code-ai-installer 4.0.0 → 4.0.1-a

package/domains/analytics/locales/en/.agents/skills/ansoff-matrix/SKILL.md

@@ -1,300 +1,316 @@
----
-name: ansoff-matrix
-description: Growth strategy — market penetration, market development, product development, diversification
----
-# Ansoff Matrix — Business Growth Strategy
-
-## When to use
-- When choosing a **growth strategy** — where to allocate resources scaling.
-- When assessing **new market opportunities** — entering new markets or segments.
-- When planning **product line expansion** — new products for existing or new customers.
-- When making decisions about **diversification** — assessing risks and potential.
-
-## Input
-
-| Field | Required | Description |
-|------|:-----------:|----------|
-| Company / business unit | ✅ | The entity for which the growth strategy is being determined |
-| Current products | ✅ | List of existing products / services with revenue and margin |
-| Current markets | ✅ | List of current markets, segments, geographies with share and dynamics |
-| Strategic growth goals | ⬚ | Target metrics (revenue, share, profit) and horizon |
-| Available resources | ⬚ | Budget, competencies, timeframes |
-| Competitive context | ⬚ | Market position, strengths, brand |
-| Risk appetite | ⬚ | Conservative / moderate / aggressive |
-
-> If required fields are not provided — **ask** the user, do not generate assumptions.
-
-## Data Sources
-1. Internal reporting — revenue and margin by products and markets.
-2. Market research — market size, growth potential, customer segments.
-3. Competitive analysis — market shares, competitors' growth strategies.
-4. Customer data — LTV, churn, cross-sell potential, satisfaction.
-5. Industry forecasts — trends, new niches, technological shifts.
-
-### Connection with other skills
-| Skill | What we take | When to call |
-|------|-----------|----------------|
-| `tam-sam-som` | TAM/SAM/SOM to assess new markets (steps 2, 4) | If there is no data on the target market size |
-| `competitive-analysis` | Competitor shares, entry barriers, moats (steps 1, 2) | If there is no competitive context |
-| `swot-analysis` | Strengths/weaknesses, opportunities/threats (step 0) | If the strategic position is undefined |
-| `web-research` | Verification of market data, trends | If data sources are missing or outdated (>12 months) |
-
-## Protocol
-
-### Step 0 — Context Preparation
-1. Define the current portfolio of products and markets.
-2. Establish a baseline for each "product × market" pair:
-
-   | Pair | Revenue | Market Share | Margin | YoY Dynamics |
-   |------|---------|:----------:|:-----:|:------------:|
-   | [Product A × Market 1] | $XXM | XX% | XX% | +/-XX% |
-
-3. Define strategic growth goals and the horizon (1-3 years).
-4. Assess available resources and constraints.
-5. Establish the organization's risk appetite (conservative / moderate / aggressive).
-
-> Every market fact  — specifying the source and date. Data older than 12 months — mark with ⚠️ and verify via `web-research`.
-
-### Step 1 — Market Penetration
-*Existing products → Existing markets. Risk: low.*
-
-1. Analyze the potential for increasing share in current markets with current products.
-2. Assess opportunities:
-   - Increasing consumption frequency by existing customers.
-   - Attracting competitors' customers (switching).
-   - Converting non-consumers in the current segment.
-3. Define tools: pricing, promo, distribution, loyalty.
-4. For each initiative, fill out a card:
-
-   | Field | Value |
-   |------|----------|
-   | Initiative | [Name] |
-   | Mechanics | [How it works] |
-   | Potential | +$XXM / +XX% share |
-   | Investment | $XM |
-   | Timeframe | X months |
-   | Expected ROI | XX% |
-   | Risk (1-5) | 1-2 |
-
-### Step 2 — Market Development
-*Existing products → New markets. Risk: medium.*
-
-1. Identify new markets for existing products:
-   - New geographies (cities, countries, regions).
-   - New customer segments (age, income, B2B vs B2C).
-   - New distribution channels (online, partners, franchise).
