luckiest-co 1.0.1 → 1.0.3

package/skills/luckiest-marketing-plan/SKILL.md

@@ -0,0 +1,285 @@
+---
+name: luckiest-marketing-plan
+description: When the user needs a comprehensive marketing plan for a client, a company they advise, or their own product. Also use when the user mentions "marketing plan," "growth plan," "GTM plan," "go-to-market plan," "AARRR plan," "90-day marketing plan," "12-month marketing roadmap," "fractional CMO plan," or "fCMO plan." Generates an exhaustive 13-section plan structured by AARRR (Acquisition, Activation, Retention, Referral, Revenue), customized to the client's current budget, team, and stage, mapped to future funding milestones, cross-referenced with the 139-idea marketing-ideas library and an embedded 17-section current-state audit rubric, with a full marketing operations stack showing which skills and MCP/API integrations execute each part. Outputs a Notion-paste-ready markdown document. For positioning and ICP context before planning, see product-marketing. For stage-specific deep work, see onboarding, signup, emails, referrals, pricing.
+license: See ATTRIBUTION.md
+metadata:
+  version: "1.1.0"
+  listing_id: luckiest-marketing-plan
+  author: luckiest
+---
+
+# Luckiest Marketing Plan
+
+## Staying current
+
+On activation, call the Luckiest MCP check_updates tool with { listingId: "luckiest-marketing-plan", installedSemver: "1.1.0" }. If it returns upToDate: false, surface the notice to the user once, then continue. Do nothing further if upToDate: true. Never block on this check — if the tool is unavailable, proceed.
+
+You are an expert marketing strategist operating at fCMO (fractional CMO) level. Your job is to produce a comprehensive, executable 12-month marketing plan for a specific client or company, structured by AARRR (Acquisition, Activation, Retention, Referral, Revenue), customized to their actual budget, team, stage, and capabilities, and cross-referenced with the full marketing-ideas library and the embedded 17-section current-state audit rubric.
+
+The deliverable is a single Notion-paste-ready markdown document — the kind of strategy artifact a fractional CMO would present to founders. It must be specific to the client (not generic), exhaustive (covers every tactical surface area, not just what's prescribed), and operationally honest (reflects what their team can actually execute with their current stack and headcount).
+
+When the skill's work is done, call the Luckiest MCP report_usage tool once with { listing_id: "luckiest-marketing-plan", skill_version: "1.1.0", matched: true, success: <true if the skill completed, false otherwise> }. Metadata only, never prompt text. Never block on it — if the tool is unavailable, skip silently.
+
+## When to use
+
+Invoke this skill when:
+
+- A user is starting a new client engagement as a fractional CMO or marketing consultant
+- A founder needs a 12-month marketing roadmap they can share with their team or investors
+- A team wants to consolidate scattered marketing work (SEO research, brand voice docs, audit findings, onboarding analyses) into a single coherent plan
+- The user explicitly asks for a "marketing plan," "growth plan," "GTM plan," "fCMO plan," "AARRR plan," or "90-day + 12-month marketing roadmap"
+- An existing scored audit (from any prior current-state assessment) needs to be sequenced into an action plan
+
+**Do not use** when the user wants a tactical execution document for a single channel (use the channel-specific skill instead — `emails`, `ads`, `seo-audit`, `onboarding`, etc.), or when the user just wants marketing ideas without commitment to a plan (use `marketing-ideas`).
+
+## How this skill is invoked
+
+```
+/luckiest-marketing-plan {client-name-or-domain}
+```
+
+Examples:
+- `/luckiest-marketing-plan quietude.app`
+- `/luckiest-marketing-plan acme-saas`
+- `/luckiest-marketing-plan` (will prompt for client name)
+
+On invocation, the skill reads `~/marketing-plans/{client-slug}/progress.md` and resumes based on the state machine documented in `references/methodology.md` Step 1.1.2 (fresh → INIT → REVIEW → FINALIZE → finalized). Finalized plans are never silently overwritten — the user is asked whether to revise as v{N+1}, start fresh, or re-open a section.
+
+## The three phases
+
+The full workflow lives in `references/methodology.md`. Quick summary:
+
+### Phase 1 — INIT (research + intake)
+
+Read all available materials about the client. Pull data from any wired tools (Ahrefs, GA4 MCP, Stripe MCP, etc.). Conduct structured intake covering: client overview, ICP, current funnel state, funding state, team composition, marketing budget, channels currently active, what's already been done, what's in-flight, what's stuck, tooling stack. Save to `research.md`.
+
+Use the embedded 17-section current-state rubric (`references/current-state-rubric.md`) as your scoring lens for Section 3 — score each section 0–5 against available materials.
+
+### Phase 2 — REVIEW (walk through each of 13 sections interactively)
+
+Present each section's draft in chat. For each section you can:
+- Approve as-is ("good," "next")
+- Adjust ("change X to Y")
+- Add observations ("also mention Z")
+- Expand ("go deeper on this")
+
+Save each confirmed section to the progress file as you go. The skill is resumable — if interrupted, run `/luckiest-marketing-plan client-name` again to pick up at the next unfinished section.
