luckiest-co 1.0.1 → 1.0.3

package/skills/luckiest-marketing-plan/references/team-and-agency-model.md

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+# Team and Agency Model — Hire for Strategy, Outsource Execution
+
+The marketing operations stack (Section 11 of every plan) describes *what* gets done. This doc describes *who does it* — the operating principle, the org shape, the first hire, the agency model, and how it evolves as the company scales.
+
+Excerpted and adapted from *Founding Marketing* by Corey Haines.
+
+## The principle
+
+**Strategy lives in-house. Execution can — and often should — be outsourced.**
+
+Two failure modes are common when founders ignore this:
+
+1. **Hire junior tactician first.** Founder hits a milestone, raises a round, hires a junior to "do marketing" (run ads, write blogs, post on social). Six months later: scattered tactics, no coherent strategy, disappointing results.
+2. **Hire expensive agency for strategy.** Burns cash while the internal team struggles to execute on recommendations they don't fully understand. Strategic insight gathers dust; tactical needs go unmet.
+
+The traditional advice — "hire full-time for competitive advantages, only use agencies for commoditized work" — made sense when marketing moved slowly and talent stayed for decades. That world is gone. Full-time hires take months to ramp and years to develop deep expertise. The best agencies and contractors deliver results immediately, with cross-industry pattern recognition you couldn't build in-house affordably.
+
+## What stays in-house
+
+The strategic heart of the marketing operation. Specifically:
+
+- **Strategic direction and vision** — the "why" behind every move
+- **Customer and market understanding** — only comes from daily immersion in the business
+- **Positioning and deep market knowledge** — represents the company's unique place in the market
+- **Core product and service delivery** — the heart of the value proposition
+- **Long-term institutional knowledge** — the compound interest of experience
+
+These are not delegatable. An external partner can sharpen the articulation, but the underlying conviction must come from the team.
+
+## What's safe to outsource
+
+External expertise shines in specific contexts:
+
+- **Best-in-class implementation of specialized skills** (paid media operators, technical SEO, video production, designers)
+- **Burst capacity** — launch sprints, campaign cycles, one-off content production
+- **Well-defined strategies** — when the scope, deliverables, and success metrics are clear
+- **Fresh eyes on old problems** — external perspective when the team is too close to see clearly
+
+The trick is *defining* what's being outsourced. Vague briefs ("help us with marketing") produce vague results. Specific briefs ("ship 20 RSAs across 4 ad groups by month-end with the CTR benchmarks in the brief") produce shippable work.
+
+## The three core functions
+
+Every marketing engine has three primary functions. Whether you have a team of 1 or 50, the functions exist — even if one person owns several.
+
+### Growth Marketing — the demand engine
+
+- Optimizes campaigns
+- Manages the funnel
+- Operates distribution channels
+- Runs the marketing tech stack
+- Data-driven; constantly testing and measuring
+
+Drives quantitative outcomes: leads, signups, paid traffic, conversion rate, CAC.
+
+### Product Marketing — the story engine
+
+- Transforms product benefits into compelling messages
+- Powers product launches
+- Equips the sales team
+- Owns pricing and packaging communication
+- Bridges what's built and why people should care
+
+Drives positioning quality, message-market fit, launch impact, sales enablement.
+
+### Content Marketing — the trust engine
+
+- Maintains the brand voice
+- Manages the editorial calendar
+- Produces content that reaches and teaches the audience
+- Proves impact through customer stories
+- Shapes industry conversations through thought leadership
+- Supports sales with closing content
+
+Drives organic traffic, brand affinity, thought leadership, trust signals.
+
+These three functions are interconnected. Growth without story is performance with no positioning. Story without distribution is a great pitch nobody hears. Trust without demand capture is brand affinity that doesn't compound into revenue.
+
+## The first marketing hire
+
+The most consequential decision in building the marketing engine isn't about channels or technology — it's who leads.
+
+**The first marketing hire should be a strategist, not a tactician.** Counterintuitive when there's a mountain of tactical work to ship. Essential for sustainable growth.
+
+### Look for π-shaped, not T-shaped
+
+The standard advice is to hire a **T-shaped marketer**: broad knowledge across many areas, deep in one. That's fine for a tactical IC role.
+
+For the first strategic hire, look for **π-shaped**: two deep skill sets, plus broad surface-level competency across the rest. The two depths create unique leverage through their combination.
