysis)
+
+**Five Whys:** Ask "why" five times to reach root cause vs. symptoms.
+Symptom: "Sales are down 20%."
+Why? "Conversion rate dropped."
+Why? "Checkout abandonment increased."
+Why? "New checkout flow has more steps."
+Why? "Mobile experience is poor."
+Root cause: Mobile checkout UX needs redesign.
+
+**Problem statement format:** "The problem of [describe problem] affects [stakeholders] and results in [impact]. A successful solution would [describe desired state]."
+
+## Stakeholder analysis
+
+**RACI matrix:**
+R — Responsible: Does the work.
+A — Accountable: Owns the outcome. One person only.
+C — Consulted: Input before decisions.
+I — Informed: Told of decisions/outcomes.
+Apply to every major activity/decision.
+
+**Power/Interest grid:**
+High power, high interest → Manage closely (champion or potential saboteur)
+High power, low interest → Keep satisfied (don't burden, but keep informed)
+Low power, high interest → Keep informed (useful for ground-level insight)
+Low power, low interest → Monitor (minimal engagement)
+
+## Requirements gathering
+
+**Elicitation techniques:**
+Interviews: One-on-one. Ask open-ended questions. Listen more than you talk.
+Workshops: Group session. Faster than individual interviews. Facilitates consensus.
+Observation: Watch people do their actual work. More revealing than what they describe.
+Document analysis: Review existing processes, reports, systems.
+Prototyping: Show them something; react to the concrete vs. imagining.
+
+**Requirements types:**
+Business requirements: Why the project. What business objective or problem.
+Stakeholder requirements: What stakeholders need from the solution.
+Solution requirements: What the solution must do (functional) and how it must perform (non-functional).
+Transition requirements: What's needed to move from current to future state.
+
+**Non-functional requirements:** Performance, security, scalability, usability, reliability, compatibility.
+Often neglected until late — and expensive to retrofit.
+
+## Process mapping
+
+**Current state vs. future state maps:** Never design the future without understanding the current.
+**SIPOC:** Suppliers, Inputs, Process, Outputs, Customers. High-level process view.
+**Swim lane diagram:** Shows who does what in cross-functional processes. Best for highlighting handoff points where errors occur.
+**Value stream map:** Shows flow of materials and information + time at each step. Identifies waste and delays.
+
+**Process analysis questions:**
+
+- What is the purpose of each step?
+- What could go wrong at each step?
+- Where do errors/rework typically occur?
+- Where does work wait?
+- What would happen if we eliminated this step?
+
+## Data analysis for business decisions
+
+**Descriptive analysis:** What happened? Dashboards, reports, historical data.
+**Diagnostic analysis:** Why did it happen? Drill down, correlation analysis.
+**Predictive analysis:** What will happen? Models, forecasts.
+**Prescriptive analysis:** What should we do? Optimization, simulation.
+
+**Key metrics framework:**
+Lead metrics: Predict future performance (sales calls made, leads generated).
+Lag metrics: Report past performance (revenue, customer satisfaction scores).
+Balance: Don't optimize only lag metrics — they can't be managed directly.
+
+## Feasibility study
+
+**Technical feasibility:** Can we build it? What's the capability gap?
+**Operational feasibility:** Can we run it? People, processes, systems?
+**Financial feasibility:** Is the ROI positive? Payback period acceptable?
+**Legal/regulatory feasibility:** Are there compliance barriers?
+**Schedule feasibility:** Can we deliver within the required timeframe?
+
+**Business case structure:**
+Executive summary → Problem/opportunity → Options considered → Recommended solution → Benefits → Costs → Risks → Implementation plan → ROI/NPV analysis
+
+**ROI = (Benefits - Costs) / Costs × 100%**
+Payback period = Initial investment / Annual net benefits
+
+Sources: IIBA BABOK Guide (iiba.org — free summaries), PMI Business Analysis for Practitioners,
+OpenStax Business (CC-BY), HBR decision-making frameworks (free articles)

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

@@ -1,21 +1,21 @@
-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.
+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-corporate-strategy/SKILL.md