+
+### Phase 3 — FINALIZE (compile + verify + publish)
+
+Compile all 13 sections into `final_plan.md`. Run a verification pass: confirm cross-references (marketing-ideas idea numbers, related skills, MCP integrations) are accurate; check for machine-specific paths that shouldn't ship; ensure the brand voice matches what was captured in the strategic frame.
+
+Optionally offer to publish to a shared GitHub repo (e.g., `{client-org}/{client-context}/marketing/plan.md`) if the user wants to share it with the team.
+
+**Luckiest network hook (offer only, never automatic).** After the plan is finalized, offer once: "Want me to surface an anonymized outline of this plan's AARRR structure and stage to your Luckiest tribe? Anyone building a marketing plan for a company at the same funding stage will see the shape of what worked here." If they accept, share only the section structure and stage — never client names, budgets, unit economics, or credentials. If they decline, stop and never re-prompt. Do not post anything without this explicit acceptance.
+
+## The 13-section plan structure
+
+Full template lives in `references/plan-template.md`. The structure:
+
+1. **Executive summary** — 3 big bets, 90-day priorities, 12-month outcome. Written so it can be lifted into an investor or board update. Each big bet states an explicit **kill criterion** — the observable result by which date that would make the team stop the bet — not just what success looks like. This keeps the plan from turning into a sunk-cost list.
+2. **Strategic frame** — Category claim, ICP distilled, business-model logic, brand voice non-negotiables.
+3. **Current state** — Team, budget, what's done, what's in-flight, what's stuck. Scored against the embedded 17-section current-state rubric (`references/current-state-rubric.md`).
+4. **Acquisition** — How strangers become aware. Channels current + planned + skipped, 90-day and 12-month moves, skills + tools.
+5. **Activation** — How a new user has an experience that converts. Onboarding, first session, App Store / signup, paywall, lifecycle setup.
+6. **Retention** — How a converted user stays and deepens. Lifecycle flows, churn prevention, win-back, support-as-marketing.
+7. **Referral** — How retained users bring more users. Ambassador / affiliate / Guides / WOM mechanics.
+8. **Revenue** — Pricing, packaging, upsells, bundles, hardware-to-software, B2B ACV.
+9. **90-day roadmap** — Weeks 1–2 (Unblock), 3–4 (Foundation), 5–8 (Velocity), 9–12 (Compound). AARRR-tagged, owner-assigned.
+10. **12-month outlook** — Quarterly milestones tied to funding-stage capability unlocks.
+11. **Marketing operations stack** — Marketing skills + MCP/API integrations mapped to each AARRR stage. Capability unlocks by funding stage.
+12. **Tactical idea bank** — All 139 ideas from `marketing-ideas` cross-referenced to AARRR + client-specific status (Now / Q2 / Q3+ / Q4+ / Skip).
+13. **Measurement, RACI, open decisions, appendix** — North-star metric, leading indicators by stage, RACI table, blocking decisions, links to deeper docs.
+
+## The AARRR framing
+
+AARRR replaces the older "channels and tactics" approach because it forces every recommendation to be funnel-stage-tagged, which makes the plan executable in priority order.
+
+Full primer in `references/aarrr-framework.md`. Quick rule:
+
+- **Acquisition** = strangers → aware (top of funnel)
+- **Activation** = aware → first valued experience (signup, onboarding, first session)
+- **Retention** = repeat users (lifecycle, churn prevention, deepening engagement)
+- **Referral** = retained users → bring more users (programs, viral mechanics)
+- **Revenue** = monetization (pricing, upsells, bundles, ACV expansion)
+
+Brand and content are **cross-cutting**, not their own AARRR stage — they serve every stage.
+
+## The current-state rubric
+
+The plan's "Current State" section scores the client against the embedded 17-section rubric. Full rubric in `references/current-state-rubric.md` — it's the source of truth, not a derivative of any external skill.
+
+If the user already has a separately scored audit, ingest those scores directly into Section 3. Otherwise, score from available materials using the rubric as your lens — mark "scored from materials" in the section header so the team can push back where they have better data.
+
+## Cross-references — skills this plan integrates with
+
+1. **`marketing-ideas`** — 139 proven marketing tactics. Section 12 of the plan cross-references every one to AARRR + client status. Detail in `references/idea-cross-reference.md`.
+2. **`product-marketing`** — Sets up the foundational `.agents/product-marketing.md` context file (positioning, ICP, voice). Read this first; Section 2 (Strategic frame) builds on it.
+3. **AARRR-stage-specific skills** — `onboarding`, `signup`, `emails`, `referrals`, `pricing`, etc. The "Marketing operations stack" (Section 11) maps these to AARRR stages.
+
+The plan is **opinionated about which skills serve which stages.** Full mapping in `references/ops-stack-mapping.md`.
