naive-framework 0.0.0-stage → 0.1.0

package/purpose/kits/validation/skills/validation-score/SKILL.md

@@ -0,0 +1,35 @@
+---
+type: knowledge
+tags: [everything-ecosystem, skills, purpose, validation, score]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:41:06Z
+source: hybrid
+name: validation-score
+description: >
+  Say how probable it is that a venture is validated, and what to work on next:
+  grades each sub-score's evidence, combines the seven sub-scores (problem,
+  solution, product-market fit, pricing, go-to-market, team, operations
+  readiness) into one probability weighted by the go-to-market path and the
+  venture's kind, and names the sub-score with the most to gain (EE-026).
+  MANDATORY TRIGGERS: are we validated, validation score, have we reached
+  validation, product-market fit, should we move to beachhead, phase gate,
+  what should we validate next.
+---
+
+# Validation score
+
+Purpose layer, validation kit (EE-026). Run `node schema/check-validation.mjs <venture dir> --score`.
+
+## How it works
+
+1. Each sub-score record cites evidence; the checker grades it high, moderate, low or very low (GRADE, adapted). The grade's weight is `e`.
+2. Each record carries a probability `p` (Jev, or the owner until Jev runs).
+3. The score is the weighted average of p times e. Weights and floors come from `weights.json`, set by the go-to-market record's `path` and by the venture's kind (from its products: software, service, content or physical).
+4. A sub-score below its floor holds the venture back whatever the average. A sub-score not yet stated counts zero and is listed.
+5. Crossing the threshold is a recommendation. The owner decides the phase change in `venture.json`.
+
+## What to do with it
+
+- Work on **most to gain** first: the sub-score where weight times what is missing is largest.
+- Don't fill every record at once. Discovery needs the problem record; the rest follow as the venture approaches Validation (see the need-now score).
+- Use the sub-score templates in `templates/` to gather evidence.

package/purpose/kits/validation/templates/go-to-market.md

@@ -0,0 +1,19 @@
+---
+type: template
+tags: [everything-ecosystem, validation, go-to-market, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:40:44Z
+source: hybrid
+---
+
+# Template: the go-to-market record
+
+Fills `<venture>/purpose/validation/go-to-market.json`. The `path` changes what validation weighs (`weights.json`):
+
+| Path | When | Validation weighs more |
+| --- | --- | --- |
+| `build-first` | Ship, then sell | Product-market fit |
+| `market-first` | Market the core product before the flagship ships: waitlists, pre-orders | Go-to-market; product-market fit has no floor yet |
+| `cofounder-first` | Form the team before the product | Team; product-market fit and pricing weigh less |
+
+For each channel, record `kind` and, once known, `cost_per_customer` and `conversion`. Evidence: customers acquired through the channel (behavior), sign-ups or deposits from it (commitment), outreach response rates (commitment when a meeting is booked).

package/purpose/kits/validation/templates/operations-readiness.md

@@ -0,0 +1,20 @@
+---
+type: template
+tags: [everything-ecosystem, validation, operations-readiness, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:40:44Z
+source: hybrid
+---
+
+# Template: the operations-readiness record
+
+Fills `<venture>/purpose/validation/operations-readiness.json`. One entry per MAD tier that the coming phase uses. The record grades as its **weakest** tier, so a strong product with weak operations shows up.
+
+| Tier | Ready means | Evidence |
+| --- | --- | --- |
+| governance | Decision rights and roles cover the phase's decisions | `governance/decision-rights.json` checked; escalations answered |
+| delivery | A delivery method is assigned and runs | MAD assignment; handoffs reach done with evidence |
+| software-engineering | The software practices the product needs hold | Passing checks and tests in the product's repository |
+| automation | What should run without a person does | Scheduled checks or agents running, with results |
+
+Record `ready_on` when the tier first held. Time to ready per tier is read from these dates.

