claude-code-arcane 1.0.0

package/skills/cmo-advisor/SKILL.md

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+---
+name: cmo-advisor
+description: "Marketing leadership for scaling companies. Brand positioning, growth model design, marketing budget allocation, channel mix optimization, and marketing org design."
+argument-hint: ""
+category: "clevel-advisors"
+user-invocable: true
+allowed-tools: Read, Glob, Grep, Bash
+---
+
+# CMO Advisor
+
+Strategic marketing leadership — brand positioning, growth model design, budget allocation, and org design. Not campaign execution; this is the engine.
+
+## The Four CMO Questions
+
+1. **Who are we for?** — ICP, positioning, category
+2. **Why do they choose us?** — Differentiation, messaging, brand
+3. **How do they find us?** — Growth model, channel mix, demand gen
+4. **Is it working?** — CAC, LTV:CAC, pipeline contribution, payback period
+
+## Core Responsibilities
+
+**Brand & Positioning** — Define category, build messaging architecture, maintain competitive differentiation. Details → `references/brand_positioning.md`
+
+**Growth Model** — Choose and operate the right acquisition engine: PLG, sales-led, community-led, or hybrid. Details → `references/growth_frameworks.md`
+
+**Marketing Budget** — Allocate from revenue target backward: customers needed → conversion rates → MQLs needed → spend by channel based on CAC.
+
+**Marketing Org** — Structure follows growth model. Hire in sequence: generalist first, then specialist in the working channel, then PMM, then marketing ops. Details → `references/marketing_org.md`
+
+## Key Diagnostic Questions
+
+- What's your CAC **by channel** (not blended)?
+- What's your LTV:CAC ratio?
+- What % of pipeline is marketing-sourced vs. sales-sourced?
+- Where do your **best customers** (highest LTV, lowest churn) come from?
+- What's the activation rate in the product? (PLG signal)
+
+## CMO Metrics Dashboard
+
+| Category | Metric | Healthy Target |
+|----------|--------|---------------|
+| **Pipeline** | Marketing-sourced pipeline % | 50-70% of total |
+| **Pipeline** | MQL → Opportunity rate | > 15% |
+| **Efficiency** | Blended CAC payback | < 18 months |
+| **Efficiency** | LTV:CAC ratio | > 3:1 |
+| **Growth** | Win rate vs. primary competitor | > 50% |
+
+## Red Flags
+
+- No defined ICP — "companies with 50-1000 employees" is not an ICP
+- CAC tracked only as a blended number — channel-level CAC is non-negotiable
+- Growth model was chosen because a competitor uses it, not because the product/ACV/ICP fits
+
+## Integration with Other C-Suite Roles
+
+| When... | CMO works with... | To... |
+|---------|-------------------|-------|
+| Pipeline miss | CFO + CRO | Diagnose: volume, quality, or velocity problem |
+| Category design | CEO | Secure organizational commitment to the narrative |
+| Sales misalignment | CRO | Align on MQL definition, SLA, and pipeline ownership |
+
+## Proactive Triggers
+
+- CAC rising quarter over quarter → channel efficiency declining, investigate
+- No brand positioning documented → messaging inconsistent across channels
+- Pipeline contribution from marketing unclear → measurement gap, fix before spending more
+
+## Reasoning Technique: Recursion of Thought
+
+Draft a marketing strategy, then critique it from the customer's perspective. Refine based on the critique. Repeat until the strategy survives scrutiny.
+
+## Communication
+
+All output passes the Internal Quality Loop before reaching the founder (see `agent-protocol/SKILL.md`).
+- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
+- Every finding tagged: verified, medium confidence, or assumed.
+
+## Resources
+- `references/brand_positioning.md` — category design, messaging architecture, battlecards, rebrand framework
+- `references/growth_frameworks.md` — PLG/SLG/CLG playbooks, growth loops, switching models
+- `references/marketing_org.md` — team structure by stage, hiring sequence, agency vs. in-house

package/skills/cmo-advisor/references/brand_positioning.md

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+# Brand Positioning Reference
+
+Practical frameworks for defining, communicating, and defending your market position. Not theory — applied tools for CMOs who need to get this right.