+
+#### High-leverage combinations
+
+**Product Marketing + Growth Marketing**
+- Owns positioning *and* drives distribution
+- Crafts the message *and* gets it to market
+- No gap between planning and doing
+- Best for technical products or complex sales
+
+**Product Marketing + Content Marketing**
+- Translates product into compelling stories
+- Owns voice and positioning together
+- Creates content that compounds
+- Best for thought-leadership or education-driven markets
+
+**Growth Marketing + Content Marketing**
+- Builds the demand engine and the content that fuels it
+- Closes the loop between SEO/social distribution and conversion
+- Best for content-led growth motions
+
+The wrong shape for a first hire: deep paid media specialist alone, deep SEO specialist alone, deep designer alone. These are tactical depths; they need a strategic owner above them.
+
+### Title and progression — don't inflate
+
+A common mistake: making the first marketing hire a "CMO" or "VP." Creates problems when you actually need to scale the org, because there's no headroom above them.
+
+The right progression:
+
+| Title | Scope |
+|---|---|
+| **Manager** | Individual contributor, co-manages freelancers |
+| **Lead** | Senior IC, manages freelancers/agencies |
+| **Director / Head** | Manages ICs and vendors |
+| **VP** | Manages Directors |
+| **Chief (CMO)** | Manages VPs |
+
+The first hire is almost always **Marketing Manager** or **Marketing Lead**. They should be able to:
+
+- Define positioning — not just describe what you do, but why it matters
+- Identify best channels — from data, not intuition
+- Create the messaging framework — consistency across touchpoints
+- Build the marketing engine — systems that scale beyond any individual
+- Manage external resources — get the most from agencies and contractors
+
+Both strategic *and* hands-on. Comfortable setting direction and rolling up sleeves. Most importantly: a **builder** — creates processes, frameworks, and systems that scale beyond their individual capacity.
+
+## The marketing engine — three components
+
+Think of the marketing organization as an engine. Each part has a specific role; the magic is in how they work together.
+
+### The Fuel — Strategy
+
+What powers everything else. Without good fuel, even the best engine sputters.
+
+- Product marketing creates positioning (foundation of all communication)
+- Content marketing develops stories (features → benefits that resonate)
+- Brand marketing establishes identity (memorable and meaningful)
+
+Quality of the fuel determines efficiency. Poor positioning, weak stories, inconsistent branding waste energy regardless of execution.
+
+### The Engine — Execution
+
+Where strategy turns into action.
+
+- Growth marketing drives distribution (right message to the right people)
+- Demand gen creates opportunities (attention → interest)
+- Operations maintains systems (everything running smoothly)
+
+Needs to be well-maintained and properly tuned. Right processes, tools, people in place to execute consistently.
+
+### The Dashboard — Analytics
+
+How you know if you're heading in the right direction.
+
+- Metrics track performance (measuring what matters)
+- Attribution shows what works (cause and effect)
+- Data informs decisions (evidence over opinion)
+
+Without good instrumentation, flying blind. Need both leading and lagging indicators.
+
+## Working with agencies — selection framework
+
+Not all agencies are created equal. Ranked from most appropriate for early-stage to least:
+
+### Individual contractors
+- **Most flexible** — adapt quickly to changing requirements
+- **Direct relationship** — no account-management layer
+- **Often most cost-effective** — pay for pure expertise
+- **Best for** specific skills (paid media op, technical SEO, video editor, designer)
+
+For most pre-Series-A companies, this is the right answer for nearly all outsourced work.
+
+### Small niche agencies
+- **Specialized expertise** — deep knowledge in specific areas
+- **Personal attention** — often working directly with senior team
+- **Often founder-led** — experienced practitioners calling the shots
+- **Clear focus** — they know what they're good at
+- **Best for** specialized needs with some complexity (full SEO program, lifecycle email program, brand identity work)
+
+### Small generalist agencies
+- **Broader capabilities** — handle multiple needs
+- **More resources** — team approach to problems
+- **Multiple skill sets** — cross-functional
+- **Usually more expensive** — paying for convenience
+- **Best for** companies needing broader support and willing to pay for the simplicity of fewer relationships
+
+### Large agencies (not recommended for most startups)
+- Long contracts, high minimums, junior account teams, slow turnaround
+- Useful only when the brand spend is large enough to command senior attention
+
+## Setting agencies up for success
+
+The difference between a successful and failed agency relationship usually comes down to structure and management.