-2. For each new market, assess:
-   - Size and potential — use `tam-sam-som` if there is no data.
-   - Entry barriers (regulatory, cultural, competitive) — use `competitive-analysis` for assessment.
-   - Required product adaptation (localization, customization).
-3. For each initiative, fill out a card (similar to step 1, risk 2-3).
-
-### Step 3 — Product Development
-*New products → Existing markets. Risk: medium.*
-
-1. Identify new products for existing markets:
-   - Expanding the current product line (new SKUs, tiers).
-   - Upgrades and next generations of products.
-   - Complementary products and services.
-   - Cross-sells and up-sells.
-2. For each new product, assess:
-   - Alignment with current customer needs (product-market fit).
-   - Synergy with current competencies and infrastructure.
-   - Time-to-market.
-3. For each initiative, fill out a card (similar to step 1, risk 2-3).
-
-### Step 4 — Diversification
-*New products → New markets. Risk: high.*
-
-1. Consider diversification options:
-   - **Related**: new product in a new market, but with synergy with the current business.
-   - **Unrelated**: entirely new direction with no synergy.
-2. For each option, assess:
-   - Strategic rationale (why step outside the current business).
-   - Potential synergy (technologies, brand, distribution, customers).
-   - Required competencies — whether they exist internally or M&A / partnership is needed.
-   - Investment size and payback period.
-3. Consider alternatives: partnership, JV, licensing vs organic growth.
-4. For each initiative, fill out a card (similar to step 1, risk 4-5).
-
-### Step 5 — Comparative Portfolio Analysis
-*End-to-end assessment of all initiatives from steps 1-4.*
-
-1. Gather all initiatives into a single scoring table:
-
-   | # | Quadrant | Initiative | Potential (1-10) | Risk (1-5) | ROI | Feasibility (1-10) | Synergy (1-10) | **Score** |
-   |---|----------|-----------|:----------------:|:----------:|:---:|:--------------------:|:---------------:|:---------:|
-   | 1 | MP | [Name] | X | X | XX% | X | X | **XX** |
-
-2. Scoring formula (adapt weights according to risk appetite):
-
-   | Risk appetite | wPotential | wRisk (invert.) | wROI | wFeasibility | wSynergy |
-   |:------------:|:----------:|:---------------:|:----:|:--------------:|:---------:|
-   | Conservative | 0.20 | 0.30 | 0.25 | 0.15 | 0.10 |
-   | Moderate | 0.25 | 0.20 | 0.25 | 0.15 | 0.15 |
-   | Aggressive | 0.35 | 0.10 | 0.20 | 0.15 | 0.20 |
-
-   `Score = wPotential × Potential + wRisk × (6 - Risk) + wROI × norm(ROI) + wFeasibility × Feasibility + wSynergy × Synergy`
-
-3. Rank initiatives by Score. Select Top-N into the portfolio.
-4. Check the portfolio for balance: at least 2 quadrants are represented.
-
-### Step 6 — Scenario Analysis
-1. For the top 3 initiatives, build 3 scenarios:
-
-   | Scenario | Potential | Probability | Key Assumption |
-   |----------|-----------|:-----------:|---------------------|
-   | Optimistic | +XX% from base | XX% | [What must come true] |
-   | Base | base | XX% | [Current trends] |
-   | Pessimistic | -XX% from base | XX% | [What could go wrong] |
-
-2. Calculate the weighted expected value (EV) for each initiative.
-3. Determine kill-conditions: under what scenario the initiative should be shut down.
-
-### Step 7 — Resource Allocation and Roadmap
-1. Allocate budget across quadrants (% of total growth budget).
-2. Typical proportions (guideline, not dogma):
-
-   | Risk appetite | Penetration | Market Development | Product Development | Diversification |
-   |:------------:|:-------------:|:--------------:|:-----------------:|:--------------:|
-   | Conservative | 50-60% | 20-25% | 15-20% | 0-5% |
-   | Moderate | 35-45% | 20-25% | 20-25% | 10-15% |
-   | Aggressive | 20-30% | 20-25% | 25-30% | 20-30% |
-
-3. Formulate a roadmap with specific milestones, owners, and KPIs.
