code-ai-installer 4.0.0 → 4.0.1-b

package/domains/analytics/locales/en/.agents/skills/blue-ocean-strategy/SKILL.md

@@ -1,416 +1,432 @@
----
-name: blue-ocean-strategy
-description: Strategy canvas analysis — ERRC framework, value curve, three tiers of noncustomers
----
-# Blue Ocean Strategy — Creating Uncontested Market Space
-
-## When to use
-- When searching for **new market spaces** beyond existing competition.
-- When needing to **differentiate radically** from competitors through value innovation.
-- When developing a **new product or service** from scratch — without being tied to current industry standards.
-- When preparing a **growth strategy** — when the red ocean is exhausted or unprofitable.
-
-## Input
-
-| Field | Required | Description |
-|------|:-----------:|----------|
-| Industry / market | ✅ | Current market (red ocean) for analysis |
-| Product / service | ✅ | Current offering or new concept |
-| Competitors | ✅ | 3-5 key players to build the strategy canvas |
-| Customer segments | ⬚ | Current customers and their needs |
-| Factors of competition | ⬚ | Known parameters on which the industry competes (5-8) |
-| Price range | ⬚ | Current price levels in the industry |
-| Noncustomer data | ⬚ | Who doesn't buy and why |
-
-> If mandatory fields are not provided — **ask** the user, do not generate assumptions.
-
-## Data Sources
-1. Competitive analysis — offerings, prices, positioning of key players.
-2. Customer research — needs, pain points, jobs-to-be-done.
-3. Industry reports — standard competitive factors, industry norms.
-4. Noncustomers — why they don't buy, barriers to entry for consumption.
-5. Adjacent industries — alternative solutions for the same tasks.
-
-### Connection with other skills
-| Skill | What we take | When to call |
-|------|-----------|----------------|
-| `competitive-analysis` | Competitive factors, positioning, moats (step 0, 1) | If there's no data on competitors and competitive factors |
-| `tam-sam-som` | Size of noncustomer space, new market potential (step 3, 6) | To estimate the TAM of the blue ocean |
-| `web-research` | Verification of data on noncustomers, adjacent industries | If data is missing or outdated (>12 months) |
-| `ansoff-matrix` | Diversification strategy, if Blue Ocean = new product + new market | After forming the offering — for integration into the growth portfolio |
-| `swot-analysis` | Internal competencies to assess feasibility (step 7) | If it's unclear whether there are resources for implementation |
-
-## Protocol
-
-### Step 0 — Prepare Context
-1. Define the current "red ocean" — the industry and its key players (3-5).
-2. Identify 5-8 competitive factors on which players compete.
-3. Collect data on current customers and their satisfaction.
-4. Document industry "sacred cows" — assumptions that no one questions.
-
-> Every fact about the market — with indication of source and date. Data older than 12 months — mark with ⚠️ and verify via `web-research`.
-
-### Step 1 — Strategy Canvas — AS-IS
-1. Define the axes: horizontal — competitive factors, vertical — offering level (1-5, where 1 = low, 5 = high).
-2. Draw value curves for each key competitor.
-3. Draw value curve for the analyzed company / product.
-4. Identify clusters: where all players are the same (convergence zone), where there is differentiation.
-5. Document: on which factors the industry competes excessively (over-served), on which — insufficiently (under-served).
-
-### Step 2 — Buyer Utility Map
-1. Define 6 stages of the buyer experience cycle:
-
-   | Stage | Description |
-   |--------|----------|
-   | Purchase | The process of choosing and buying |
-   | Delivery | Receiving the product / activating the service |
-   | Use | Core usage experience |
-   | Supplements | Accompanying goods / services |
-   | Maintenance | Support, repair, updates |
-   | Disposal | End of use, migration |
-
-2. For each stage — assess 6 utility levers:
-
-   | | Purchase | Delivery | Use | Supplements | Maintenance | Disposal |
-   |--|:------:|:--------:|:-------------:|:----------:|:------------:|:----------:|
-   | **Customer Productivity**| | | ★ | | | |
-   | **Simplicity** | | | | | | |
-   | **Convenience** | ★ | | | | | |
-   | **Risk** | | | | | | |
-   | **Fun & Image** | | | | | | |
-   | **Environmental Friendliness**| | | | | | |
-
-   ★ = industry focus. Empty cells = white spaces (opportunities).
-
-3. Determine: where the industry focuses (≤ 3-4 cells) and where the white spaces are (the remaining 32-33 cells).
-4. Select **at least 2 white spaces** with the greatest potential for creating new value.
-
-### Step 3 — Three Tiers of Noncustomers
-1. **First tier — "Soon-to-be"**: customers on the edge of the market, use minimally, searching for alternatives.
-   - Why are they on the edge? What dissatisfies them?
-2. **Second tier — "Refusing"**: consciously chose not to use the industry's products.
-   - What needs are unmet? What are the barriers?
-3. **Third tier — "Unexplored"**: never considered the industry's products as an option.
-   - What need do they solve differently? What offering would attract them?
-4. Assess for each tier:
-
-   | Tier | Size | Key Barrier | Conversion Potential | Data Source |
-   |---------|:------:|-----------------|:-------------------:|-----------------|
-   | 1. "Soon-to-be" | [N / $XM] | [Barrier] | High / Medium / Low | [Source] |
-   | 2. "Refusing" | [N / $XM] | [Barrier] | ... | [Source] |
-   | 3. "Unexplored" | [N / $XM] | [Barrier] | ... | [Source] |
-
-5. If there is no data — use `tam-sam-som` to estimate size and `web-research` to investigate barriers.
-
-### Step 4 — ERRC Framework (Eliminate-Reduce-Raise-Create)
-1. **Eliminate**: Which of the factors that the industry takes for granted should be eliminated?
-   - Factors that do not create value for the buyer.
-   - Factors existing out of inertia or to imitate competitors.