+
+---
+
+## 1. Category Design Frameworks
+
+### The Category Design Principle
+
+Every product exists in a category — either one you define or one someone else defined. If you're not designing your category, your competitors are designing it for you, and they'll design it to exclude you.
+
+**Category design is not renaming an existing category.** It's declaring that the existing category no longer solves the problem adequately, and that a new category — which you happen to lead — is required.
+
+### The Three-Act Category Design Narrative
+
+**Act 1: Name the problem**
+Identify a problem that's real, growing, and underserved. Not a problem you invented — a problem your best customers articulate before they've heard your pitch.
+
+> "Enterprise software teams are deploying faster than ever, but their security reviews still take 3 weeks — because security was built for a world where deployments happen monthly, not hourly."
+
+**Act 2: Define the new category**
+Name the category in terms of the outcome, not the feature. The category name should describe what customers achieve, not what the product does.
+
+> "Continuous security" — not "automated security scanning" or "DevSecOps platform."
+
+**Act 3: Position yourself as the category leader**
+You can't just claim leadership — you need proof: customers, analysts, community, content, events. Leadership is built, not declared.
+
+> "Snyk is building the continuous security category. 1.2M developers have adopted Snyk. Gartner lists us as a Cool Vendor in AppSec."
+
+### When Category Design Works
+
+| Condition | Explanation |
+|-----------|-------------|
+| Market timing | The problem is growing but the existing category is inadequate |
+| CEO commitment | Category design is a 3-5 year initiative, not a marketing campaign |
+| Analyst alignment | Gartner, Forrester, or G2 need to recognize your category |
+| Community | Practitioners adopt the vocabulary before buyers do |
+| Content moat | You publish the defining content for the category before competitors |
+
+### Category Design Pitfalls
+
+- **Naming the category after yourself:** "The [Your Company] Category" is not a category. It's a vanity.
+- **Categories that don't solve analyst definitions:** If Gartner doesn't have a Magic Quadrant for your category, you're fighting uphill.
+- **Jargon without adoption:** If your category name requires a two-paragraph explanation, it won't stick.
+- **Starting a category war you can't win:** If an incumbent can copy your category name and launch in 90 days, you don't have a defensible category.
+
+### The Lightning Strike Strategy
+
+Category design requires concentrated, coordinated effort — not slow drip. Execute these simultaneously:
+
+1. **Major piece of research or data** (the "State of X" report)
+2. **Category-defining event** (host it, don't just attend)
+3. **Analyst briefing** (educate Gartner/Forrester on the category before they define it themselves)
+4. **Book or manifesto** (long-form content that becomes the category Bible)
+5. **Community formation** (a Slack group, a conference, a certification that practitioners want)
+
+Do all five within a 3-month window. This creates gravity around your category claim.
+
+---
+
+## 2. Messaging Architecture
+
+### The Messaging Hierarchy
+
+Every piece of content — from a tweet to a 60-page whitepaper — should trace back to this hierarchy. When it doesn't, you have messaging drift.
+
+```
+Level 1: Brand Promise
+"[Company] [verb] [outcome] for [audience]"
+→ Doesn't change. This is the north star.
+
+Level 2: Positioning Statement (internal)
+For [target customer] who [has this problem],
+[Company] is the [market category] that [differentiated capability]
+unlike [alternatives], [Company] [proof of differentiation].
+
+Level 3: Value Propositions (3-4 max, one per key outcome)
+Each VP: headline (5-8 words) + 2-3 sentence explanation + proof point
+
+Level 4: Proof Points
+Data, case studies, certifications, analyst recognition — evidence for each VP
+
+Level 5: Channel Adaptations
+Website copy, sales deck, ad copy, email — same hierarchy, different format
+```
+
+### Writing a Positioning Statement
+
+The Geoffrey Moore / April Dunford format is still the best framework:
+
+**Template:**
+```
+For [specific target customer]
+who [has this specific, painful problem],
+[Company name] is the [market category]
+that [key differentiated capability].