-4. Define gates: go/no-go decision points for each initiative.
-
-### Step 8 — Synthesis and Conclusions
-1. Formulate the recommended growth path (1-2 paragraphs of strategic logic).
-2. Define key KPIs to track progress.
-3. Record critical decisions and deadlines.
-4. Prepare an action plan with owners and milestones.
-
-## Example — SaaS Analytics Platform
-
-**Context:** B2B SaaS, product — business analytics platform. Revenue $12M ARR, 200 customers in the SMB segment of RF, margin 72%, growth +25% YoY. Goal: $30M ARR in 2 years. Risk appetite: moderate.
-
-| | Existing products | New products |
-|--|:---------------------:|:--------------:|
-| **Existing markets** | **MP: Upsell to Enterprise tier** | **PD: AI predictive analytics module** |
-| (SMB RF) | Potential: +$3M, Risk: 1, ROI: 180% | Potential: +$5M, Risk: 3, ROI: 90% |
-| | Switch 40 top customers to Pro tier | Add-on to the core product, cross-sell |
-| **New markets** | **MD: Expansion to CIS (KZ, UZ)** | **D: White-label for banks** |
-| | Potential: +$4M, Risk: 3, ROI: 65% | Potential: +$8M, Risk: 5, ROI: 45% |
-| | TAM CIS = $50M, SOM = $4M (via partners) | Related diversification, integration needed |
-
-**Scoring (moderate):** MP = 8.2, PD = 7.1, MD = 6.4, D = 5.0 → Portfolio: MP + PD + MD.
-**Budget:** Penetration 40%, Product Development 30%, Market Development 25%, Diversification 5% (research).
-**Kill-condition for MD:** if SOM < $1.5M after 6 months — shut down.
-
-## Validation (Quality Gate)
-
-- [ ] All 4 quadrants are analyzed with specific initiatives
-- [ ] Baseline recorded: revenue, share, margin for each "product × market" pair
-- [ ] Card filled out for each initiative: potential, risk, ROI, investment, timeframe
-- [ ] Scoring performed using a unified model factoring in risk appetite
-- [ ] Scenario analysis for top 3 initiatives (optimistic / base / pessimistic)
-- [ ] Portfolio is balanced: at least 2 quadrants are represented
-- [ ] Resource allocation is justified and tied to risk appetite
-- [ ] Roadmap has milestones, owners, and go/no-go gates
-- [ ] Kill-conditions defined for initiatives with risk ≥ 3
-- [ ] Data sources indicated; data older than 12 months marked with ⚠️
-
-## Handoff
-Result is handed over to:
-- **Strategist / Mediator** — to integrate into the strategic plan and budget.
-- **`unit-economics`** — to calculate detailed unit economics for selected initiatives.
-- **`competitive-analysis`** — for in-depth competitor analysis in new markets (step 2).
-- **`tam-sam-som`** — to refine market estimates if approximate data was used.
-
-Handoff format: filled output template + scoring table + scenario analysis.