-2. **Reduce**: Which factors should be reduced well below the industry's standard?
-   - Factors with excessive offering levels (over-engineering).
-3. **Raise**: Which factors should be raised well above the industry's standard?
-   - Factors where the current level does not satisfy buyers.
-4. **Create**: Which factors should be created that the industry has never offered?
-   - New sources of value from the analysis of noncustomers and the Buyer Utility Map.
-5. Fill out a card for each action:
-
-   | Action | Factor | Was (AS-IS) | Became (TO-BE) | Cost Effect | Value Effect | Justification |
-   |----------|--------|:------------:|:-------------:|:-----------------:|:------------------:|-------------|
-   | Eliminate | [A] | Average | — | -$XXK/yr | 0 | [Why not needed] |
-   | Reduce | [B] | High | Low | -$XXK/yr | -insignificant | [Why excessive] |
-   | Raise | [C] | Low | Very high | +$XXK/yr | +significant | [Why important] |
-   | Create | [D] | — | High | +$XXK/yr | +significant | [What problem it solves] |
-
-6. Check the balance: **savings (E + R) must offset costs (Ra + C)**, forming value innovation — simultaneous cost reduction and value growth for the buyer.
-
-### Step 5 — New Value Curve (Strategy Canvas — TO-BE)
-1. Draw the new value curve factoring in ERRC.
-2. Compare with competitors' curves — there should be visible divergence.
-3. Validate three characteristics of a good strategy:
-
-   | Criterion | Test | Result |
-   |----------|------|:---------:|
-   | **Focus** | Curve does not mimic competitors, resources are concentrated | Yes / No |
-   | **Divergence** | ≥ 3 factors differ by ≥ 2 levels from the industry average | Yes / No |
-   | **Compelling Tagline** | Can be described in one phrase understandable to the buyer | "[Tagline]" |
-
-4. **If at least one criterion = No — return to step 4 and strengthen ERRC.**
-
-### Step 6 — Price Corridor of the Mass
-1. Define three pricing clusters:
-
-   | Cluster | Products / Alternatives | Price Range | Audience Size |
-   |---------|------------------------|:----------------:|:----------------:|
-   | Same form | Direct competitors in the industry | $XX — $XX | [N] |
-   | Same function | Alternative solutions for the same task | $XX — $XX | [N] |
-   | Same objective | Products with the same end objective | $XX — $XX | [N] |
-
-2. Determine the upper and lower boundaries of the price corridor of the mass.
-3. Select a price level based on the degree of defensibility:
-   - **High defensibility** (patents, network effects, exclusive resources) → upper boundary.
-   - **Medium defensibility** (hard-to-copy competencies) → middle of the corridor.
-   - **Low defensibility** (easily copied) → lower boundary.
-
-### Step 7 — Evaluation and Scenario Analysis
-1. Estimate the blue ocean economics:
-
-   | Metric | Value | Source |
-   |---------|:--------:|----------|
-   | TAM of new space (noncustomers) | $XXM | `tam-sam-som` / estimate |
-   | Savings from E + R (annual) | -$XXK | Calculation from ERRC |
-   | Investments in Ra + C (annual) | +$XXK | Calculation from ERRC |
-   | **Net effect on unit economics** | ±$XX | Savings − Investments |
-   | Target price | $XX | Price corridor of the mass |
-   | Target margin | XX% | Price − cost |
-   | Time to imitation by competitors | X-X years | Defensibility estimate |
-   | Implementation investments (total) | $XM | Resource estimate |
-   | Time to break-even | X mo | Financial model |
-
-2. Scenario analysis:
-
-   | Scenario | TAM | Noncustomer Conversion | Time to Imitation | Revenue (3 years) | Probability |
-   |----------|:---:|:--------------------:|:----------------:|:----------------:|:-----------:|
-   | Optimistic | $XXM | XX% | > X years | $XXM | XX% |
-   | Base | $XXM | XX% | X years | $XXM | XX% |
-   | Pessimistic | $XXM | XX% | < X years | $XXM | XX% |
-
-3. Define kill conditions: under which scenario to not launch / fold.
-4. Assess feasibility:
-
-   | Resource | Have | Need | Gap | How to Close |
-   |--------|:----:|:-----:|:---:|-----------------|
-   | Competencies | [Which] | [Which] | [What is missing] | Hire / partner / train |
-   | Technologies | [Which] | [Which] | [What is missing] | Develop / license |
-   | Budget | $XM | $XM | $XM | Reallocate / request funding |
-   | Time | — | X mo | — | [Constraints] |
-
-### Step 8 — Synthesis and Roadmap
-1. Formulate the strategic blue ocean offering (1-2 paragraphs).
-2. Finalize the target business model (price, channels, key metrics).
-3. Prepare a roadmap:
-
-   | Period | Action | Key Metric | Go/No-go gate | Owner |
-   |--------|----------|:----------------:|---------------|---------------|
-   | Month 1-3 | [What] | [KPI] | [Condition] | [Who] |
-   | Month 4-6 | [What] | [KPI] | [Condition] | [Who] |
-   | Month 7-12| [What] | [KPI] | [Condition] | [Who] |
-
-4. Define KPIs for monitoring: noncustomer conversion, retention, NPS, unit economics.
-
-## Example — Online Fitness vs Traditional Gyms
-
-**Context:** Fitness services market in RF. Red ocean: gym chains (World Class, X-Fit, DDX). Task — find a blue ocean.
-
-### Strategy Canvas — AS-IS
-
-| Factor | World Class | X-Fit | DDX | Industry Average |
-|--------|:----------:|:-----:|:---:|:--------------:|
-| Equipment | 5 | 4 | 3 | 4.0 |
-| Location (prestige) | 5 | 3 | 2 | 3.3 |
-| Personal trainers | 4 | 4 | 3 | 3.7 |
-| Group programs | 4 | 4 | 4 | 4.0 |
-| Pool / spa | 5 | 3 | 1 | 3.0 |
-| Price (inverted) | 1 | 3 | 4 | 2.7 |
-| Schedule flexibility| 2 | 2 | 3 | 2.3 |
-| Community / gamification | 1 | 1 | 1 | 1.0 |
-
-**"Sacred cows":** physical presence, expensive equipment, fixed schedule.