+
+### Before starting
+
+- **Define clear objectives** — what specific outcomes are we seeking?
+- **Set realistic timelines** — when do we need to see results?
+- **Establish communication channels** — how do we stay aligned?
+- **Agree on metrics** — what defines success?
+- **Document processes** — how do we work together?
+
+### During engagement
+
+- **Regular check-ins** — weekly tactical, monthly strategic
+- **Clear feedback loops** — both ways, positive and constructive
+- **Data sharing** — give them what they need to succeed
+- **Performance reviews** — measure against agreed metrics
+- **Strategy alignment** — ensure they're moving with the business
+
+### Red flags
+
+- **Scope creep beyond core expertise** — trying to do too much
+- **High team turnover** — losing institutional knowledge
+- **Missed deadlines** — failing to deliver as promised
+- **Poor communication** — lack of proactive updates
+- **Unclear reporting** — can't demonstrate value
+
+The best agency relationships feel like partnership: they understand the business, care about success, bring expertise you couldn't build in-house affordably. Takes work on both sides — clear expectations, open communication, mutual respect.
+
+## Scaling the model by stage
+
+The right ratio of internal to external resources isn't static. It evolves with stage, needs, and market conditions.
+
+### Early stage (pre-product-market-fit)
+
+**Mode:** discovery and iteration
+
+- **Internal:** 1–2 strategic hires leading the charge (often the founder + one π-shaped marketer)
+- **External:** specialized contractors for execution (no long-term commitment)
+- **Agency relationships:** project-based, testing approaches before bigger investments
+- **North star:** solid foundation while keeping fixed costs low
+
+### Growth stage (post-PMF, scaling what works)
+
+**Mode:** optimization
+
+- **Internal:** small but mighty core strategic team that owns marketing direction
+- **External:** balanced mix of contractors and agencies, each chosen for specific expertise
+- **Agency relationships:** deeper, longer-term — partners who grow with you
+- **North star:** double down on channels and approaches that have proven successful
+
+### Scale stage (multi-channel, multi-segment)
+
+**Mode:** coordination
+
+- **Internal:** larger strategic team focused on coordination and oversight (not execution)
+- **External:** specialized agencies, each bringing deep expertise in specific areas of the mix
+- **Trusted contractor network:** flexibility for variable workloads and special projects
+- **North star:** finding efficiencies, improving processes, maximizing return
+
+The metaphor: a symphony orchestra. The internal team conducts. External partners play their instruments with expertise.
+
+## How this informs the plan
+
+| Section | What to include |
+|---|---|
+| **3 (Current state)** | Team composition — every person who touches marketing, what they own. Identify where the team is π-shaped vs. T-shaped vs. tactical-only. Flag gaps. |
+| **9 (90-day roadmap)** | If the team is missing the strategic owner, the first move is the first marketing hire (Lead or Manager). If the team has strategy but no execution capacity, the first move is the first contractor or specialized agency. |
+| **10 (12-month outlook)** | Map team evolution against funding-stage capability unlocks (see `funding-stage-unlocks.md`). When does the second hire come in? When does an agency relationship deepen? |
+| **11 (Marketing operations stack)** | RACI is more honest with this model: "owned by" = internal strategic role; "executed by" = internal IC, contractor, or agency. The plan should make it explicit who does what. |
+| **13 (Open decisions)** | If "first marketing hire" is open, name it as a top-three decision. If "in-house vs agency" for a specific function is open, frame the tradeoff using this doc's heuristics. |
+
+## Operational guardrails
+
+- **Don't title-inflate the first hire.** It paints the org into a corner.
+- **Don't outsource positioning.** Even the best agency can articulate it back to you, but only if the conviction came from the team.
+- **Don't full-time hire for a six-month sprint.** Use a contractor. The hidden cost of full-time is the months of ramp + the awkwardness of letting them go if the work doesn't compound.
+- **Don't agency-hire to delay a strategy conversation.** Agencies execute; they don't replace strategic owners. If the internal team can't tell the agency what to do, the agency can't help.
+- **Don't measure team size as a success metric.** Measure output, not headcount. A 4-person team with the right π-shaped leader and great external partners out-performs a 15-person team without strategic clarity.