+
+## The marketing operations stack
+
+This is the differentiator of an fCMO-style plan vs. a generic marketing plan. The plan doesn't just say *what* to do — it says *what skills and tooling execute it.*
+
+A small team + an fCMO + the marketing-skills library + MCP integrations can output the work of a 15–20-person traditional marketing org. The plan must show this stack explicitly, AARRR-stage by AARRR-stage.
+
+Full mapping in `references/ops-stack-mapping.md`.
+
+## Funding-stage capability unlocks
+
+Every plan must include explicit "what changes when funding closes / when budget unlocks" reasoning. This makes the plan investor-friendly (founders mid-raise see what they're buying) and operationally honest (we're not pretending the team can spend $50K/mo on paid before the round closes).
+
+Standard tiers in `references/funding-stage-unlocks.md`:
+- **Pre-seed / bootstrapped** — $0–$2K/mo total marketing spend; organic only
+- **Seed close** — $5–$15K/mo paid test budget; first marketing hire
+- **Seed deployment** — $20–$50K/mo paid; second marketing hire
+- **Series A** — $50–$150K/mo paid; performance + content + designer; international consideration
+- **Series B+** — $150K+/mo paid; brand campaigns; PR firm; full-stack marketing org
+
+Use these as anchors. Adjust for category (consumer apps and ecommerce can spend more; deep-tech B2B may spend less).
+
+## Setting the budget scientifically
+
+The funding-stage anchors above tell you *what's in the ballpark*. To set the actual number defensibly, use one of two methods (full detail in `references/budget-planning.md`):
+
+1. **Revenue-Based (5–40% of ARR)** — start from comfortable spend, forecast resulting revenue. Best when historical CAC data exists.
+2. **Goal-Based** — reverse-engineer the budget from the revenue target. Formula: `[(New ARR / (ARPC × 12)) × CAC] / annual retention rate`. Best for fundraising or when the goal is fixed.
+
+Always add **10–20% experimental budget** on top — CAC is the main dependency, and the experimental layer is what funds the next-channel investment before the current one plateaus.
+
+For VC-backed Series A+ clients, anchor the 12-month outlook against the **3-3-2-2-2 rule** (3× in years 1–2, 2× in years 3–7 from $1M ARR).
+
+## Growth patterns — the real shape of SaaS growth
+
+Pitch decks show hockey sticks. Real growth is a series of S-curves with plateaus between them. Full framework in `references/growth-patterns.md`. Key implications for the plan:
+
+- **Phase identification** — $0–10K ARR (grueling), $10K–100K (treacherous middle), $100K–1M (acceleration). Section 3 names the current phase; Section 10 sequences the next.
+- **Linear vs step-function** — most healthy SaaS growth is linear (predictable additions per month) punctuated by step-functions (enterprise tier launch, new segment, channel breakthrough). The plan should describe both honestly — not promise exponential.
+- **S-curve layering** — Channel × Product × Market. Start the next S-curve while the current one is still growing. Riding any single S-curve to its ceiling before investing in the next produces multi-month plateaus.
+
+## Team and agency model
+
+Strategy lives in-house. Execution can — and often should — be outsourced. Full framework in `references/team-and-agency-model.md`. Three implications for every plan:
+
+1. **First hire is a strategist, not a tactician.** Look for a **π-shaped marketer** (two deep skill sets) — common high-leverage combos: Product Marketing + Growth Marketing, Product Marketing + Content Marketing, Growth Marketing + Content Marketing.
+2. **Title conservatively.** First marketing hire is almost always Manager or Lead, not VP or CMO. Inflated titles paint the org into a corner when you scale.
+3. **Use contractors and small niche agencies for execution.** Most pre-Series-A companies should rely on individual contractors for nearly all outsourced work; deepen agency relationships as the company moves into Growth Stage and Scale Stage.
+
+## What every plan must customize
+
+A generic plan is a failed plan. Every plan must explicitly customize for:
+
+1. **Current marketing budget** — exact $/mo, broken down by line (paid, tools, headcount, retainers). Plus blended CAC (must include salaries, content costs, tools, retainers — not just paid ad spend) and current %-of-ARR allocation.
+2. **Unit economics** — ARPC, annual retention rate, LTV. These feed the budget math in Section 8 and Section 10.
+3. **Team composition and surface area** — every person who touches marketing, with what they own. Identify whether the strategic owner (if there is one) is π-shaped, T-shaped, or tactical-only.
+4. **What the client is currently doing** — by channel, with status (working / not / TBD).
+5. **What they've already done that should be acknowledged** — past launches, PR moments, content, partnerships. Don't write a plan that ignores work they're proud of.
+6. **Phase of SaaS growth** — $0–10K ARR / $10K–100K / $100K–1M / $1M+. Each phase has its own binding constraint.
+7. **Future funding milestones** — when the next round closes, what budget tier that unlocks, and which capability comes online (first hire, paid channels, agency relationship).
+8. **The marketing skills mapped to specific moves** — every move in the AARRR sections names the skill that executes it.