-
-### ERRC Grid
-
-| Eliminate | Reduce |
-|:---------:|:------:|
-| Prestigious location (-$XXK/mo rent) | Equipment: from 4.0 to 1.5 (basics + resistance bands only) |
-| Pool / spa (-$XXK/mo) | Personal trainers: from 3.7 to 2.0 (AI + pre-recorded) |
-
-| Raise | Create |
-|:-----:|:------:|
-| Schedule flexibility: from 2.3 to 5.0 (24/7, anywhere) | Community + gamification: 0 → 5.0 (leaderboards, challenges) |
-| Price (accessibility): from 2.7 to 5.0 (×5 cheaper) | AI personalization: 0 → 4.5 (adaptive programs) |
-
-**Balance:** Savings (E+R) = -$2.8M/yr. Investments (Ra+C) = +$1.1M/yr. **Net: -$1.7M/yr in costs** → value innovation ✅.
-
-### Three Tiers of Noncustomers
-
-| Tier | Who | Size | Barrier |
-|---------|-----|:------:|--------|
-| 1. "Soon-to-be" | Bought pass, visit 1-2 times/mo | ~2M ppl | Too far, inconvenient schedule |
-| 2. "Refusing" | Know about gyms, think it's too pricey/uncomfortable | ~8M ppl | Price, fear of judgment |
-| 3. "Unexplored" | Residents of small towns without gyms | ~15M ppl | No infrastructure |
-
-### Strategy Validation
-- **Focus:** ✅ — resources allocated to AI, community, accessibility. Not spread thin across equipment and locations.
-- **Divergence:** ✅ — 5 factors differ by ≥ 2 levels.
-- **Tagline:** "Personal trainer in your pocket for 500₽/mo".
-
-**Price Corridor of the Mass:** Same form (gyms) = 2000-8000₽/mo. Same function (YouTube, apps) = 0-500₽/mo. Same objective (health) = 500-3000₽/mo. → Price = 499₽/mo (lower bound, medium defensibility: AI models can be copied in 1-2 years).
-
-## Validation (Quality Gate)
-
-- [ ] Strategy Canvas AS-IS contains at least 3 competitors and 5-8 factors with numerical levels
-- [ ] Buyer Utility Map 6×6 is populated, at least 2 white spaces identified
-- [ ] Three tiers of noncustomers analyzed with size and barriers estimated
-- [ ] ERRC grid populated: at least 1 action in each quadrant with cost and value effect
-- [ ] ERRC balance checked: savings (E+R) offset investments (Ra+C)
-- [ ] New value curve visibly diverges from competitor curves
-- [ ] Three characteristics of strategy passed (focus, divergence, tagline)
-- [ ] Price corridor of the mass defined (3 clusters: form, function, objective)
-- [ ] Blue ocean economics justified: TAM, unit economics, break-even
-- [ ] Scenario analysis conducted (optimistic / base / pessimistic)
-- [ ] Kill conditions defined
-- [ ] Feasibility assessed: competencies, tech, budget, time
-- [ ] Data sources cited; data older than 12 mo marked ⚠️
-
-## Handoff
-Result output goes to:
-- **Strategist / Mediator** — for integration into a growth strategy or business plan for a new product.
-- **`ansoff-matrix`** — if Blue Ocean = diversification (new product + new market), integrate into growth portfolio.
-- **`unit-economics`** — for precise unit economics calculation of the new offering.
-- **`tam-sam-som`** — to clarify the blue ocean size, if rough estimates were used.
-- **`competitive-analysis`** — for monitoring competitor reactions and imitation speed.
-
-Output format: filled output template + ERRC with economics + scenario analysis + roadmap.
-
-## Anti-patterns
-
-| Mistake | Why it hurts | How to do it right |
-|--------|-------------|---------------|
-| ERRC without strategy canvas | No baseline to compare against, actions occur "in a vacuum" | First AS-IS canvas, then ERRC, then TO-BE |
-| Focusing only on Create | Increases costs without optimization — no value innovation | Balance: E + R lower costs, Ra + C increase value |
-| Ignoring noncustomers | The main source of blue ocean is lost | All three tiers are mandatory with size and barriers estimated |
-| Curve = competitor + 1 factor | This is not a blue ocean, it's incremental innovation | Divergence: ≥ 3 factors differ by ≥ 2 levels |
-| Unfeasible offering | A beautiful strategy without resources is useless | Feasibility assessment: competencies, tech, budget, time |
-| Lack of a compelling tagline | Hard to communicate, meaning there is no focus | One phrase, clear to the buyer — or return to ERRC |
-| ERRC without economic estimates | Unclear if value innovation actually works | Every action — with expected cost and value effect |
-| Buyer Utility Map skipped | Hidden opportunities in the 32+ cells are missed | 6×6 matrix is mandatory, at least 2 white spaces |
-| Cost-plus pricing | Ignores alternatives and mass appeal | Price corridor of the mass: 3 clusters (form, function, objective) |
-
-## Output Template
-
-```
-## Blue Ocean Strategy: [Analysis Object]
-**Industry (red ocean):** [industry]  |  **Date:** [date]
-**Industry "sacred cows":** [2-3 assumptions being challenged]
-
-### Strategy Canvas — AS-IS
-
-| Competitive Factor | [Competitor 1] | [Competitor 2] | [Competitor 3] | [Our Product] | Average |
-|-------------------|:------------:|:------------:|:------------:|:-------------:|:------:|
-| [Factor 1] | X | X | X | X | X.X |
-| [Factor 2] | X | X | X | X | X.X |
-
-Scale: 1 = low, 5 = high
-
-### Buyer Utility Map
-