package/purpose/kits/validation/templates/pricing.md

@@ -0,0 +1,22 @@
+---
+type: template
+tags: [everything-ecosystem, validation, pricing, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:40:44Z
+source: hybrid
+---
+
+# Template: the pricing record
+
+Fills `<venture>/purpose/validation/pricing.json`. Name the **buyer**: the person who pays may not be the user, and only the buyer's evidence counts as the target audience for pricing.
+
+## Evidence, strongest first
+
+1. Real payments at the price (behavior).
+2. Deposits or pre-orders at the price (commitment).
+3. Price sensitivity questions (stated), from van Westendorp's meter. Ask the buyer at what price the product would be:
+   - so cheap they would doubt its quality;
+   - a bargain;
+   - getting expensive, but still worth considering;
+   - too expensive to consider.
+4. Competitors' published prices (desk research), cited with the date checked.

package/purpose/kits/validation/templates/problem-interview.md

@@ -0,0 +1,36 @@
+---
+type: template
+tags: [everything-ecosystem, validation, problem, interview, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:21:00Z
+source: hybrid
+---
+
+# Template: problem interview
+
+Gathers `stated` and `behavior` evidence for the problem record. Method: Rob Fitzpatrick, *The Mom Test* (references/references.json, `fitzpatrick-2013-mom-test`).
+
+## Before
+
+- Recruit from the target `segment`, not friends or peers. Evidence from the wrong audience drops two grades.
+- Plan for at least five interviews; fewer drops one grade.
+- Write down the three things you most need to learn.
+
+## Ask (past facts, not opinions about the future)
+
+1. Walk me through the last time this happened. When was it?
+2. What did you do about it? What did that cost you, in time or money?
+3. What else have you tried? What do you pay for today?
+4. Who else is involved when it happens?
+5. What would you lose if you stopped dealing with it?
+
+## Do not ask
+
+- "Would you use a product that...?" (hypothetical: general, low signal)
+- "Do you like the idea?" (compliments are opinion: very low)
+
+## After
+
+- Save notes in the venture folder (e.g. `knowledge/research/problem-interviews-<date>.md`) and cite the file as `source.path`.
+- Record each finding as an evidence item: past spending or workarounds as `behavior`, what they described as `stated` with `specificity: specific`, a booked follow-up or intro as `commitment`.
+- Record evidence against the claim too, with `supports: false`.

package/purpose/kits/validation/templates/problem.md

@@ -0,0 +1,45 @@
+---
+type: template
+tags: [everything-ecosystem, validation, problem, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:21:00Z
+source: hybrid
+---
+
+# Template: the problem record
+
+Fills `<venture>/purpose/validation/problem.json` (schema `schema/validation-problem.schema.json`). Grade it with `node schema/check-validation.mjs <venture dir>`.
+
+## Weak: a claim only (grades very low)
+
+```json
+{
+  "venture": "<id>",
+  "statement": "<the problem>",
+  "segment": "<who has it>",
+  "evidence": []
+}
+```
+
+A statement with no evidence is the weakest form of this record. It is a starting point, never a validated problem.
+
+## Strong: the claim and the evidence that it is real
+
+| Field | Write |
+| --- | --- |
+| `statement` | The problem in the words of the people who have it, not the solution |
+| `segment` | Who has it, specifically enough to go and find ten of them |
+| `frequency`, `cost` | How often it happens; what it costs them now in money, time or risk |
+| `workarounds` | How they cope today. Money or time already spent on a workaround is the strongest early evidence |
+| `evidence[]` | Each item: `kind`, `summary`, `source` (a URL with `checked`, or a file in the venture folder), `audience`, `sample`, `specificity`, `collected` |
+| `probability` | The Jev probability that the problem is real and worth solving for this segment |
+
+What raises the grade, strongest first:
+
+1. **Behavior** from the target segment: they already pay for or build a workaround (starts high).
+2. **Commitment**: they book a follow-up, introduce a colleague, put down a deposit (starts moderate).
+3. **Stated** evidence from interviews with specific past facts, from five or more people in the segment (starts low).
+4. **Desk research** with a cited source: market sizes, industry surveys (starts low).
+5. Three or more independent sources at low or better that agree raise the record one level.
+
+What lowers it: the wrong audience (friends, peers, people outside the segment), fewer than five people, general or hypothetical answers, evidence older than 18 months, and evidence as strong that contradicts the claim.