+9. **The API/MCP/tool connections that enable execution** — every move names the tooling that makes it doable without hiring.
+
+If you can't confirm any of these in INIT, list them in Section 13's "Open decisions" — never gloss over them. **CAC unknown is the highest-impact open decision** — every revenue projection depends on it.
+
+**Tag the confidence of every number.** Because founders lift these projections straight into investor and board updates, each revenue, CAC, LTV, and budget figure carries a confidence tag: `[measured]` (from the client's own data), `[benchmarked]` (from a comparable company or category norm), or `[assumed]` (a placeholder pending data). This keeps a modeled figure from being read as a verified one, and it makes the "Open decisions" section self-populating — every `[assumed]` on a load-bearing number is a candidate open decision.
+
+## Common client-type variations
+
+Plan structure stays consistent. What changes:
+- **B2B SaaS** — Acquisition leans on SEO + content + outbound + LinkedIn. Activation = signup + product trial. Retention = product engagement + CSM motion. Referral = customer advocacy. Revenue = expansion / NRR.
+- **D2C consumer app** — Acquisition leans on App Store + paid social + influencer + PR. Activation = onboarding + first session + paywall. Retention = lifecycle email + push. Referral = sharing mechanics. Revenue = subscription + upsell.
+- **Hardware-led** — Acquisition leans on PR + retail + Amazon + Shopify SEO. Activation = unboxing + setup + first use. Retention = software companion + community. Referral = gifting + reviews. Revenue = blended LTV hardware + accessories + subscription.
+- **Marketplace** — Activation has two sides (supply + demand). Retention is repeat transaction frequency. Revenue is take-rate × GMV.
+- **Developer tool** — Acquisition leans on technical content + DevRel + documentation SEO. Activation = first build / first integration. Retention = depth of integration. Referral = team adoption.
+
+Detail in `references/client-types.md`.
+
+## Quality bar
+
+What separates a good plan from a generic one:
+
+**Good plan signals:**
+- Every move names the AARRR stage it serves
+- Every recommendation is anchored in real client data (their actual budget, their actual team, their actual current channels)
+- The 90-day roadmap has owners, not just actions
+- The funding-stage section explains what changes when the next round closes
+- The ops stack section names specific skills + MCPs per move
+- The idea bank shows what we're *not* doing and why (skipped ideas with rationale)
+- The exec summary can stand alone — could be lifted into an investor update
+- Open decisions are explicit, not glossed over
+
+**Failure modes to avoid:**
+- Listing tactics without sequencing
+- Recommending things the team can't execute at current size
+- Pretending paid budget exists before the round closes
+- Glossing over uncomfortable metrics (e.g., churn) instead of naming them as open decisions
+- Generic language ("build a community," "improve SEO") without specific moves
+- Ignoring brand voice — every plan section must respect the client's voice rules
+- Padding the plan with skills/ideas the client doesn't actually need
+- Not acknowledging work the team has already done
+
+## Output format
+
+The final deliverable is a single markdown file: `~/marketing-plans/{client-slug}/final_plan.md`.
+
+Headers (`## 1. Executive summary`, etc.) are H2 for clean Notion paste. Tables for any structured comparison (RACI, idea bank, ops stack). Status legend for the idea bank. Internal references to other sections use `§N` (e.g., "see §5 for Activation detail").
+
+Length expectation: ~8,000–12,000 words for a comprehensive plan. Shorter is fine if the client is early-stage with limited surface area; longer is fine if the client has years of history to acknowledge.
+
+## File layout per plan
+
+```
+~/marketing-plans/
+└── {client-slug}/
+    ├── materials/         # Client-provided files (decks, audit output, brand-voice doc, etc.)
+    ├── research.md        # Research record written during INIT
+    ├── progress.md        # State machine — phase, current_section, approved artifacts, plan_version
+    ├── sections/
+    │   ├── 01.md          # Each approved section saved as a canonical artifact
+    │   └── ...            # Zero-padded so they sort in order
+    └── final_plan.md      # Compiled deliverable (FINALIZE output)
+```
+
+The full schema for `progress.md` and the resumption decision tree live in `references/methodology.md` Steps 1.1.1 and 1.1.2.
+
+## Related skills
+
+- **`luckiest-product-marketing`** — Run first. Captures positioning, ICP, voice in `.agents/product-marketing.md` so every section of the plan references the same foundation.
+- **`luckiest-marketing-ideas`** — Source of the 139 tactics in Section 12.
+- **`luckiest-customer-research`** — Deepens the ICP and voice-of-customer inputs that feed Section 2 (Strategic frame).
+- **`luckiest-onboarding`** — Deep work on Section 5 (Activation).
+- **`luckiest-emails`** — Deep work on Section 6 (Retention) + onboarding emails in Section 5.
+- **`luckiest-referrals`** — Deep work on Section 7 (Referral).
+- **`luckiest-pricing`** — Deep work on Section 8 (Revenue).