-| | Purchase | Delivery | Use | Supplements | Maintenance | Disposal |
-|--|:------:|:--------:|:-------------:|:----------:|:------------:|:----------:|
-| **Customer Productivity**| | | ★ | | | |
-| **Simplicity** | | 🔵 | | | | 🔵 |
-| **Convenience** | ★ | | | | | |
-| **Risk** | | | | | 🔵 | |
-| **Fun & Image** | | | | 🔵 | | |
-| **Environmental Friendliness**| | | | | | |
-
-★ = industry focus | 🔵 = identified white space (opportunity)
-
-### ERRC Grid
-
-| Action | Factor | Was | Became | Cost (Δ) | Value (Δ) | Justification |
-|----------|--------|:----:|:-----:|:-----------:|:------------:|-------------|
-| Eliminate | [A] | X | — | -$XXK | 0 | [Why] |
-| Reduce | [B] | X | X | -$XXK | −insig. | [Why] |
-| Raise | [C] | X | X | +$XXK | +signif. | [Why] |
-| Create | [D] | — | X | +$XXK | +signif. | [Why] |
-
-**Balance:** Savings (E+R) = -$XXK | Investments (Ra+C) = +$XXK | **Net: [±$XXK]** → [Value Innovation ✅ / Imbalance ⚠️]
-
-### Strategy Canvas — TO-BE
-
-| Competitive Factor | Industry Avg | New Offering | Δ | ERRC Action |
-|-------------------|:--------------:|:-----------------:|:-:|:-------------:|
-| [Factor 1] | X.X | — | -X.X | Eliminate |
-| [Factor 2] | X.X | X | -X.X | Reduce |
-| [Factor 3] | X.X | X | +X.X | Raise |
-| [New Factor] | — | X | +X | Create |
-
-### Strategy Validation
-
-| Criterion | Test | Result |
-|----------|------|:---------:|
-| **Focus** | Resources are concentrated, curve doesn't smear | Yes / No |
-| **Divergence** | ≥ 3 factors differ by ≥ 2 levels | Yes / No |
-| **Compelling Tagline** | One phrase, clear to the buyer | "[Tagline]" |
-
-⚠️ If at least one = No — return to ERRC.
-
-### Three Tiers of Noncustomers
-
-| Tier | Who | Size | Key Barrier | Conversion Potential | Source |
-|---------|-----|:------:|-----------------|:-------------------:|----------|
-| 1. "Soon-to-be" | [Who, why] | [N / $XM] | [Barrier] | High / Medium | [Source] |
-| 2. "Refusing" | [Who, why] | [N / $XM] | [Barrier] | ... | [Source] |
-| 3. "Unexplored"| [Who, why] | [N / $XM] | [Barrier] | ... | [Source] |
-
-### Price Corridor of the Mass
-
-| Cluster | Examples | Price Range | Audience Size |
-|---------|---------|:------------:|:----------------:|
-| Same form | [Direct competitors] | $XX — $XX | [N] |
-| Same function | [Alternative solutions] | $XX — $XX | [N] |
-| Same objective| [Other ways to achieve goal] | $XX — $XX | [N] |
-
-**Corridor:** $XX — $XX | **Target Price:** $XX | **Defensibility:** High / Medium / Low
-
-### Blue Ocean Economics
-
-| Metric | Value | Source |
-|---------|:--------:|----------|
-| TAM of new space | $XXM | [Source] |
-| Savings from E + R | -$XXK/yr | ERRC Calculation |
-| Investments in Ra + C | +$XXK/yr | ERRC Calculation |
-| Net effect on unit economics | ±$XX | Savings − Investments |
-| Target price | $XX | Price corridor |
-| Target margin | XX% | Price − Cost |
-| Time to imitation | X-X years | Defensibility estimate |
-| Implementation investments | $XM | Resource estimate |
-| Time to break-even | X mo | Financial model |
-
-### Scenario Analysis
-
-| Scenario | TAM | Conversion | Time to imitation | Revenue (3Y) | Probability |
-|----------|:---:|:---------:|:-----------------:|:------------:|:-----------:|
-| Optimistic | $XXM | XX% | > X years | $XXM | XX% |
-| Base | $XXM | XX% | X years | $XXM | XX% |
-| Pessimistic | $XXM | XX% | < X years | $XXM | XX% |
-
-**Kill conditions:** [Under what scenario to not launch / fold]
-
-### Feasibility Assessment
-
-| Resource | Have | Need | Gap | How to Close |
-|--------|:----:|:-----:|:---:|-----------------|
-| Competencies | [Which] | [Which] | [Gap] | [How to close] |
-| Technologies | [Which] | [Which] | [Gap] | [How to close] |
-| Budget | $XM | $XM | $XM | [Source] |
-| Time | — | X mo | — | [Constraints] |
-
-### Strategic Offering
-[1-2 paragraphs: the essence of the blue ocean, why it's a value innovation, for whom, business model]
-
-### Roadmap
-
-| Period | Action | Key Metric | Go/No-go gate | Owner |
-|--------|----------|:----------------:|---------------|---------------|
-| Mo 1-3 | [What] | [KPI] | [Condition] | [Who] |
-| Mo 4-6 | [What] | [KPI] | [Condition] | [Who] |
-| Mo 7-12| [What] | [KPI] | [Condition] | [Who] |
-
-### Sources and Assumptions
-
-| # | Fact / Assumption | Source | Date | Confidence |
-|---|-------------------|----------|------|:-------------:|
-| 1 | [Fact] | [Source] | [Date] | ✅ / ⚠️ / 🔮 |
-
-Legend: ✅ Verified (2+ sources) | ⚠️ Estimated (1 source) | 🔮 Assumed (expert estimate)
-```
+---
+name: blue-ocean-strategy
+description: Strategy canvas analysis — ERRC framework, value curve, three tiers of noncustomers
+type: triggered
+domain: analytics
+owners:
+  - strategist
+gates:
+  - STRATEGIST
+tech: []
+topic: []
+triggers:
+  - "blue-ocean-strategy"
+  - "голубой океан"
+  - "blue ocean"
+  - "стратегия голубого океана"
+related: []
+budget_lines: 432
+schema_version: 1
+---
+# Blue Ocean Strategy — Creating Uncontested Market Space
+
+## When to use
+- When searching for **new market spaces** beyond existing competition.