@@ -1,76 +1,76 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-corporate-strategy
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Corporate strategy — portfolio management, diversification, M&A strategy,
-  corporate development, growth strategy, and multi-business strategy.
-  Activate for questions about corporate portfolio decisions, growth through
-  M&A vs. organic, diversification, corporate development, or multi-business
-  strategy questions. Sources: BCG, HBR strategy, McKinsey frameworks.
----
-
-# Corporate Strategy
-
-## Portfolio strategy (BCG Growth-Share Matrix)
-
-Framework for managing a portfolio of business units:
-**Stars:** High growth market + high market share. Invest to maintain leadership.
-**Cash Cows:** Low growth + high share. Generate cash, invest minimally, fund Stars.
-**Question Marks:** High growth + low share. Invest selectively or divest. Most become Dogs.
-**Dogs:** Low growth + low share. Consider divesting. Rarely worth saving.
-
-**Application:** Allocate capital across portfolio based on matrix position. Harvest Cash Cows to fund Stars and selected Question Marks.
-
-## Growth strategy options
-
-### Ansoff matrix
-
-**Market penetration:** Existing products, existing markets. Increase share. Lowest risk.
-**Market development:** Existing products, new markets (geography, segment). Moderate risk.
-**Product development:** New products, existing markets. Moderate risk.
-**Diversification:** New products, new markets. Highest risk. Related (synergies) vs. Unrelated (conglomerate).
-
-**Corporate strategy research finding:** Related diversification outperforms unrelated diversification. "Stick to the knitting."
-
-### Organic vs. inorganic growth
-
-**Organic:** Build internally. Slower, more controlled, lower risk, maintains culture.
-**M&A:** Acquire capabilities, markets, technology. Faster. Higher risk. Most acquisitions destroy value.
-
-**Acquisitions destroy value for acquirer when:**
-
-- Overpaying (premium too high)
-- Synergies don't materialize (most don't, at full expectations)
-- Culture clash post-acquisition
-- Distraction from core business
-- Talent flees after acquisition
-
-**When acquisitions create value:**
-
-- Bolt-on acquisitions of complementary businesses
-- Acqui-hires (buying talent/technology)
-- Consolidation plays with clear cost synergies
-- Geographic expansion into markets with proven product
-
-## Corporate advantage
-
-**Rationale:** Why is this combination of businesses worth more together than separately?
-Sources of corporate advantage:
-
-- Shared resources (manufacturing, distribution, procurement)
-- Transferred capabilities (management practices, brand)
-- Coordinated activities (complementary business units)
-- Business building (incubating new businesses)
-  Without corporate advantage, the sum is worth less than the parts — the conglomerate discount.
-
-## Capital allocation
-
-Peter Lynch: "The key to making money in stocks is not to get scared out of them."
-Buffett: "Our favorite holding period is forever." But: businesses where capital can be reinvested at high returns.
-**Discipline:** Only invest in businesses/projects where expected return exceeds cost of capital.
-**When to return capital:** If no investment opportunities exceed WACC, return to shareholders (dividends, buybacks).
-
-Sources: BCG growth-share matrix, Ansoff matrix, HBR "The Core Competence of the Corporation" (Prahalad & Hamel — principles), McKinsey Corporate Strategy research (many free articles), Berkshire Hathaway Annual Letters (free, archive)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-corporate-strategy
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Corporate strategy — portfolio management, diversification, M&A strategy,
+  corporate development, growth strategy, and multi-business strategy.
+  Activate for questions about corporate portfolio decisions, growth through
+  M&A vs. organic, diversification, corporate development, or multi-business
+  strategy questions. Sources: BCG, HBR strategy, McKinsey frameworks.
+---
+
+# Corporate Strategy
+
+## Portfolio strategy (BCG Growth-Share Matrix)
+
+Framework for managing a portfolio of business units:
+**Stars:** High growth market + high market share. Invest to maintain leadership.
+**Cash Cows:** Low growth + high share. Generate cash, invest minimally, fund Stars.
+**Question Marks:** High growth + low share. Invest selectively or divest. Most become Dogs.
+**Dogs:** Low growth + low share. Consider divesting. Rarely worth saving.
+
+**Application:** Allocate capital across portfolio based on matrix position. Harvest Cash Cows to fund Stars and selected Question Marks.
+
+## Growth strategy options
+
+### Ansoff matrix
+
+**Market penetration:** Existing products, existing markets. Increase share. Lowest risk.
+**Market development:** Existing products, new markets (geography, segment). Moderate risk.
+**Product development:** New products, existing markets. Moderate risk.
+**Diversification:** New products, new markets. Highest risk. Related (synergies) vs. Unrelated (conglomerate).
+
+**Corporate strategy research finding:** Related diversification outperforms unrelated diversification. "Stick to the knitting."
+
+### Organic vs. inorganic growth
+
+**Organic:** Build internally. Slower, more controlled, lower risk, maintains culture.
+**M&A:** Acquire capabilities, markets, technology. Faster. Higher risk. Most acquisitions destroy value.
+
+**Acquisitions destroy value for acquirer when:**
+
+- Overpaying (premium too high)
+- Synergies don't materialize (most don't, at full expectations)
+- Culture clash post-acquisition
+- Distraction from core business
+- Talent flees after acquisition
+
+**When acquisitions create value:**
+
+- Bolt-on acquisitions of complementary businesses
+- Acqui-hires (buying talent/technology)
+- Consolidation plays with clear cost synergies
+- Geographic expansion into markets with proven product
+
+## Corporate advantage
+
+**Rationale:** Why is this combination of businesses worth more together than separately?
+Sources of corporate advantage:
+
+- Shared resources (manufacturing, distribution, procurement)
+- Transferred capabilities (management practices, brand)
+- Coordinated activities (complementary business units)
+- Business building (incubating new businesses)
+  Without corporate advantage, the sum is worth less than the parts — the conglomerate discount.
+
+## Capital allocation
+
+Peter Lynch: "The key to making money in stocks is not to get scared out of them."
+Buffett: "Our favorite holding period is forever." But: businesses where capital can be reinvested at high returns.
+**Discipline:** Only invest in businesses/projects where expected return exceeds cost of capital.
+**When to return capital:** If no investment opportunities exceed WACC, return to shareholders (dividends, buybacks).
+
+Sources: BCG growth-share matrix, Ansoff matrix, HBR "The Core Competence of the Corporation" (Prahalad & Hamel — principles), McKinsey Corporate Strategy research (many free articles), Berkshire Hathaway Annual Letters (free, archive)

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

@@ -1,21 +1,21 @@
-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.
+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

@@ -1,55 +1,55 @@
----
-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)
+---
+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

@@ -1,21 +1,21 @@
-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.
+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.