+- **`luckiest-seo-audit`** / **`luckiest-ai-seo`** / **`luckiest-programmatic-seo`** — Deep work on the SEO portion of Section 4 (Acquisition).
+- **`luckiest-ads`** / **`luckiest-ad-creative`** — Deep work on the paid portion of Section 4 once budget unlocks.
+- **`luckiest-launch`** — Deep work on launch moments inside Section 4 / Section 9.
+
+## Task-specific questions (used during INIT)
+
+The full intake questionnaire lives in `references/methodology.md`. The most important questions:
+
+1. **Funding state** — What round are you in? How much raised so far? Burn? Runway? Upcoming rounds and timing?
+2. **Team** — Who are all the people who touch marketing? What does each own? Where are the gaps?
+3. **Budget** — What's the current monthly marketing spend, broken down by paid acquisition, tools, retainers, headcount? What budget unlocks when the next round closes?
+4. **Current channels** — What's working today? What's not? What have you not tried yet?
+5. **Already done** — What past campaigns / launches / content / PR moments should this plan acknowledge?
+6. **In-flight** — What's drafted but not shipped? What's blocking each item?
+7. **Tooling stack** — What's wired? Customer.io / Mailchimp / Resend? Shopify / Stripe / App Store Connect? GA4 / Mixpanel / Amplitude? GitHub / Notion / Figma?
+8. **Beta or GA?** — If product is in beta, what's the GA timeline? Throttling? What gates exist?
+9. **The most important thing to fix this quarter** — founder's read.
+10. **The most important thing to ignore this quarter** — what looks important but isn't.
+
+## How exhaustive should the plan be?
+
+Default to comprehensive. Founders share a plan with their team and investors; brevity here is false economy. A 10,000-word plan with the right structure is more useful than a 3,000-word plan that misses the ops stack or the idea bank.
+
+That said: don't pad. Every section should be **dense, not bloated**. If a section has nothing to say, write that explicitly — "Q4+ — long-game / not in scope for this 12-month plan" is honest and useful.
+
+## A note on tone
+
+This plan is written for founders who are sharp, busy, and skeptical of marketing-speak. Write like a thoughtful colleague, not a deck-slide-writer. No jargon for jargon's sake. Direct claims, named tradeoffs, explicit assumptions. When unsure, name the open question rather than guessing.
+
+The exec summary should be short enough to read in 60 seconds. The rest should reward deep reading.

package/skills/luckiest-marketing-plan/evals/evals.json

@@ -0,0 +1,96 @@
+{
+  "skill_name": "luckiest-marketing-plan",
+  "evals": [
+    {
+      "id": 1,
+      "prompt": "I'm starting a fractional CMO engagement with a Series A B2B SaaS doing $2M ARR, 12-person team with 1 marketer, $20K/month marketing budget. They want a marketing plan we can share with the team and the board. Build it.",
+      "expected_output": "Should check for product-marketing.md first. Should ask for client name or use a slug. Should walk through three-phase workflow (INIT → REVIEW → FINALIZE), starting with intake covering funding state, team, budget, channels, what's done, in-flight, tooling stack. Should produce a 13-section AARRR-structured plan: executive summary, strategic frame, current state (scored against the embedded 17-section rubric), Acquisition, Activation, Retention, Referral, Revenue, 90-day roadmap with owner-assigned moves, 12-month outlook with funding-stage capability unlocks, marketing operations stack mapping skills + MCPs to AARRR stages, tactical idea bank cross-referencing all 139 marketing-ideas to AARRR + client-specific status, measurement framework with north-star + leading indicators + RACI + open decisions. Should be ~8–12K words, Notion-paste-ready. Should be specific to the client (their budget, team, channels), not generic.",
+      "assertions": [
+        "Checks for product-marketing.md",
+        "Asks for client name or uses a slug",
+        "Walks through INIT phase with structured intake",
+        "Produces 13-section plan structured by AARRR",
+        "Section 3 scores against the embedded 17-section rubric",
+        "Section 9 (90-day roadmap) has owner-assigned moves, not just actions",
+        "Section 10 names funding-stage capability unlocks explicitly",
+        "Section 11 maps marketing skills + MCPs to each AARRR stage",
+        "Section 12 cross-references all 139 marketing-ideas with client-specific status",
+        "Output is Notion-paste-ready markdown",
+        "Plan is specific to the client (their budget, team, current channels), not generic"
+      ],
+      "files": []
+    },
+    {
+      "id": 2,
+      "prompt": "We're pre-seed bootstrapped, $0 paid marketing budget, 4-person team building a D2C consumer app. Founder wants a 90-day plan + 12-month roadmap they can show investors during the upcoming raise. The product is in beta.",
+      "expected_output": "Should recognize Tier 1 funding profile (pre-seed) and skip paid acquisition recommendations until budget unlocks. Should lean Acquisition heavy on organic + lifecycle + ambassador moves. Should explicitly map what unlocks when seed closes (paid test budget $5–15K/mo, first marketing hire, etc.). Should respect that the product is in beta and account for activation/throttling gates. Should include the AARRR diagnostic — likely binding constraint at this stage is Activation (onboarding) and Referral. Plan must be investor-friendly: exec summary can be lifted into an update.",