+- When needing to **differentiate radically** from competitors through value innovation.
+- When developing a **new product or service** from scratch — without being tied to current industry standards.
+- When preparing a **growth strategy** — when the red ocean is exhausted or unprofitable.
+
+## Input
+
+| Field | Required | Description |
+|------|:-----------:|----------|
+| Industry / market | ✅ | Current market (red ocean) for analysis |
+| Product / service | ✅ | Current offering or new concept |
+| Competitors | ✅ | 3-5 key players to build the strategy canvas |
+| Customer segments | ⬚ | Current customers and their needs |
+| Factors of competition | ⬚ | Known parameters on which the industry competes (5-8) |
+| Price range | ⬚ | Current price levels in the industry |
+| Noncustomer data | ⬚ | Who doesn't buy and why |
+
+> If mandatory fields are not provided — **ask** the user, do not generate assumptions.
+
+## Data Sources
+1. Competitive analysis — offerings, prices, positioning of key players.
+2. Customer research — needs, pain points, jobs-to-be-done.
+3. Industry reports — standard competitive factors, industry norms.
+4. Noncustomers — why they don't buy, barriers to entry for consumption.
+5. Adjacent industries — alternative solutions for the same tasks.
+
+### Connection with other skills
+| Skill | What we take | When to call |
+|------|-----------|----------------|
+| `competitive-analysis` | Competitive factors, positioning, moats (step 0, 1) | If there's no data on competitors and competitive factors |
+| `tam-sam-som` | Size of noncustomer space, new market potential (step 3, 6) | To estimate the TAM of the blue ocean |
+| `web-research` | Verification of data on noncustomers, adjacent industries | If data is missing or outdated (>12 months) |
+| `ansoff-matrix` | Diversification strategy, if Blue Ocean = new product + new market | After forming the offering — for integration into the growth portfolio |
+| `swot-analysis` | Internal competencies to assess feasibility (step 7) | If it's unclear whether there are resources for implementation |
+
+## Protocol
+
+### Step 0 — Prepare Context
+1. Define the current "red ocean" — the industry and its key players (3-5).
+2. Identify 5-8 competitive factors on which players compete.
+3. Collect data on current customers and their satisfaction.
+4. Document industry "sacred cows" — assumptions that no one questions.
+
+> Every fact about the market — with indication of source and date. Data older than 12 months — mark with ⚠️ and verify via `web-research`.
+
+### Step 1 — Strategy Canvas — AS-IS
+1. Define the axes: horizontal — competitive factors, vertical — offering level (1-5, where 1 = low, 5 = high).
+2. Draw value curves for each key competitor.
+3. Draw value curve for the analyzed company / product.
+4. Identify clusters: where all players are the same (convergence zone), where there is differentiation.
+5. Document: on which factors the industry competes excessively (over-served), on which — insufficiently (under-served).
+
+### Step 2 — Buyer Utility Map
+1. Define 6 stages of the buyer experience cycle:
+
+   | Stage | Description |
+   |--------|----------|
+   | Purchase | The process of choosing and buying |
+   | Delivery | Receiving the product / activating the service |
+   | Use | Core usage experience |
+   | Supplements | Accompanying goods / services |
+   | Maintenance | Support, repair, updates |
+   | Disposal | End of use, migration |
+
+2. For each stage — assess 6 utility levers:
+
+   | | Purchase | Delivery | Use | Supplements | Maintenance | Disposal |
+   |--|:------:|:--------:|:-------------:|:----------:|:------------:|:----------:|
+   | **Customer Productivity**| | | ★ | | | |
+   | **Simplicity** | | | | | | |
+   | **Convenience** | ★ | | | | | |
+   | **Risk** | | | | | | |
+   | **Fun & Image** | | | | | | |
+   | **Environmental Friendliness**| | | | | | |
+
+   ★ = industry focus. Empty cells = white spaces (opportunities).
+
+3. Determine: where the industry focuses (≤ 3-4 cells) and where the white spaces are (the remaining 32-33 cells).
+4. Select **at least 2 white spaces** with the greatest potential for creating new value.
+
+### Step 3 — Three Tiers of Noncustomers
+1. **First tier — "Soon-to-be"**: customers on the edge of the market, use minimally, searching for alternatives.
+   - Why are they on the edge? What dissatisfies them?
+2. **Second tier — "Refusing"**: consciously chose not to use the industry's products.
+   - What needs are unmet? What are the barriers?
+3. **Third tier — "Unexplored"**: never considered the industry's products as an option.
+   - What need do they solve differently? What offering would attract them?
+4. Assess for each tier:
+
+   | Tier | Size | Key Barrier | Conversion Potential | Data Source |
+   |---------|:------:|-----------------|:-------------------:|-----------------|
+   | 1. "Soon-to-be" | [N / $XM] | [Barrier] | High / Medium / Low | [Source] |
+   | 2. "Refusing" | [N / $XM] | [Barrier] | ... | [Source] |
+   | 3. "Unexplored" | [N / $XM] | [Barrier] | ... | [Source] |
+
+5. If there is no data — use `tam-sam-som` to estimate size and `web-research` to investigate barriers.
+
+### Step 4 — ERRC Framework (Eliminate-Reduce-Raise-Create)
+1. **Eliminate**: Which of the factors that the industry takes for granted should be eliminated?
+   - Factors that do not create value for the buyer.