-
-## Anti-patterns
-
-| Error | Why it's bad | How to do it correctly |
-|--------|-------------|---------------|
-| Focus only on penetration | Current market potential is finite, company misses opportunities | Assess all 4 quadrants, portfolio of at least 2 quadrants |
-| Diversification without rationale | The riskiest quadrant without strategic logic | Diversification only with clear rationale + related > unrelated |
-| One strategy instead of a portfolio | All resources in one direction — no fallback | Combine strategies with varying risk levels and horizons |
-| Ignoring risks | Optimistic plans without validation → failure | Each initiative — with scoring, scenarios, and kill-conditions |
-| Lack of baseline metrics | Growth "from unknown" cannot be measured | Start by recording a baseline: revenue, share, margin by pairs |
-| Mixing market and product development | Unclear where growth comes from, focus blurs | Explicitly: new market (MD) vs new product (PD), don't mix |
-| Estimating "by eye" without a model | Subjective priorities, unreproducible result | Unified scoring with weights adapted to risk appetite |
-| Data without sources | Impossible to verify, quickly becomes outdated | Every fact — with source and date; >12 months = ⚠️ |
-
-## Output Template
-
-```
-## Ansoff Matrix: [Company / BU]
-**Horizon:** [period]  |  **Risk appetite:** [conserv./mod./aggress.]  |  **Date:** [date]
-
-### Baseline — current portfolio
-
-| "Product × Market" pair | Revenue | Market Share | Margin | YoY Dynamics |
-|-------------------------|---------|:----------:|:-----:|:------------:|
-| [Product A × Market 1] | $XXM | XX% | XX% | +/-XX% |
-
-### 2×2 Matrix
-
-|  | Existing products | New products |
-|--|:---------------------:|:--------------:|
-| **Existing markets** | **Market Penetration** | **Product Development** |
-|  | Risk: Low | Risk: Medium |
-|  | 1. [Initiative MP1] | 1. [Initiative PD1] |
-|  | 2. [Initiative MP2] | 2. [Initiative PD2] |
-| **New markets** | **Market Development** | **Diversification** |
-|  | Risk: Medium | Risk: High |
-|  | 1. [Initiative MD1] | 1. [Initiative D1] |
-|  | 2. [Initiative MD2] | 2. [Initiative D2] |
-
-### Initiative Scoring
-
-| # | Quadrant | Initiative | Potential (1-10) | Risk (1-5) | ROI | Feasibility (1-10) | Synergy (1-10) | **Score** |
-|---|----------|-----------|:----------------:|:----------:|:---:|:--------------------:|:---------------:|:---------:|
-| 1 | MP | [Name] | X | X | XX% | X | X | **X.X** |
-
-Scoring model: [conserv./mod./aggress.] — weights: [wP/wR/wROI/wFeas/wSyn]
-
-### Scenario Analysis (top-3)
-
-| Initiative | Optimistic | Base | Pessimistic | EV | Kill-condition |
-|------------|:-------------:|:-------:|:--------------:|:--:|-------------|
-| [MP1] | +$XXM (p=XX%) | +$XXM (p=XX%) | +$XXM (p=XX%) | $XXM | [Condition] |
-
-### Resource Allocation
-
-| Quadrant | % budget | Abs. value | Rationale |
-|----------|:---------:|:-------------:|-------------|
-| Market Penetration | [X%] | $XM | [Why] |
-| Market Development | [X%] | $XM | [Why] |
-| Product Development | [X%] | $XM | [Why] |
-| Diversification | [X%] | $XM | [Why] |
-
-### Portfolio Risk Profile
-
-| Quadrant | Risk | Main threats | Mitigation |
-|----------|:----:|----------------|-----------|
-| Penetration | Low | [Threats] | [Measures] |
-| Market Development | Medium | [Threats] | [Measures] |
-| Product Development | Medium | [Threats] | [Measures] |
-| Diversification | High | [Threats] | [Measures] |
-
-### Recommended Growth Path
-[1-2 paragraphs: strategic logic, priorities, why specifically this portfolio]
-
-### Roadmap
-
-| Period | Action | Quadrant | Owner | KPI | Go/No-go gate |
-|--------|----------|----------|---------------|-----|---------------|
-| Q1-Q2 | [Action] | [X] | [Who] | [Metric] | [Condition] |
-| Q3-Q4 | [Action] | [X] | [Who] | [Metric] | [Condition] |
-| Year 2 | [Action] | [X] | [Who] | [Metric] | [Condition] |
-
-### Sources and Assumptions
-
-| # | Fact / assumption | Source | Date | Reliability |
-|---|-------------------|----------|------|:-------------:|
-| 1 | [Fact] | [Source] | [Date] | ✅ / ⚠️ / 🔮 |
-
-Legend: ✅ Verified (2+ sources) | ⚠️ Estimated (1 source) | 🔮 Assumed (expert assessment)
-```
+---
+name: ansoff-matrix
+description: Growth strategy — market penetration, market development, product development, diversification
+type: triggered
+domain: analytics
+owners:
+  - strategist
+gates:
+  - STRATEGIST
+tech: []
+topic: []
+triggers:
+  - "ansoff-matrix"
+  - "матрица Ансоффа"
+  - "ansoff"
+  - "матрица роста"
+related: []
+budget_lines: 316
+schema_version: 1
+---
+# Ansoff Matrix — Business Growth Strategy
+
+## When to use
+- When choosing a **growth strategy** — where to allocate resources scaling.