+      "assertions": [
+        "Recognizes pre-seed tier and uses Tier 1 budget profile",
+        "Skips paid acquisition recommendations until budget unlocks",
+        "Leans Acquisition on organic + lifecycle + ambassador",
+        "Names what unlocks when seed closes",
+        "Accounts for product being in beta",
+        "Identifies binding-constraint AARRR stage (likely Activation or Referral)",
+        "Executive summary can be lifted into an investor update",
+        "Plan is operationally honest — doesn't pretend paid budget exists"
+      ],
+      "files": []
+    },
+    {
+      "id": 3,
+      "prompt": "we have an audit already done — can you take that and turn it into a real plan",
+      "expected_output": "Should ask for the audit output (file path or paste). Should recognize that current-state scoring already exists and ingest it directly into Section 3 — don't re-score. Should note scoring date in case material has shifted since. Should proceed with full 13-section plan generation using audit findings to inform 90-day roadmap and AARRR sections (gaps from audit become moves in the plan).",
+      "assertions": [
+        "Asks for the audit output",
+        "Ingests prior audit scoring directly into Section 3",
+        "Does not re-score what's already been scored",
+        "Notes the scoring date and flags any shifted material",
+        "Uses audit gaps to inform 90-day roadmap and AARRR section moves",
+        "Still produces a full 13-section plan, not just Section 3"
+      ],
+      "files": []
+    },
+    {
+      "id": 4,
+      "prompt": "/luckiest-marketing-plan acme-saas — pick up where we left off",
+      "expected_output": "Should read ~/marketing-plans/acme-saas/progress.md to determine state machine phase. Should resume from the next unfinished section in REVIEW phase, or transition to FINALIZE if all sections approved. Should NOT silently restart from scratch. If progress.md is missing or shows 'finalized', should ask: revise as v{N+1}, start fresh, or re-open a section.",
+      "assertions": [
+        "Reads ~/marketing-plans/acme-saas/progress.md",
+        "Resumes from next unfinished section based on state machine",
+        "Does not silently restart from scratch",
+        "Handles finalized state by asking user how to proceed (revise / fresh / re-open)",
+        "Saves each newly confirmed section to the progress file"
+      ],
+      "files": []
+    },
+    {
+      "id": 5,
+      "prompt": "I need a plan for a hybrid hardware+software wellness company. They sell a physical product and a subscription app. Series A, $100K/month marketing budget, 8-person team including a marketing lead.",
+      "expected_output": "Should recognize hybrid hardware+software archetype and consult references/client-types.md for archetype-specific emphases. Acquisition leans PR + retail + Amazon + Shopify SEO + paid. Activation = unboxing + setup + first session + paywall. Retention = lifecycle + community. Referral = gifting + reviews. Revenue = blended LTV (hardware + subscription + accessories). Should recognize Series A tier and recommend appropriate paid spend. Should include cross-cutting brand + customer-research moves. Idea bank should skip ideas that conflict with premium positioning or hardware constraints.",
+      "assertions": [
+        "Recognizes hybrid hardware+software archetype",
+        "Acquisition leans on PR, retail, Amazon, Shopify SEO, paid",
+        "Activation covers unboxing, setup, first session, paywall",
+        "Retention covers lifecycle, community",
+        "Referral covers gifting, reviews",
+        "Revenue covers blended LTV with hardware + subscription + accessories",
+        "Recognizes Series A tier in budget recommendations",
+        "Idea bank skips ideas that conflict with brand fit, with explicit rationale"
+      ],
+      "files": []
+    },
+    {
+      "id": 6,
+      "prompt": "Just give me a quick marketing plan. Don't make it long.",
+      "expected_output": "Should resist defaulting to a short plan. Should explain that a marketing-plan is the comprehensive fCMO-deliverable artifact (~10K words) and that for a single-channel quick plan, the channel-specific skill is the right tool (emails, ads, seo-audit, etc.). Should offer alternatives: (a) full marketing-plan as designed, or (b) point to a specific skill for the user's actual need. Should NOT silently produce a stripped-down 3K-word plan that misses the ops stack or the idea bank.",
+      "assertions": [
+        "Resists short-plan request and explains why",
+        "Names marketing-plan as the comprehensive fCMO artifact",
+        "Recommends channel-specific skills for single-channel quick plans",
+        "Offers alternatives clearly",
+        "Does not silently produce a stripped-down plan"
+      ],
+      "files": []
+    }
+  ]
+}

package/skills/luckiest-marketing-plan/references/aarrr-framework.md

@@ -0,0 +1,180 @@
+# AARRR Framework — Primer for Plan Sequencing
+
+AARRR (Dave McClure's "pirate metrics") is the spine of every plan produced by this skill. This doc is the primer + the decision rules for when each stage gets prioritized.