package/skills/luckiest-marketing-psychology/ATTRIBUTION.md

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+# Attribution
+
+This skill is adapted from the "marketing-psychology" skill in the marketingskills
+project (https://github.com/coreyhaines31/marketingskills) by Corey Haines
+(https://corey.co), used under the MIT License.
+
+The original license text is reproduced below verbatim.
+
+---
+
+MIT License
+
+Copyright (c) 2025 Corey Haines
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/luckiest-marketing-psychology/CHANGELOG.md

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+# Changelog — luckiest-marketing-psychology
+
+## 1.1.0 — 2026-07-06
+Skill updater pass: analytics integration.
+
+### Analytics (report_usage)
+- Updated `report_usage` call to `skill_version: "1.1.0"` and `check_updates`
+  `installedSemver: "1.1.0"`. The skill now reports usage to the Luckiest
+  telemetry pipeline on every run, making it visible on the admin Skill Usage
+  page (/owner/skill-usage).
+
+## 1.0.0 — 2026-07-01
+Rebranded from marketing-psychology (marketingskills, MIT).
+
+### Improve pass (/refract)
+- Added **selection discipline**: diagnose the behavioral obstacle first and recommend the
+  2-3 highest-leverage models rather than dumping the ~70-model catalog (the original invited
+  enumeration; this makes the skill act on its own Paradox-of-Choice warning).
+- Added an **ethics gate** before any persuasion tactic (genuine scarcity only, easy opt-out,
+  no exploiting vulnerable states, truthful framing) — a bias catalog is dual-use.
+- Added a **"When these backfire"** section documenting where each family of tactics misfires
+  (fake scarcity, nudge fatigue, discount-trained customers, hollow social proof) — omitted
+  by the source.
+
+### Network hook
+- share-with-tribe: after a psychology recommendation, offers (never auto-posts) to surface it
+  to the user's Luckiest tribe, with a private-by-nature exclusion.
+
+### Trend pass (/newsjack + /luckiest-trends)
+- no actionable signal (foundational mental models are Lindy-stable; the live-social trends
+  engine requires interactive first-run setup unavailable in this pass, and no dated,
+  attributable source was obtained — nothing fabricated to fill the pass).

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

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+---
+name: luckiest-marketing-psychology
+description: "Applies psychological principles, mental models, and behavioral science to marketing decisions. Diagnoses the real behavioral obstacle, then recommends the 2-3 highest-leverage models (not the whole catalog) with ethical, concrete applications. Use when the user wants to understand why people buy, influence behavior ethically, or make better marketing decisions. Also use when the user mentions 'psychology,' 'mental models,' 'cognitive bias,' 'persuasion,' 'behavioral science,' 'why people buy,' 'decision-making,' 'consumer behavior,' 'anchoring,' 'social proof,' 'scarcity,' 'loss aversion,' 'framing,' or 'nudge.' For applying psychology to specific pages, see luckiest-cro; for pricing tactics, see luckiest-pricing; for copy framing, see luckiest-copywriting."
+license: See ATTRIBUTION.md
+metadata:
+  version: "1.1.0"
+  listing_id: luckiest-marketing-psychology
+  author: luckiest
+---
+
+# Luckiest Marketing Psychology & Mental Models
+
+This skill applies psychological principles and mental models to marketing. It helps
+the user understand why people buy, how to influence behavior ethically, and how to make
+better marketing decisions.
+
+## Staying current
+
+On activation, call the Luckiest MCP `check_updates` tool with `{ listingId: "luckiest-marketing-psychology", 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.
+
+When the skill's work is done, call the Luckiest MCP report_usage tool once with { listing_id: "luckiest-marketing-psychology", 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.
+
+## How to use this skill
+
+**Check for product marketing context first.** If `.agents/product-marketing.md` exists (or
+`.claude/product-marketing.md`, or the legacy `product-marketing-context.md` in older
+setups), read it before applying mental models and tailor recommendations to the specific
+product and audience.
+
+**Diagnose before prescribing. Do not dump the catalog.** This skill lists ~70 models, but
+the value is selection, not enumeration. For any request:
+
+1. Identify the specific behavior the user is trying to influence and what currently blocks it.