+- When assessing **new market opportunities** — entering new markets or segments.
+- When planning **product line expansion** — new products for existing or new customers.
+- When making decisions about **diversification** — assessing risks and potential.
+
+## Input
+
+| Field | Required | Description |
+|------|:-----------:|----------|
+| Company / business unit | ✅ | The entity for which the growth strategy is being determined |
+| Current products | ✅ | List of existing products / services with revenue and margin |
+| Current markets | ✅ | List of current markets, segments, geographies with share and dynamics |
+| Strategic growth goals | ⬚ | Target metrics (revenue, share, profit) and horizon |
+| Available resources | ⬚ | Budget, competencies, timeframes |
+| Competitive context | ⬚ | Market position, strengths, brand |
+| Risk appetite | ⬚ | Conservative / moderate / aggressive |
+
+> If required fields are not provided — **ask** the user, do not generate assumptions.
+
+## Data Sources
+1. Internal reporting — revenue and margin by products and markets.
+2. Market research — market size, growth potential, customer segments.
+3. Competitive analysis — market shares, competitors' growth strategies.
+4. Customer data — LTV, churn, cross-sell potential, satisfaction.
+5. Industry forecasts — trends, new niches, technological shifts.
+
+### Connection with other skills
+| Skill | What we take | When to call |
+|------|-----------|----------------|
+| `tam-sam-som` | TAM/SAM/SOM to assess new markets (steps 2, 4) | If there is no data on the target market size |
+| `competitive-analysis` | Competitor shares, entry barriers, moats (steps 1, 2) | If there is no competitive context |
+| `swot-analysis` | Strengths/weaknesses, opportunities/threats (step 0) | If the strategic position is undefined |
+| `web-research` | Verification of market data, trends | If data sources are missing or outdated (>12 months) |
+
+## Protocol
+
+### Step 0 — Context Preparation
+1. Define the current portfolio of products and markets.
+2. Establish a baseline for each "product × market" pair:
+
+   | Pair | Revenue | Market Share | Margin | YoY Dynamics |
+   |------|---------|:----------:|:-----:|:------------:|
+   | [Product A × Market 1] | $XXM | XX% | XX% | +/-XX% |
+
+3. Define strategic growth goals and the horizon (1-3 years).
+4. Assess available resources and constraints.
+5. Establish the organization's risk appetite (conservative / moderate / aggressive).
+
+> Every market fact  — specifying the source and date. Data older than 12 months — mark with ⚠️ and verify via `web-research`.
+
+### Step 1 — Market Penetration
+*Existing products → Existing markets. Risk: low.*
+
+1. Analyze the potential for increasing share in current markets with current products.
+2. Assess opportunities:
+   - Increasing consumption frequency by existing customers.
+   - Attracting competitors' customers (switching).
+   - Converting non-consumers in the current segment.
+3. Define tools: pricing, promo, distribution, loyalty.
+4. For each initiative, fill out a card:
+
+   | Field | Value |
+   |------|----------|
+   | Initiative | [Name] |
+   | Mechanics | [How it works] |
+   | Potential | +$XXM / +XX% share |
+   | Investment | $XM |
+   | Timeframe | X months |
+   | Expected ROI | XX% |
+   | Risk (1-5) | 1-2 |
+
+### Step 2 — Market Development
+*Existing products → New markets. Risk: medium.*
+
+1. Identify new markets for existing products:
+   - New geographies (cities, countries, regions).
+   - New customer segments (age, income, B2B vs B2C).