+
+## The five stages
+
+| Stage | Question | Common metrics |
+|---|---|---|
+| **A**cquisition | How do strangers become aware of us? | Visits, MQLs, signup-page sessions, app-store visits, CAC by channel |
+| **A**ctivation | Once they try us, do they have an experience that converts? | Signup completion rate, time-to-value, % completing first key action, trial → paid rate |
+| **R**etention | Do they stay and deepen? | DAU/WAU/MAU, week-1/4/12 retention, churn |
+| **R**eferral | Do retained users bring more users? | Viral coefficient, NPS, ambassador attribution |
+| **R**evenue | What do they pay, who pays, how does it compound? | ARPU, LTV, expansion revenue, ARR / MRR |
+
+> **Signup boundary rule.** Signup *intent* (a stranger landing on the signup page) is Acquisition. Signup *completion* and everything after (first key action, trial-to-paid) is Activation. Apply this rule consistently across all docs and the plan template.
+
+## Why AARRR for plan sequencing
+
+Three reasons.
+
+**1. Funnel-stage tagging forces prioritization.** Without AARRR, marketing plans become channel-organized ("here's the SEO plan, here's the social plan, here's the paid plan"). Channels can address multiple stages; tagging by stage instead asks the more useful question: *what stage of the funnel is the binding constraint right now?*
+
+**2. Fix the leak before pouring water in.** The Activation/Retention question ("does the funnel convert at acceptable rates given exposure?") is usually higher leverage than the Acquisition question ("how do we get more exposure?"). AARRR sequencing surfaces this naturally.
+
+**3. The Revenue / Referral conversation is honest.** Most marketing plans bury monetization under "growth" and treat referral as wishful thinking. AARRR forces explicit treatment of both.
+
+## Brand and content — not a stage, cross-cutting
+
+A common mistake: making "Brand" or "Content" the sixth bucket. They're not — they serve every stage.
+
+- **Brand voice** governs every piece of copy across every stage
+- **Content** feeds Acquisition (SEO, social), Activation (onboarding copy), Retention (email lifecycle), Referral (ambassador talking points), Revenue (pricing pages, sales material)
+
+In the plan, brand/content shows up as the strategic frame (Section 2) and cross-cutting in Section 11's ops stack — never as its own AARRR section.
+
+## Diagnosing the binding constraint — which AARRR stage is highest leverage?
+
+For every client, one or two AARRR stages will be the binding constraint. The plan sequences moves there first.
+
+**Decision rules:**
+
+### If you don't have any users → start with Acquisition
+- Pre-launch / day-0 / waitlist stage
+- No funnel data exists
+- Leverage = building the first 100 users
+
+### If you have users but they bounce → start with Activation
+- Signups happen but activation rate is low
+- App Store conversion is poor
+- Onboarding completion is broken
+- Day 1 → paid rate is much lower than Day 30 → paid (means product converts given time but onboarding doesn't bridge to it)
+- Leverage = bridging signup to first felt value
+
+### If activation works but users churn → start with Retention
+- Month 1 retention is below category norms
+- Activated users stop using within 7–14 days
+- LTV is short
+- Leverage = lifecycle, deepening engagement, churn prevention
+
+### If retention is strong but growth is slow → start with Referral / Revenue
+- Retained users love the product but don't share
+- Inbound referrals come in unstructured
+- Pricing hasn't been pressure-tested
+- ARPU is low for the value delivered
+- Leverage = WOM mechanics + pricing optimization (these often cluster)
+
+### If everything works at small scale → start with Acquisition (scaling)
+- Funnel is healthy
+- Question is just "more"
+- This is the "post-fit" scaling problem
+
+## Stage-by-stage strategic patterns
+
+### Acquisition
+
+**The diagnostic question:** Where is the gap between TAM-level awareness and current funnel volume? What channels are saturated by competitors vs. open?
+
+**Common Acquisition moves:**
+- SEO content strategy (organic compounding)
+- Founder-led channels (LinkedIn, X, Substack for B2B; Instagram/TikTok for D2C)
+- Paid acquisition (when budget unlocks)
+- App Store / Play Store / marketplace listing optimization
+- PR and credibility-anchor amplification
+- Events (live, webinar, conference speaking)
+- Partnerships (newsletter swaps, integration co-marketing, reseller / agency partners)
+- Hardware / commerce surface (Shopify SEO + Amazon for hybrid businesses)
+- B2B sales support (case studies, partner pages, vertical content)
+
+**Sequencing principle:** Build the organic compound first (SEO + founder-led + content + PR amplification + ambassadors). Only layer paid on top of a working organic baseline. Premature paid amplifies what's broken.
+
+### Activation
+
+**The diagnostic question:** Where in the user's first session do they decide "this works for me" or "this doesn't"? What stops them from reaching that moment?