+Unlike [primary alternatives],
+[Company] [proof of differentiation — something measurable or unique].
+```
+
+**Bad example (too generic):**
+> For B2B companies who want to grow faster, Acme is the marketing platform that helps you get more leads. Unlike other platforms, Acme is easy to use and powerful.
+
+**Good example (specific and falsifiable):**
+> For DevOps teams in regulated industries who spend 20% of their sprint cycles on compliance reviews, Acme is the compliance automation platform that embeds regulatory checks directly into the CI/CD pipeline. Unlike manual compliance tools that create a separate review queue, Acme's policy-as-code approach reduces compliance-related cycle time by 60% without slowing deployments.
+
+**Test your positioning statement:**
+1. Can a competitor say the exact same thing? (If yes, it's not differentiated)
+2. Does it describe what you do or what the customer gets? (Should be the latter)
+3. Would your best customer say "yes, that's exactly my problem"? (If not, wrong ICP)
+4. Is it falsifiable? (Claims you can't prove are liabilities)
+
+### Value Proposition Development
+
+**Structure for each VP:**
+
+| Element | Description | Example |
+|---------|-------------|---------|
+| Outcome headline | What changes for the customer (5-8 words) | "Ship features 3x faster" |
+| The problem | Why this matters now (1 sentence) | "Compliance reviews block 40% of releases in regulated industries" |
+| Our approach | How we solve it differently (1-2 sentences) | "Policy-as-code embeds checks in the pipeline instead of adding a gate at the end" |
+| Proof | Evidence this is real (1 sentence + data point) | "Customers reduce compliance cycle time by 60% in the first 90 days" |
+
+**3-VP Architecture is the standard:**
+- VP1: Core outcome (what most customers primarily buy for)
+- VP2: Secondary benefit (makes the decision easier or stickier)
+- VP3: Differentiator (what tips competitive decisions in your favor)
+
+### Proof Point Hierarchy
+
+Not all proof is equal. When you make a claim, match the strength of your proof to the importance of the claim.
+
+| Proof Type | Strength | Best Used For |
+|------------|---------|--------------|
+| Third-party data (analyst report, research) | Highest | Category claims, market size |
+| Customer ROI data with name | High | Value propositions |
+| Customer quote with name and company | Medium-high | Specific pain points and outcomes |
+| Aggregated customer data ("customers report…") | Medium | Directional claims |
+| Internal testing or benchmark | Medium-low | Product capability claims |
+| "Designed to…" or "built for…" | Low | Product direction only |
+| "We believe…" or "we think…" | Lowest | Vision statements only |
+
+**Proof point development process:**
+1. Write the claim you want to make
+2. Identify the strongest available proof
+3. If proof is weak, either soften the claim or invest in getting better proof
+4. Never publish a claim without knowing what happens when a skeptic asks "prove it"
+
+---
+
+## 3. Competitive Positioning Maps
+
+### The Two-Axis Map
+
+Choose two dimensions that:
+1. Both matter to your target buyer
+2. Create clear differentiation between you and competitors
+3. You can credibly defend
+
+**Choosing the axes:**
+- Axis 1 should show a dimension where you win and most competitors cluster on the wrong side
+- Axis 2 should show a dimension buyers care about deeply (ease, speed, breadth, price, compliance, etc.)
+
+**What to avoid:**
+- "Quality" vs. "Price" — too generic, every company claims the top-left
+- Dimensions your competitors can match in one release cycle
+- Dimensions that only your product team understands, not buyers
+
+### Competitive Analysis Template
+
+For each major competitor:
+
+**Company:** _______________
+
+| Dimension | What They Claim | What Customers Actually Experience | Gap |
+|-----------|----------------|-----------------------------------|-----|
+| Positioning | | | |
+| Primary differentiator | | | |
+| Pricing | | | |
+| Ideal customer | | | |
+| Weakness (win/loss data) | | | |
+| What they say about you | | | |
+
+**Sources for competitive intelligence:**
+- Win/loss interviews (primary source — nothing beats this)
+- G2/Capterra reviews (what customers say publicly)
+- Glassdoor (tells you about internal culture and focus)
+- LinkedIn job postings (what they're building next)
+- Their pricing page changes (what they're competing on)
+- Conference talks from their product and sales leaders
+
+### Battlecard Format
+
+One page per competitor. Used by sales, not marketing.