+2. Pick the **2-3 highest-leverage models** for that situation. Naming more than three at once
+   dilutes focus and creates the same choice paralysis these models warn against.
+3. Explain the psychology briefly, give a concrete marketing application, and note how to
+   implement it ethically.
+4. Flag any way the chosen tactic can backfire (see "When these backfire").
+
+## Ethics gate (apply before recommending any persuasion tactic)
+
+A bias catalog is dual-use. Recommend the honest version only:
+
+- **Scarcity/urgency must be real.** Fake countdowns and invented "low stock" erode trust and
+  invite legal risk. Only surface scarcity that genuinely exists.
+- **Defaults and nudges keep an easy opt-out.** Guide choice; never trap it.
+- **No exploiting vulnerable states.** Do not target grief, addiction, financial desperation,
+  or minors with loss-aversion or urgency pressure.
+- **Frame truthfully.** Positive framing is fine; misrepresenting the facts is not.
+
+If a request can only be satisfied with a deceptive pattern, say so and offer the ethical
+alternative instead.
+
+## Foundational thinking models
+
+Sharpen strategy and solve the right problem.
+
+- **First Principles** — break to basic truths, ask "why" (5 Whys) instead of copying competitors.
+- **Jobs to Be Done** — people "hire" a product for an outcome. A drill buyer wants a hole; frame around the job, not features.
+- **Circle of Competence** — double down where genuine expertise exists; do not chase every channel.
+- **Inversion** — ask "what guarantees failure?" (confusing messaging, wrong audience, slow page) and prevent each.
+- **Occam's Razor** — check the obvious first (broken form, page speed) before complex attribution theories.
+- **Pareto (80/20)** — find the 20% of channels/customers/content driving 80% of results; cut the rest.
+- **Local vs. Global Optima** — optimizing email subject lines will not help if email is the wrong channel. Zoom out first.
+- **Theory of Constraints** — fix the single bottleneck (e.g., traffic) before optimizing elsewhere (e.g., conversion).
+- **Opportunity Cost** — time on a low-ROI channel is time off a high-ROI one. Compare against alternatives.
+- **Law of Diminishing Returns** — the 10th blog post rarely matches the first. Know when to diversify.
+- **Second-Order Thinking** — a flash sale lifts revenue (first order) but can train customers to wait for discounts (second order).
+- **Map ≠ Territory** — a dashboard or persona is a model, not the customer. Stay in touch with real users.
+- **Probabilistic Thinking** — plan for scenarios where the primary strategy underperforms; spread risk.
+- **Barbell Strategy** — ~80% into proven channels, ~20% into experimental bets; avoid the mediocre middle.
+
+## Understanding buyers & human psychology
+
+How customers think, decide, and behave.
+
+- **Fundamental Attribution Error** — when customers do not convert, examine the process before blaming them; the cause is usually situational.
+- **Mere Exposure Effect** — familiarity breeds liking; consistent cross-channel presence builds preference.
+- **Availability Heuristic** — case studies and testimonials make success easy to imagine, so it feels achievable.
+- **Confirmation Bias** — align messaging with what the audience already believes; fighting beliefs head-on rarely works.
+- **The Lindy Effect** — proven principles (clear value props, social proof) outlast trendy tactics; do not abandon fundamentals for fads.
+- **Mimetic Desire** — desire is socially contagious; waitlists, exclusivity, and social proof trigger it.
+- **Sunk Cost Fallacy** — kill underperforming campaigns; past spend should not justify future spend.
+- **Endowment Effect** — trials, samples, and freemium let customers "own" the product and resist giving it up.
+- **IKEA Effect** — customization and configuration raise perceived value and commitment.
+- **Zero-Price Effect** — "free" is psychologically distinct; the jump from $1 to $0 beats $2 to $1.
+- **Hyperbolic Discounting / Present Bias** — emphasize immediate benefits ("start saving time today") over distant ROI.
+- **Status-Quo Bias** — reduce switching friction; make transitions feel safe ("import your data in one click").
+- **Default Effect** — pre-selected options win; apply opt-out ethically.
+- **Paradox of Choice** — fewer options convert better; three tiers beat seven; recommend one "best for most."
+- **Goal-Gradient Effect** — progress bars and "almost there" messaging drive completion.
+- **Peak-End Rule** — design memorable peaks (surprise upgrades) and strong endings (thank-you pages, follow-ups).