+   - Factors existing out of inertia or to imitate competitors.
+2. **Reduce**: Which factors should be reduced well below the industry's standard?
+   - Factors with excessive offering levels (over-engineering).
+3. **Raise**: Which factors should be raised well above the industry's standard?
+   - Factors where the current level does not satisfy buyers.
+4. **Create**: Which factors should be created that the industry has never offered?
+   - New sources of value from the analysis of noncustomers and the Buyer Utility Map.
+5. Fill out a card for each action:
+
+   | Action | Factor | Was (AS-IS) | Became (TO-BE) | Cost Effect | Value Effect | Justification |
+   |----------|--------|:------------:|:-------------:|:-----------------:|:------------------:|-------------|
+   | Eliminate | [A] | Average | — | -$XXK/yr | 0 | [Why not needed] |
+   | Reduce | [B] | High | Low | -$XXK/yr | -insignificant | [Why excessive] |
+   | Raise | [C] | Low | Very high | +$XXK/yr | +significant | [Why important] |
+   | Create | [D] | — | High | +$XXK/yr | +significant | [What problem it solves] |
+
+6. Check the balance: **savings (E + R) must offset costs (Ra + C)**, forming value innovation — simultaneous cost reduction and value growth for the buyer.
+
+### Step 5 — New Value Curve (Strategy Canvas — TO-BE)
+1. Draw the new value curve factoring in ERRC.
+2. Compare with competitors' curves — there should be visible divergence.
+3. Validate three characteristics of a good strategy:
+
+   | Criterion | Test | Result |
+   |----------|------|:---------:|
+   | **Focus** | Curve does not mimic competitors, resources are concentrated | Yes / No |
+   | **Divergence** | ≥ 3 factors differ by ≥ 2 levels from the industry average | Yes / No |
+   | **Compelling Tagline** | Can be described in one phrase understandable to the buyer | "[Tagline]" |
+
+4. **If at least one criterion = No — return to step 4 and strengthen ERRC.**
+
+### Step 6 — Price Corridor of the Mass
+1. Define three pricing clusters:
+
+   | Cluster | Products / Alternatives | Price Range | Audience Size |
+   |---------|------------------------|:----------------:|:----------------:|
+   | Same form | Direct competitors in the industry | $XX — $XX | [N] |
+   | Same function | Alternative solutions for the same task | $XX — $XX | [N] |
+   | Same objective | Products with the same end objective | $XX — $XX | [N] |
+
+2. Determine the upper and lower boundaries of the price corridor of the mass.
+3. Select a price level based on the degree of defensibility:
+   - **High defensibility** (patents, network effects, exclusive resources) → upper boundary.
+   - **Medium defensibility** (hard-to-copy competencies) → middle of the corridor.
+   - **Low defensibility** (easily copied) → lower boundary.
+
+### Step 7 — Evaluation and Scenario Analysis
+1. Estimate the blue ocean economics:
+
+   | Metric | Value | Source |
+   |---------|:--------:|----------|
+   | TAM of new space (noncustomers) | $XXM | `tam-sam-som` / estimate |
+   | Savings from E + R (annual) | -$XXK | Calculation from ERRC |
+   | Investments in Ra + C (annual) | +$XXK | Calculation from ERRC |
+   | **Net effect on unit economics** | ±$XX | Savings − Investments |
+   | Target price | $XX | Price corridor of the mass |
+   | Target margin | XX% | Price − cost |
+   | Time to imitation by competitors | X-X years | Defensibility estimate |
+   | Implementation investments (total) | $XM | Resource estimate |
+   | Time to break-even | X mo | Financial model |
+
+2. Scenario analysis:
+
+   | Scenario | TAM | Noncustomer Conversion | Time to Imitation | Revenue (3 years) | Probability |
+   |----------|:---:|:--------------------:|:----------------:|:----------------:|:-----------:|
+   | Optimistic | $XXM | XX% | > X years | $XXM | XX% |
+   | Base | $XXM | XX% | X years | $XXM | XX% |
+   | Pessimistic | $XXM | XX% | < X years | $XXM | XX% |
+
+3. Define kill conditions: under which scenario to not launch / fold.
+4. Assess feasibility:
+
+   | Resource | Have | Need | Gap | How to Close |
+   |--------|:----:|:-----:|:---:|-----------------|
+   | Competencies | [Which] | [Which] | [What is missing] | Hire / partner / train |
+   | Technologies | [Which] | [Which] | [What is missing] | Develop / license |
+   | Budget | $XM | $XM | $XM | Reallocate / request funding |
+   | Time | — | X mo | — | [Constraints] |
+
+### Step 8 — Synthesis and Roadmap
+1. Formulate the strategic blue ocean offering (1-2 paragraphs).
+2. Finalize the target business model (price, channels, key metrics).
+3. Prepare a roadmap:
+
+   | Period | Action | Key Metric | Go/No-go gate | Owner |
+   |--------|----------|:----------------:|---------------|---------------|
+   | Month 1-3 | [What] | [KPI] | [Condition] | [Who] |
+   | Month 4-6 | [What] | [KPI] | [Condition] | [Who] |
+   | Month 7-12| [What] | [KPI] | [Condition] | [Who] |
+
+4. Define KPIs for monitoring: noncustomer conversion, retention, NPS, unit economics.
+
+## Example — Online Fitness vs Traditional Gyms
+
+**Context:** Fitness services market in RF. Red ocean: gym chains (World Class, X-Fit, DDX). Task — find a blue ocean.