+
+```
+COMPETING AGAINST: [Competitor Name]
+
+WHY CUSTOMERS CONSIDER THEM:
+(2-3 bullets — be honest about their appeal)
+
+OUR DIFFERENTIATION:
+(2-3 bullets — factual, not marketing language)
+
+THE LANDMINE QUESTION:
+(One question that exposes their weakness. The answer should make the buyer uncomfortable choosing them.)
+Example: "How long does your typical implementation take? And what's your SLA if it runs over?"
+
+OUR PROOF POINTS IN THIS COMPARISON:
+- [Customer name] switched from [competitor] after [specific reason], saw [specific result]
+- [Data point that directly contradicts competitor's primary claim]
+
+THEIR LIKELY COUNTER-MOVES:
+(What will they say about us? How do we respond?)
+
+WHEN TO WALK AWAY:
+(If the prospect values X more than Y, we are not the right fit — say so)
+```
+
+---
+
+## 4. Brand Voice Development
+
+### What Brand Voice Is (and Isn't)
+
+**Brand voice is NOT:**
+- A list of adjectives ("we are professional, innovative, and customer-focused")
+- The tone you use in formal communications
+- The font and color palette (that's visual identity)
+
+**Brand voice IS:**
+- How the company sounds across every written touchpoint
+- Consistent enough to be recognizable, flexible enough to be human
+- Grounded in what your best customers actually value
+
+### The Voice Attribute Framework
+
+Define 3-4 voice attributes. For each:
+1. **What it means** (in one sentence)
+2. **What it sounds like** (one example)
+3. **What it doesn't mean** (the common mistake that goes wrong)
+
+**Example:**
+
+| Attribute | Means | Sounds like | Doesn't mean |
+|-----------|-------|------------|--------------|
+| Direct | We say what we mean without hedging | "Your compliance review takes 3 weeks. It shouldn't." | Blunt, rude, or dismissive |
+| Expert | We speak from depth, not from trend | "Here's why most security gates fail at scale, and what actually works." | Jargon-heavy or condescending |
+| Honest | We acknowledge what we don't do | "We're not the best fit if you need a one-size-fits-all platform." | Self-deprecating or uncertain |
+| Human | Real people write for real people | "Deploying on a Friday? Here's what we'd check first." | Casual, unprofessional |
+
+### Voice Consistency Testing
+
+Take a random sample of 10 recent pieces of content:
+- Website homepage and pricing page
+- 3 blog posts from different authors
+- 5 outbound emails from sales
+- 3 social posts
+- 1 press release
+
+Score each on: Does this sound like us? (1-5)
+
+Average < 3: You have a brand voice problem. The cause is usually no documented guidelines, or guidelines that exist but aren't enforced.
+
+### Voice in Different Contexts
+
+The attribute stays the same. The tone adjusts.
+
+| Context | Tone adjustment | Example of "Direct" |
+|---------|----------------|---------------------|
+| Homepage | Confident | "Compliance reviews don't have to slow you down." |
+| Technical docs | Precise | "Set the policy threshold to 0.95 to enforce mandatory approval." |
+| Error messages | Helpful | "That didn't work. Here's the most common reason why, and how to fix it." |
+| Support | Empathetic | "That's frustrating. Here's what happened and what we're doing about it." |
+| Sales outreach | Respectful | "Most teams in your space have this problem. Worth 20 minutes to explore?" |
+
+---
+
+## 5. Rebrand Decision Framework
+
+### When Rebrands Succeed vs. Fail
+
+**Successful rebrands:**
+- Driven by a genuine strategic shift (new category, new ICP, new market)
+- Have internal alignment before external launch
+- Are accompanied by product and messaging changes — not just visual
+- Have a 6-12 month transition plan for existing customers
+
+**Failed rebrands:**
+- Driven by internal boredom with the old brand
+- Executed as a "refresh" without repositioning the value proposition
+- Lack leadership conviction (executives still describe the company in the old terms)
+- Launch with a new logo but same product, same messaging, same ICP
+
+### The Rebrand Decision Matrix
+
+Answer each question. More "yes" answers = more likely rebrand is warranted.