+   - New distribution channels (online, partners, franchise).
+2. For each new market, assess:
+   - Size and potential — use `tam-sam-som` if there is no data.
+   - Entry barriers (regulatory, cultural, competitive) — use `competitive-analysis` for assessment.
+   - Required product adaptation (localization, customization).
+3. For each initiative, fill out a card (similar to step 1, risk 2-3).
+
+### Step 3 — Product Development
+*New products → Existing markets. Risk: medium.*
+
+1. Identify new products for existing markets:
+   - Expanding the current product line (new SKUs, tiers).
+   - Upgrades and next generations of products.
+   - Complementary products and services.
+   - Cross-sells and up-sells.
+2. For each new product, assess:
+   - Alignment with current customer needs (product-market fit).
+   - Synergy with current competencies and infrastructure.
+   - Time-to-market.
+3. For each initiative, fill out a card (similar to step 1, risk 2-3).
+
+### Step 4 — Diversification
+*New products → New markets. Risk: high.*
+
+1. Consider diversification options:
+   - **Related**: new product in a new market, but with synergy with the current business.
+   - **Unrelated**: entirely new direction with no synergy.
+2. For each option, assess:
+   - Strategic rationale (why step outside the current business).
+   - Potential synergy (technologies, brand, distribution, customers).
+   - Required competencies — whether they exist internally or M&A / partnership is needed.
+   - Investment size and payback period.
+3. Consider alternatives: partnership, JV, licensing vs organic growth.
+4. For each initiative, fill out a card (similar to step 1, risk 4-5).
+
+### Step 5 — Comparative Portfolio Analysis
+*End-to-end assessment of all initiatives from steps 1-4.*
+
+1. Gather all initiatives into a single scoring table:
+
+   | # | Quadrant | Initiative | Potential (1-10) | Risk (1-5) | ROI | Feasibility (1-10) | Synergy (1-10) | **Score** |
+   |---|----------|-----------|:----------------:|:----------:|:---:|:--------------------:|:---------------:|:---------:|
+   | 1 | MP | [Name] | X | X | XX% | X | X | **XX** |
+
+2. Scoring formula (adapt weights according to risk appetite):
+
+   | Risk appetite | wPotential | wRisk (invert.) | wROI | wFeasibility | wSynergy |
+   |:------------:|:----------:|:---------------:|:----:|:--------------:|:---------:|
+   | Conservative | 0.20 | 0.30 | 0.25 | 0.15 | 0.10 |
+   | Moderate | 0.25 | 0.20 | 0.25 | 0.15 | 0.15 |
+   | Aggressive | 0.35 | 0.10 | 0.20 | 0.15 | 0.20 |
+
+   `Score = wPotential × Potential + wRisk × (6 - Risk) + wROI × norm(ROI) + wFeasibility × Feasibility + wSynergy × Synergy`
+
+3. Rank initiatives by Score. Select Top-N into the portfolio.
+4. Check the portfolio for balance: at least 2 quadrants are represented.
+
+### Step 6 — Scenario Analysis
+1. For the top 3 initiatives, build 3 scenarios:
+
+   | Scenario | Potential | Probability | Key Assumption |
+   |----------|-----------|:-----------:|---------------------|
+   | Optimistic | +XX% from base | XX% | [What must come true] |
+   | Base | base | XX% | [Current trends] |
+   | Pessimistic | -XX% from base | XX% | [What could go wrong] |
+
+2. Calculate the weighted expected value (EV) for each initiative.
+3. Determine kill-conditions: under what scenario the initiative should be shut down.
+
+### Step 7 — Resource Allocation and Roadmap
+1. Allocate budget across quadrants (% of total growth budget).
+2. Typical proportions (guideline, not dogma):
+
+   | Risk appetite | Penetration | Market Development | Product Development | Diversification |
+   |:------------:|:-------------:|:--------------:|:-----------------:|:--------------:|
+   | Conservative | 50-60% | 20-25% | 15-20% | 0-5% |
+   | Moderate | 35-45% | 20-25% | 20-25% | 10-15% |
+   | Aggressive | 20-30% | 20-25% | 25-30% | 20-30% |
+
+3. Formulate a roadmap with specific milestones, owners, and KPIs.