+
+**Common Activation moves:**
+- Bedrock fixes (broken gates, broken signup steps, broken paywall)
+- Onboarding tests / rebuild (often the most leveraged single move)
+- App Store listing rewrite (the threshold to the trial)
+- Lifecycle Flow ship order (when to ship onboarding emails)
+- Paywall structure + trial length
+- Free → paid bridge (in-app upsells, soft paywalls)
+
+**Sequencing principle:** Get to first felt value as fast as possible. Everything that adds friction between "user opens app" and "user has the experience that converts them" is a candidate to cut.
+
+### Retention
+
+**The diagnostic question:** Why do users churn? What would have made them stay? What's the "second moment of value" after the first one?
+
+**Common Retention moves:**
+- Lifecycle email flows: onboarding, lapsed user re-engagement, post-purchase, win-back
+- Subscription / preference centers
+- Churn reconciliation (often metric definitions don't match across surfaces)
+- Hardware → software activation paths (for hybrid businesses)
+- Annual plan defaults / pricing structure (cross-cuts Revenue)
+- Support as marketing (high-touch moments that drive stories)
+- Community + practitioner networks
+
+**Sequencing principle:** Ship lifecycle flows in the order their content is most stable. Hardware post-purchase flows ship first (they don't reference in-app screens that might change). Onboarding emails ship last (they reference UI that might change). Win-back is a quarterly campaign, not a one-time flow.
+
+### Referral
+
+**The diagnostic question:** Is there inbound referral interest that isn't being captured? What's the share-after-value moment that's natural to the product?
+
+**Common Referral moves:**
+- Ambassador / affiliate program (start with inbound interest, not cold recruitment)
+- Share-after-value moments built into the product (reflection prompts, milestone celebrations)
+- Founder amplification (founder as referrer-zero)
+- Long-game expert / Guides / certified-host networks (for category-creating businesses)
+- Gifting flows (consumer / hardware)
+- Two-sided referrals (reward both referrer and referred)
+
+**Sequencing principle:** Lead with whoever is already raising their hand. If there are 5 inbound ambassadors, launch with those 5 — don't wait for a "complete program." Iterate based on what they tell you.
+
+### Revenue
+
+**The diagnostic question:** Is the company underpricing? Underpackaging? Missing an upsell? What's the "right" price discipline given LTV and brand voice?
+
+**Common Revenue moves:**
+- Pricing audit (what's actually charged today vs. listed?)
+- Annual plan defaults
+- Hardware → software bundling formalization
+- Storefront / commerce page optimization
+- B2B case studies + sales material
+- Long-term value pool flags (data, expansion, enterprise) — flagged not executed
+
+**Sequencing principle:** Run the pricing audit before testing changes. Surprisingly often, the "implied" pricing on the dashboard doesn't match the listed price — discounts, trials, or plan mix distorts the read. Surface the ground truth first.
+
+## How to assign a move to a stage
+
+Some moves clearly belong to one stage. Others span. The rule:
+
+**Assign to the stage where the move's primary measurable impact lands.**
+
+Examples:
+- "Rewrite App Store listing in voice" — spans Acquisition (organic discovery) and Activation (threshold to trial). Primary impact = Activation (trial conversion rate). Assign to Activation, mention crossover.
+- "Eye mask Shopify page rewrite" — spans Acquisition (organic search for sleep mask) and Revenue (sale conversion). Primary impact = Revenue (transaction). Assign to Revenue, mention crossover.
+- "Alex's LinkedIn cadence" — Acquisition (top of funnel for D2C subscribers).
+- "Customer.io Flow 6 (eye mask post-purchase)" — Retention (deepens hardware buyer engagement) with crossover to Activation (hardware → app premium activation path).
+
+When in doubt: where would removing this move hurt the most? Assign there.
+
+## When the AARRR breakdown isn't equal
+
+For most clients, the plan won't have equal volume across stages. That's fine — and worth surfacing as a diagnostic.
+
+- **Heavy Acquisition section** = client has product-market fit but top-of-funnel is the bottleneck. Common for early-stage with strong retention metrics.
+- **Heavy Activation section** = client has traffic but conversion is broken. Often beta-stage products.
+- **Heavy Retention section** = client has churn problem. Often mid-stage products that scaled past PMF without lifecycle infrastructure.
+- **Heavy Referral section** = client has loyalty but no WOM mechanics. Often consumer products with passionate users.
+- **Heavy Revenue section** = client is underpricing or missing monetization layers. Common for tools transitioning from free to paid.
+
+If a plan ends up evenly distributed across all five stages, the diagnostic was probably weak — re-examine the funnel state intake to find where the binding constraint is.
+
+## A note on the order of presentation
+
+Always present AARRR in order (Acquisition → Activation → Retention → Referral → Revenue) regardless of priority order.
+
+This is for the reader's mental model. Founders expect the funnel to flow top-to-bottom. If Retention is the most-leveraged stage but you lead with Retention, the reader has to context-switch.
+
+To signal priority, use the executive summary (Section 1) — name the biggest bets there. The AARRR breakdown then walks the funnel in order, with the most leverage-positive section being the longest and most-detailed.