+
+| Question | Yes | No |
+|----------|-----|-----|
+| Has our ICP changed significantly in the last 18 months? | Rebrand | Stay |
+| Are we entering a new market where the current brand creates friction? | Rebrand | Stay |
+| Does the brand name have negative associations in the market? | Rebrand | Stay |
+| Has an acquisition changed our core identity? | Rebrand | Stay |
+| Is the current brand actively hurting sales conversations? (evidence required) | Rebrand | Stay |
+| Are we bored with the brand? | Stay | — |
+| Did leadership change? | Stay | — |
+| Are competitors rebranding? | Stay | — |
+
+Score: 3+ "Rebrand" answers with evidence = worth a serious evaluation.
+
+### Rebrand Risk Assessment
+
+**Name change** is the highest-risk rebrand element. Before committing:
+- Legal: trademark availability in all target markets
+- SEO: 18-24 months to recover domain authority after a domain change
+- Customer: existing customers need to update all integrations, contracts, documentation
+- Analyst: re-education of Gartner, Forrester, G2 category definitions
+- Employee: company identity shift is a culture event, not just an HR task
+
+**Minimum viable rebrand (lower risk):**
+1. New positioning and messaging (always worth doing if positioning is wrong)
+2. Visual identity refresh (keep the name, update the look)
+3. Tagline change (the cheapest, lowest-risk brand change)
+
+**Full rebrand (high risk, sometimes necessary):**
+1. New company name and domain
+2. New visual identity
+3. New positioning and messaging
+4. New category narrative
+
+### Rebrand Execution Checklist
+
+**Pre-launch (90 days):**
+- [ ] Finalize positioning before finalizing design (in that order)
+- [ ] Legal trademark clearance in all target markets
+- [ ] Domain secured (with redirects planned)
+- [ ] Internal alignment: every leader can describe the new positioning in one sentence
+- [ ] Customer comms plan (existing customers, especially enterprise, need advance notice)
+- [ ] Analyst briefings scheduled (Gartner, Forrester — brief them before launch)
+- [ ] PR plan finalized
+
+**Launch (day 1):**
+- [ ] Website flipped
+- [ ] Social profiles updated
+- [ ] Email signatures updated company-wide
+- [ ] Sales deck updated
+- [ ] Press release published
+- [ ] Existing customers notified (email from CEO or CMO, not marketing automation)
+
+**Post-launch (90 days):**
+- [ ] SEO monitoring (watch for ranking drops on key terms)
+- [ ] Win rate monitoring (did conversion change?)
+- [ ] Employee feedback (are they using the new messaging correctly?)
+- [ ] Partner/channel update (resellers, integrations, directories)
+- [ ] Analyst follow-up (did they update their reports?)
+
+---
+
+## Quick Reference: Brand Positioning Diagnostic
+
+Use this as an audit against your current positioning:
+
+| Check | Pass | Fail |
+|-------|------|------|
+| Can every sales rep state the positioning in one sentence without looking it up? | ✓ | Positioning isn't working |
+| Is the ICP specific enough to disqualify companies? | ✓ | ICP is too broad |
+| Does the homepage lead with customer outcome, not product features? | ✓ | Copy needs rewrite |
+| Can you name 3 companies you're NOT a good fit for? | ✓ | Positioning is unfocused |
+| Do win/loss interviews confirm the stated differentiator? | ✓ | Differentiator is assumed, not proven |
+| Is the category name used by analysts or industry media? | ✓ | Category design needed |
+| Does every piece of content trace back to a VP from the hierarchy? | ✓ | Messaging drift — need guidelines |