+4. Define gates: go/no-go decision points for each initiative.
+
+### Step 8 — Synthesis and Conclusions
+1. Formulate the recommended growth path (1-2 paragraphs of strategic logic).
+2. Define key KPIs to track progress.
+3. Record critical decisions and deadlines.
+4. Prepare an action plan with owners and milestones.
+
+## Example — SaaS Analytics Platform
+
+**Context:** B2B SaaS, product — business analytics platform. Revenue $12M ARR, 200 customers in the SMB segment of RF, margin 72%, growth +25% YoY. Goal: $30M ARR in 2 years. Risk appetite: moderate.
+
+| | Existing products | New products |
+|--|:---------------------:|:--------------:|
+| **Existing markets** | **MP: Upsell to Enterprise tier** | **PD: AI predictive analytics module** |
+| (SMB RF) | Potential: +$3M, Risk: 1, ROI: 180% | Potential: +$5M, Risk: 3, ROI: 90% |
+| | Switch 40 top customers to Pro tier | Add-on to the core product, cross-sell |
+| **New markets** | **MD: Expansion to CIS (KZ, UZ)** | **D: White-label for banks** |
+| | Potential: +$4M, Risk: 3, ROI: 65% | Potential: +$8M, Risk: 5, ROI: 45% |
+| | TAM CIS = $50M, SOM = $4M (via partners) | Related diversification, integration needed |
+
+**Scoring (moderate):** MP = 8.2, PD = 7.1, MD = 6.4, D = 5.0 → Portfolio: MP + PD + MD.
+**Budget:** Penetration 40%, Product Development 30%, Market Development 25%, Diversification 5% (research).
+**Kill-condition for MD:** if SOM < $1.5M after 6 months — shut down.
+
+## Validation (Quality Gate)
+
+- [ ] All 4 quadrants are analyzed with specific initiatives
+- [ ] Baseline recorded: revenue, share, margin for each "product × market" pair
+- [ ] Card filled out for each initiative: potential, risk, ROI, investment, timeframe
+- [ ] Scoring performed using a unified model factoring in risk appetite
+- [ ] Scenario analysis for top 3 initiatives (optimistic / base / pessimistic)
+- [ ] Portfolio is balanced: at least 2 quadrants are represented
+- [ ] Resource allocation is justified and tied to risk appetite
+- [ ] Roadmap has milestones, owners, and go/no-go gates
+- [ ] Kill-conditions defined for initiatives with risk ≥ 3
+- [ ] Data sources indicated; data older than 12 months marked with ⚠️
+
+## Handoff
+Result is handed over to:
+- **Strategist / Mediator** — to integrate into the strategic plan and budget.
+- **`unit-economics`** — to calculate detailed unit economics for selected initiatives.
+- **`competitive-analysis`** — for in-depth competitor analysis in new markets (step 2).
+- **`tam-sam-som`** — to refine market estimates if approximate data was used.
+
+Handoff format: filled output template + scoring table + scenario analysis.