+
+### Strategy Canvas — AS-IS
+
+| Factor | World Class | X-Fit | DDX | Industry Average |
+|--------|:----------:|:-----:|:---:|:--------------:|
+| Equipment | 5 | 4 | 3 | 4.0 |
+| Location (prestige) | 5 | 3 | 2 | 3.3 |
+| Personal trainers | 4 | 4 | 3 | 3.7 |
+| Group programs | 4 | 4 | 4 | 4.0 |
+| Pool / spa | 5 | 3 | 1 | 3.0 |
+| Price (inverted) | 1 | 3 | 4 | 2.7 |
+| Schedule flexibility| 2 | 2 | 3 | 2.3 |
+| Community / gamification | 1 | 1 | 1 | 1.0 |
+
+**"Sacred cows":** physical presence, expensive equipment, fixed schedule.
+
+### ERRC Grid
+
+| Eliminate | Reduce |
+|:---------:|:------:|
+| Prestigious location (-$XXK/mo rent) | Equipment: from 4.0 to 1.5 (basics + resistance bands only) |
+| Pool / spa (-$XXK/mo) | Personal trainers: from 3.7 to 2.0 (AI + pre-recorded) |
+
+| Raise | Create |
+|:-----:|:------:|
+| Schedule flexibility: from 2.3 to 5.0 (24/7, anywhere) | Community + gamification: 0 → 5.0 (leaderboards, challenges) |
+| Price (accessibility): from 2.7 to 5.0 (×5 cheaper) | AI personalization: 0 → 4.5 (adaptive programs) |
+
+**Balance:** Savings (E+R) = -$2.8M/yr. Investments (Ra+C) = +$1.1M/yr. **Net: -$1.7M/yr in costs** → value innovation ✅.
+
+### Three Tiers of Noncustomers
+
+| Tier | Who | Size | Barrier |
+|---------|-----|:------:|--------|
+| 1. "Soon-to-be" | Bought pass, visit 1-2 times/mo | ~2M ppl | Too far, inconvenient schedule |
+| 2. "Refusing" | Know about gyms, think it's too pricey/uncomfortable | ~8M ppl | Price, fear of judgment |
+| 3. "Unexplored" | Residents of small towns without gyms | ~15M ppl | No infrastructure |
+
+### Strategy Validation
+- **Focus:** ✅ — resources allocated to AI, community, accessibility. Not spread thin across equipment and locations.
+- **Divergence:** ✅ — 5 factors differ by ≥ 2 levels.
+- **Tagline:** "Personal trainer in your pocket for 500₽/mo".
+
+**Price Corridor of the Mass:** Same form (gyms) = 2000-8000₽/mo. Same function (YouTube, apps) = 0-500₽/mo. Same objective (health) = 500-3000₽/mo. → Price = 499₽/mo (lower bound, medium defensibility: AI models can be copied in 1-2 years).
+
+## Validation (Quality Gate)
+
+- [ ] Strategy Canvas AS-IS contains at least 3 competitors and 5-8 factors with numerical levels
+- [ ] Buyer Utility Map 6×6 is populated, at least 2 white spaces identified
+- [ ] Three tiers of noncustomers analyzed with size and barriers estimated
+- [ ] ERRC grid populated: at least 1 action in each quadrant with cost and value effect
+- [ ] ERRC balance checked: savings (E+R) offset investments (Ra+C)
+- [ ] New value curve visibly diverges from competitor curves
+- [ ] Three characteristics of strategy passed (focus, divergence, tagline)
+- [ ] Price corridor of the mass defined (3 clusters: form, function, objective)
+- [ ] Blue ocean economics justified: TAM, unit economics, break-even
+- [ ] Scenario analysis conducted (optimistic / base / pessimistic)
+- [ ] Kill conditions defined
+- [ ] Feasibility assessed: competencies, tech, budget, time
+- [ ] Data sources cited; data older than 12 mo marked ⚠️
+
+## Handoff
+Result output goes to:
+- **Strategist / Mediator** — for integration into a growth strategy or business plan for a new product.
+- **`ansoff-matrix`** — if Blue Ocean = diversification (new product + new market), integrate into growth portfolio.
+- **`unit-economics`** — for precise unit economics calculation of the new offering.
+- **`tam-sam-som`** — to clarify the blue ocean size, if rough estimates were used.
+- **`competitive-analysis`** — for monitoring competitor reactions and imitation speed.
+
+Output format: filled output template + ERRC with economics + scenario analysis + roadmap.
+
+## Anti-patterns
+
+| Mistake | Why it hurts | How to do it right |
+|--------|-------------|---------------|
+| ERRC without strategy canvas | No baseline to compare against, actions occur "in a vacuum" | First AS-IS canvas, then ERRC, then TO-BE |
+| Focusing only on Create | Increases costs without optimization — no value innovation | Balance: E + R lower costs, Ra + C increase value |
+| Ignoring noncustomers | The main source of blue ocean is lost | All three tiers are mandatory with size and barriers estimated |
+| Curve = competitor + 1 factor | This is not a blue ocean, it's incremental innovation | Divergence: ≥ 3 factors differ by ≥ 2 levels |
+| Unfeasible offering | A beautiful strategy without resources is useless | Feasibility assessment: competencies, tech, budget, time |
+| Lack of a compelling tagline | Hard to communicate, meaning there is no focus | One phrase, clear to the buyer — or return to ERRC |
+| ERRC without economic estimates | Unclear if value innovation actually works | Every action — with expected cost and value effect |
+| Buyer Utility Map skipped | Hidden opportunities in the 32+ cells are missed | 6×6 matrix is mandatory, at least 2 white spaces |
+| Cost-plus pricing | Ignores alternatives and mass appeal | Price corridor of the mass: 3 clusters (form, function, objective) |
+
+## Output Template
+
+```