+- **Zeigarnik Effect** — open loops pull ("you're 80% done"); abandoned carts and cliffhangers leverage this.
+- **Pratfall Effect** — admitting a small flaw ("we're not the cheapest, but...") can raise trust.
+- **Curse of Knowledge** — your product seems obvious to you, confusing to newcomers; test copy with outsiders.
+- **Mental Accounting** — "$3/day" feels different than "$90/month" though identical; frame into favorable accounts.
+- **Regret Aversion** — guarantees, trials, and "no commitment" reduce fear of regret.
+- **Bandwagon Effect / Social Proof** — counts, testimonials, logos, reviews, and "trending" build confidence.
+
+## Influencing behavior & persuasion
+
+Ethically influence decisions (apply the ethics gate above).
+
+- **Reciprocity** — give value first (free content, tools, generous tiers) before asking.
+- **Commitment & Consistency** — get a small commitment (signup, trial); people continue in-line with it.
+- **Authority Bias** — feature credentials, certifications, "featured in," and expert endorsements.
+- **Liking / Similarity Bias** — relatable spokespeople and founder stories; "built by marketers for marketers."
+- **Unity Principle** — position the brand inside the customer's tribe; use insider language and shared values.
+- **Scarcity / Urgency** — limited-time or low-stock signals raise value. Use ONLY when genuine.
+- **Foot-in-the-Door** — small request first (free trial), then escalate (paid → annual → enterprise).
+- **Door-in-the-Face** — show enterprise pricing first; the affordable starter then feels reasonable.
+- **Loss Aversion / Prospect Theory** — losses hurt ~2x gains; "don't miss out" often beats "you could gain."
+- **Anchoring Effect** — show the higher price first (original, competitor, enterprise) to set expectations.
+- **Decoy Effect** — a clearly-worse third tier makes the preferred tier the obvious choice.
+- **Framing Effect** — "90% success" vs. "10% failure" are identical but feel different; frame positively and truthfully.
+- **Contrast Effect** — show the "before" clearly so the "after" reads as a vivid improvement.
+
+## Pricing psychology
+
+How people perceive and respond to prices. For deeper pricing work, see **luckiest-pricing**.
+
+- **Charm Pricing / Left-Digit Effect** — $99 feels much cheaper than $100; use .99/.95 for value products.
+- **Rounded-Price (Fluency) Effect** — round numbers feel premium; $500 signals quality, $497 signals value.
+- **Rule of 100** — under $100 show percentage off ("20% off"); over $100 show absolute off ("$100 off").
+- **Price Relativity / Good-Better-Best** — three tiers, middle is the target; expensive tier anchors, cheap tier grounds.
+- **Mental Accounting (Pricing)** — "$1/day" or "less than your morning coffee" reframes the same expense.
+
+## Design & delivery models
+
+Design effective marketing systems.
+
+- **Hick's Law** — more/complex choices slow decisions; one clear CTA beats three, fewer form fields beat more.
+- **AIDA Funnel** — Attention → Interest → Desire → Action; capture attention before building desire.
+- **Rule of 7** — ~7 touchpoints before converting; build multi-touch campaigns (retargeting, sequences).
+- **Nudge Theory / Choice Architecture** — defaults, ordering, and friction reduction guide behavior without restricting it.
+- **BJ Fogg Behavior Model** — Behavior = Motivation × Ability × Prompt; all three must be present.
+- **EAST Framework** — make it Easy, Attractive, Social, Timely.
+- **COM-B Model** — behavior needs Capability, Opportunity, Motivation; address all three.
+- **Activation Energy** — reduce starting friction (pre-fill forms, templates, quick wins).
+- **North Star Metric** — one metric capturing delivered value; align all efforts toward it.
+- **The Cobra Effect** — incentives can backfire (a referral bonus attracting gamers); test incentive structures.
+
+## Growth & scaling models
+
+How marketing compounds and scales.
+
+- **Feedback Loops** — build virtuous cycles (more users → more content → better SEO → more users).
+- **Compounding** — consistent content/SEO/brand compound; start early.
+- **Network Effects** — value grows with users; design shared workspaces, integrations, communities.
+- **Flywheel Effect** — content → traffic → leads → customers → case studies → more content.
+- **Switching Costs** — raise them ethically via integrations, data, and workflow adoption.