+
+## Anti-patterns
+
+| Error | Why it's bad | How to do it correctly |
+|--------|-------------|---------------|
+| Focus only on penetration | Current market potential is finite, company misses opportunities | Assess all 4 quadrants, portfolio of at least 2 quadrants |
+| Diversification without rationale | The riskiest quadrant without strategic logic | Diversification only with clear rationale + related > unrelated |
+| One strategy instead of a portfolio | All resources in one direction — no fallback | Combine strategies with varying risk levels and horizons |
+| Ignoring risks | Optimistic plans without validation → failure | Each initiative — with scoring, scenarios, and kill-conditions |
+| Lack of baseline metrics | Growth "from unknown" cannot be measured | Start by recording a baseline: revenue, share, margin by pairs |
+| Mixing market and product development | Unclear where growth comes from, focus blurs | Explicitly: new market (MD) vs new product (PD), don't mix |
+| Estimating "by eye" without a model | Subjective priorities, unreproducible result | Unified scoring with weights adapted to risk appetite |
+| Data without sources | Impossible to verify, quickly becomes outdated | Every fact — with source and date; >12 months = ⚠️ |
+
+## Output Template
+
+```
+## Ansoff Matrix: [Company / BU]
+**Horizon:** [period]  |  **Risk appetite:** [conserv./mod./aggress.]  |  **Date:** [date]
+
+### Baseline — current portfolio
+
+| "Product × Market" pair | Revenue | Market Share | Margin | YoY Dynamics |
+|-------------------------|---------|:----------:|:-----:|:------------:|
+| [Product A × Market 1] | $XXM | XX% | XX% | +/-XX% |
+
+### 2×2 Matrix
+
+|  | Existing products | New products |
+|--|:---------------------:|:--------------:|
+| **Existing markets** | **Market Penetration** | **Product Development** |
+|  | Risk: Low | Risk: Medium |
+|  | 1. [Initiative MP1] | 1. [Initiative PD1] |
+|  | 2. [Initiative MP2] | 2. [Initiative PD2] |
+| **New markets** | **Market Development** | **Diversification** |
+|  | Risk: Medium | Risk: High |
+|  | 1. [Initiative MD1] | 1. [Initiative D1] |
+|  | 2. [Initiative MD2] | 2. [Initiative D2] |
+
+### Initiative Scoring
+
+| # | Quadrant | Initiative | Potential (1-10) | Risk (1-5) | ROI | Feasibility (1-10) | Synergy (1-10) | **Score** |
+|---|----------|-----------|:----------------:|:----------:|:---:|:--------------------:|:---------------:|:---------:|
+| 1 | MP | [Name] | X | X | XX% | X | X | **X.X** |
+
+Scoring model: [conserv./mod./aggress.] — weights: [wP/wR/wROI/wFeas/wSyn]
+
+### Scenario Analysis (top-3)
+
+| Initiative | Optimistic | Base | Pessimistic | EV | Kill-condition |
+|------------|:-------------:|:-------:|:--------------:|:--:|-------------|
+| [MP1] | +$XXM (p=XX%) | +$XXM (p=XX%) | +$XXM (p=XX%) | $XXM | [Condition] |
+
+### Resource Allocation
+
+| Quadrant | % budget | Abs. value | Rationale |
+|----------|:---------:|:-------------:|-------------|
+| Market Penetration | [X%] | $XM | [Why] |
+| Market Development | [X%] | $XM | [Why] |
+| Product Development | [X%] | $XM | [Why] |
+| Diversification | [X%] | $XM | [Why] |
+
+### Portfolio Risk Profile
+
+| Quadrant | Risk | Main threats | Mitigation |
+|----------|:----:|----------------|-----------|
+| Penetration | Low | [Threats] | [Measures] |
+| Market Development | Medium | [Threats] | [Measures] |
+| Product Development | Medium | [Threats] | [Measures] |
+| Diversification | High | [Threats] | [Measures] |
+
+### Recommended Growth Path
+[1-2 paragraphs: strategic logic, priorities, why specifically this portfolio]
+
+### Roadmap
+
+| Period | Action | Quadrant | Owner | KPI | Go/No-go gate |
+|--------|----------|----------|---------------|-----|---------------|
+| Q1-Q2 | [Action] | [X] | [Who] | [Metric] | [Condition] |
+| Q3-Q4 | [Action] | [X] | [Who] | [Metric] | [Condition] |
+| Year 2 | [Action] | [X] | [Who] | [Metric] | [Condition] |
+
+### Sources and Assumptions
+
+| # | Fact / assumption | Source | Date | Reliability |
+|---|-------------------|----------|------|:-------------:|
+| 1 | [Fact] | [Source] | [Date] | ✅ / ⚠️ / 🔮 |
+
+Legend: ✅ Verified (2+ sources) | ⚠️ Estimated (1 source) | 🔮 Assumed (expert assessment)
+```