+## Blue Ocean Strategy: [Analysis Object]
+**Industry (red ocean):** [industry]  |  **Date:** [date]
+**Industry "sacred cows":** [2-3 assumptions being challenged]
+
+### Strategy Canvas — AS-IS
+
+| Competitive Factor | [Competitor 1] | [Competitor 2] | [Competitor 3] | [Our Product] | Average |
+|-------------------|:------------:|:------------:|:------------:|:-------------:|:------:|
+| [Factor 1] | X | X | X | X | X.X |
+| [Factor 2] | X | X | X | X | X.X |
+
+Scale: 1 = low, 5 = high
+
+### Buyer Utility Map
+
+| | Purchase | Delivery | Use | Supplements | Maintenance | Disposal |
+|--|:------:|:--------:|:-------------:|:----------:|:------------:|:----------:|
+| **Customer Productivity**| | | ★ | | | |
+| **Simplicity** | | 🔵 | | | | 🔵 |
+| **Convenience** | ★ | | | | | |
+| **Risk** | | | | | 🔵 | |
+| **Fun & Image** | | | | 🔵 | | |
+| **Environmental Friendliness**| | | | | | |
+
+★ = industry focus | 🔵 = identified white space (opportunity)
+
+### ERRC Grid
+
+| Action | Factor | Was | Became | Cost (Δ) | Value (Δ) | Justification |
+|----------|--------|:----:|:-----:|:-----------:|:------------:|-------------|
+| Eliminate | [A] | X | — | -$XXK | 0 | [Why] |
+| Reduce | [B] | X | X | -$XXK | −insig. | [Why] |
+| Raise | [C] | X | X | +$XXK | +signif. | [Why] |
+| Create | [D] | — | X | +$XXK | +signif. | [Why] |
+
+**Balance:** Savings (E+R) = -$XXK | Investments (Ra+C) = +$XXK | **Net: [±$XXK]** → [Value Innovation ✅ / Imbalance ⚠️]
+
+### Strategy Canvas — TO-BE
+
+| Competitive Factor | Industry Avg | New Offering | Δ | ERRC Action |
+|-------------------|:--------------:|:-----------------:|:-:|:-------------:|
+| [Factor 1] | X.X | — | -X.X | Eliminate |
+| [Factor 2] | X.X | X | -X.X | Reduce |
+| [Factor 3] | X.X | X | +X.X | Raise |
+| [New Factor] | — | X | +X | Create |
+
+### Strategy Validation
+
+| Criterion | Test | Result |
+|----------|------|:---------:|
+| **Focus** | Resources are concentrated, curve doesn't smear | Yes / No |
+| **Divergence** | ≥ 3 factors differ by ≥ 2 levels | Yes / No |
+| **Compelling Tagline** | One phrase, clear to the buyer | "[Tagline]" |
+
+⚠️ If at least one = No — return to ERRC.
+
+### Three Tiers of Noncustomers
+
+| Tier | Who | Size | Key Barrier | Conversion Potential | Source |
+|---------|-----|:------:|-----------------|:-------------------:|----------|
+| 1. "Soon-to-be" | [Who, why] | [N / $XM] | [Barrier] | High / Medium | [Source] |
+| 2. "Refusing" | [Who, why] | [N / $XM] | [Barrier] | ... | [Source] |
+| 3. "Unexplored"| [Who, why] | [N / $XM] | [Barrier] | ... | [Source] |
+
+### Price Corridor of the Mass
+
+| Cluster | Examples | Price Range | Audience Size |
+|---------|---------|:------------:|:----------------:|
+| Same form | [Direct competitors] | $XX — $XX | [N] |
+| Same function | [Alternative solutions] | $XX — $XX | [N] |
+| Same objective| [Other ways to achieve goal] | $XX — $XX | [N] |
+
+**Corridor:** $XX — $XX | **Target Price:** $XX | **Defensibility:** High / Medium / Low
+
+### Blue Ocean Economics
+
+| Metric | Value | Source |
+|---------|:--------:|----------|
+| TAM of new space | $XXM | [Source] |
+| Savings from E + R | -$XXK/yr | ERRC Calculation |
+| Investments in Ra + C | +$XXK/yr | ERRC Calculation |
+| Net effect on unit economics | ±$XX | Savings − Investments |
+| Target price | $XX | Price corridor |
+| Target margin | XX% | Price − Cost |
+| Time to imitation | X-X years | Defensibility estimate |
+| Implementation investments | $XM | Resource estimate |
+| Time to break-even | X mo | Financial model |
+
+### Scenario Analysis
+
+| Scenario | TAM | Conversion | Time to imitation | Revenue (3Y) | Probability |
+|----------|:---:|:---------:|:-----------------:|:------------:|:-----------:|
+| Optimistic | $XXM | XX% | > X years | $XXM | XX% |
+| Base | $XXM | XX% | X years | $XXM | XX% |
+| Pessimistic | $XXM | XX% | < X years | $XXM | XX% |
+
+**Kill conditions:** [Under what scenario to not launch / fold]
+
+### Feasibility Assessment
+
+| Resource | Have | Need | Gap | How to Close |
+|--------|:----:|:-----:|:---:|-----------------|
+| Competencies | [Which] | [Which] | [Gap] | [How to close] |
+| Technologies | [Which] | [Which] | [Gap] | [How to close] |
+| Budget | $XM | $XM | $XM | [Source] |
+| Time | — | X mo | — | [Constraints] |
+
+### Strategic Offering
+[1-2 paragraphs: the essence of the blue ocean, why it's a value innovation, for whom, business model]
+
+### Roadmap
+
+| Period | Action | Key Metric | Go/No-go gate | Owner |
+|--------|----------|:----------------:|---------------|---------------|
+| Mo 1-3 | [What] | [KPI] | [Condition] | [Who] |
+| Mo 4-6 | [What] | [KPI] | [Condition] | [Who] |
+| Mo 7-12| [What] | [KPI] | [Condition] | [Who] |
+
+### Sources and Assumptions
+
+| # | Fact / Assumption | Source | Date | Confidence |
+|---|-------------------|----------|------|:-------------:|
+| 1 | [Fact] | [Source] | [Date] | ✅ / ⚠️ / 🔮 |
+
+Legend: ✅ Verified (2+ sources) | ⚠️ Estimated (1 source) | 🔮 Assumed (expert estimate)
+```