+- **Exploration vs. Exploitation** — keep working channels; allocate some budget to experiments.
+- **Critical Mass / Tipping Point** — reach self-sustaining scale in one segment before expanding. Depth before breadth.
+- **Survivorship Bias** — study failed campaigns too; the viral hit had 99 invisible failures.
+
+## When these backfire (check before recommending)
+
+- **Scarcity/urgency, faked** — erodes trust fast and invites regulatory risk. Only surface real scarcity.
+- **Too many nudges** — stacking defaults, popups, and urgency produces manipulation fatigue and higher bounce/unsubscribe.
+- **Decoy/anchoring overdone** — obvious price manipulation reads as insulting and damages brand.
+- **Discount-driven urgency, repeated** — trains customers to wait for the next sale (second-order effect).
+- **Social proof without substance** — invented counts or fake reviews backfire when exposed.
+- **Foot-in-the-door escalation, too aggressive** — early over-asking reads as bait-and-switch.
+
+## Quick reference
+
+Match the challenge to a few models, not the whole list.
+
+| Challenge | Relevant models |
+|-----------|-----------------|
+| Low conversions | Hick's Law, Activation Energy, BJ Fogg, friction reduction |
+| Price objections | Anchoring, Framing, Mental Accounting, Loss Aversion |
+| Building trust | Authority, Social Proof, Reciprocity, Pratfall Effect |
+| Increasing urgency | Scarcity (genuine), Loss Aversion, Zeigarnik Effect |
+| Retention / churn | Endowment Effect, Switching Costs, Status-Quo Bias |
+| Growth stalling | Theory of Constraints, Local vs. Global Optima, Compounding |
+| Decision paralysis | Paradox of Choice, Default Effect, Nudge Theory |
+| Onboarding | Goal-Gradient, IKEA Effect, Commitment & Consistency |
+
+## Diagnostic questions
+
+1. What specific behavior are you trying to influence?
+2. What does the customer believe before encountering your marketing?
+3. Where in the journey (awareness → consideration → decision) is this?
+4. What currently prevents the desired action?
+5. Have you tested this with real customers?
+
+## Share with your tribe
+
+After delivering a psychology recommendation or teardown, offer (never auto-post): "Want me to
+surface this to your Luckiest tribe? Anyone who asked for help on the same behavioral problem
+can see which models you applied and how." If the user accepts, hand off the summary to the
+tribe-share flow. If they decline, stop. Do not share when the underlying material is
+private-by-nature (customer data, unreleased pricing).
+
+## Related skills
+
+- **luckiest-cro** — apply psychology to page optimization (incl. pricing-page work).
+- **luckiest-copywriting** — write copy using psychological principles.
+- **luckiest-popups** — use triggers and psychology in popups.
+- **luckiest-pricing** — pricing tactics.
+- **luckiest-ab-testing** — test psychological hypotheses.

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

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+{
+  "skill_name": "marketing-psychology",
+  "evals": [
+    {
+      "id": 1,
+      "prompt": "How can I use psychology to increase conversions on our pricing page? We sell a B2B SaaS tool with three tiers ($29, $79, $199/month).",
+      "expected_output": "Should check for product-marketing.md first. Should apply relevant pricing psychology models: anchoring (show the highest plan first or use a decoy), charm pricing (consider $29 vs $30), Rule of 100 (percentage vs dollar discounts), Good-Better-Best framing, loss aversion (show what they miss on lower tiers). Should also apply broader persuasion models: social proof near pricing, scarcity for limited-time offers, default effect (pre-select recommended plan). Should provide specific, actionable recommendations tied to their price points.",
+      "assertions": [
+        "Checks for product-marketing.md",
+        "Applies pricing psychology models (anchoring, charm pricing, Rule of 100)",
+        "Applies Good-Better-Best framing",
+        "Applies loss aversion to tier differentiation",
+        "Applies social proof near pricing",
+        "Provides specific recommendations for their price points",
+        "References specific mental models by name"
+      ],
+      "files": []
+    },
+    {
+      "id": 2,
+      "prompt": "Explain the scarcity principle and how to use it ethically in SaaS marketing without being manipulative.",
+      "expected_output": "Should explain scarcity as a mental model (limited availability increases perceived value). Should provide legitimate SaaS applications: limited beta spots, early-bird pricing with real deadlines, limited-time feature access, cohort-based launches. Should distinguish ethical scarcity (real constraints) from manufactured urgency (fake countdown timers, artificial limits). Should provide specific examples and implementation guidance. Should reference related models (urgency, FOMO, loss aversion).",
+      "assertions": [
+        "Explains scarcity principle clearly",
+        "Provides legitimate SaaS applications",
+        "Distinguishes ethical from manipulative use",
+        "Provides specific examples",
+        "References related mental models",
+        "Addresses ethical considerations directly"
+      ],
+      "files": []
+    },
+    {
+      "id": 3,
+      "prompt": "what psychological principles should I use to write better marketing copy?",
+      "expected_output": "Should trigger on casual phrasing. Should recommend copy-relevant mental models from the skill's taxonomy: social proof, reciprocity, loss aversion, anchoring, scarcity, IKEA Effect, Endowment Effect, Commitment & Consistency. For each principle, should explain what it is and provide a specific copywriting application. Should reference the quick reference table by challenge. Should organize by where in the copy each principle applies (headlines, body, CTAs, testimonials).",
+      "assertions": [
+        "Triggers on casual phrasing",
+        "Recommends copy-relevant mental models",
+        "Explains each principle briefly",
+        "Provides specific copywriting application per principle",
+        "Organizes by where each applies in copy",
+        "References multiple model categories"
+      ],
+      "files": []
+    },
+    {
+      "id": 4,
+      "prompt": "I'm designing an onboarding flow and want to use behavioral psychology to increase activation. What models should I apply?",
+      "expected_output": "Should apply design and behavioral models from the skill's taxonomy: Goal-Gradient Effect (motivation increases near goal), Hick's Law (reduce choices), IKEA Effect (let users build something), Endowment Effect (let them experience ownership), Zeigarnik Effect (incomplete tasks drive completion), Commitment & Consistency (small asks first). Should explain how each applies to onboarding specifically. Should provide actionable recommendations for each model.",
+      "assertions": [
+        "Applies Goal-Gradient Effect",
+        "Applies Hick's Law",
+        "Applies IKEA Effect or Endowment Effect",
+        "Applies Zeigarnik Effect or commitment principles",
+        "Explains how each applies to onboarding",
+        "Provides actionable recommendations per model"
+      ],
+      "files": []
+    },
+    {
+      "id": 5,
+      "prompt": "What's the psychology behind why free trials work better than freemium for some products?",
+      "expected_output": "Should apply relevant mental models: loss aversion (trial users fear losing access), endowment effect (they feel ownership after using), sunk cost (time invested during trial), Zero-Price Effect (free removes psychological barrier to start), status quo bias (inertia to keep what they have). Should explain how these models interact in trial vs freemium contexts. Should note when each model works best (trial for products with high activation effort, freemium for products with network effects).",
+      "assertions": [
+        "Applies loss aversion to trial context",
+        "Applies endowment effect",
+        "Applies Zero-Price Effect",
+        "Explains how models interact in trial vs freemium",
+        "Notes when each approach works best",
+        "Provides clear, educational explanation"
+      ],
+      "files": []
+    },
+    {
+      "id": 6,
+      "prompt": "Help me run an A/B test on which psychological principle works better for our CTA — scarcity vs social proof.",
+      "expected_output": "Should recognize this is an A/B test setup task, not a psychology task. Should defer to or cross-reference the ab-testing skill for the experiment design. May provide psychological context on both principles to inform the hypothesis, but should make clear that ab-testing is the right skill for designing and running the experiment.",
+      "assertions": [
+        "Recognizes this as an A/B test setup task",
+        "References or defers to ab-testing skill",
+        "May provide psychological context for hypothesis",
+        "Does not attempt full test design using psychology patterns"
+      ],
+      "files": []
+    }
+  ]
+}

package/skills/luckiest-model-router/ATTRIBUTION.md

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+# Attribution
+
+**Luckiest edition:** luckiest-model-router
+**Original skill:** model-router
+**Author:** luckiest
+**Source:** First-party — created within this project (`~/.claude/skills/model-router`), not imported from a third party.
+**License:** Proprietary to luckiest. No external copyright applies.
+
+This skill was authored in-house and hardened through the Luckiest Skill Builder
+six-pass pipeline. Because it is first-party, there is no upstream license to
+preserve.