package/purpose/kits/validation/templates/product-market-fit.md

@@ -0,0 +1,23 @@
+---
+type: template
+tags: [everything-ecosystem, validation, product-market-fit, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:40:44Z
+source: hybrid
+---
+
+# Template: the product-market fit record
+
+Fills `<venture>/purpose/validation/product-market-fit.json`. Product-market fit means a segment keeps using the product. Record the data itself; the checker reads it.
+
+## Retention cohorts
+
+Group users by the period they started. For each cohort, record its size and how many were still active at the end of each period after. Retention that **levels off** above zero (the last three periods within 5% of cohort size) is the strongest single sign. Retention that keeps falling to zero is not fit, whatever people say.
+
+## The Sean Ellis survey
+
+Ask active users who have used the product at least twice: "How would you feel if you could no longer use this product?" The answers are very disappointed, somewhat disappointed, not disappointed, or no longer use it. Record `asked` and `very_disappointed`. 40% or more very disappointed is the usual bar (references: `vohra-2018-superhuman-pmf-engine`).
+
+## Evidence
+
+Cite the retention data as `behavior` and the survey as `stated` (specific, from the target segment).

package/purpose/kits/validation/templates/solution.md

@@ -0,0 +1,18 @@
+---
+type: template
+tags: [everything-ecosystem, validation, solution, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:40:44Z
+source: hybrid
+---
+
+# Template: the solution record
+
+Fills `<venture>/purpose/validation/solution.json`. Weak: a description of the product. Strong: evidence that people in the segment choose it over what they use now.
+
+| Field | Write |
+| --- | --- |
+| `statement` | How it solves the problem from `problem.json`, in one or two sentences |
+| `alternatives` | What people use instead today, including doing nothing |
+| `difference` | Why someone would switch |
+| `evidence[]` | Best: people stop using their alternative (behavior). Next: they sign up or pay for a trial (commitment). Weakest: they say they would switch (stated) |

package/purpose/kits/validation/templates/team.md

@@ -0,0 +1,19 @@
+---
+type: template
+tags: [everything-ecosystem, validation, team, template]
+ai-model: claude-opus-5.5
+created: 2026-10-27T20:40:44Z
+source: hybrid
+---
+
+# Template: the team record (skills matrix)
+
+Fills `<venture>/purpose/validation/team.json`. Start from the work, not the people: list the skills the coming phases need, then who holds each. A skill with no holder is a gap; the checker lists them.
+
+| Skill needed | By phase | Held by (role, or agent:<role>) | Gap? |
+| --- | --- | --- | --- |
+| | | | |
+
+- **Cofounder first?** If a gap is central to the venture and long-lived, set `cofounder_sought` and list `cofounder_skills`. A gap an agent can fill, or one a hire or contractor can fill later, usually is not a cofounder's job (references: `wasserman-2012-founders-dilemmas`).
+- Evidence: work the team has already shipped together (behavior), prior roles (desk research), and commitments from candidates (commitment).
+- The governance kit's `cofounder-structure` skill takes over once a cofounder is found.

package/purpose/kits/validation/weights.json

@@ -0,0 +1,22 @@
+{
+  "version": "0.1.0",
+  "note": "Validation score weights and floors (EE-026), version 0.x: ours and unevaluated, like the Succession Matrix weights. Weights 0 to 5. The go-to-market record's path and the venture's kind (from its products) adjust the base. A floor is the least p times evidence weight a sub-score must reach, or the venture is held below the threshold whatever its average.",
+  "base": { "problem": 3, "solution": 2, "product-market-fit": 3, "pricing": 2, "go-to-market": 2, "team": 2, "operations-readiness": 1 },
+  "by_path": {
+    "build-first": {},
+    "market-first": { "go-to-market": 1, "product-market-fit": -1 },
+    "cofounder-first": { "team": 2, "product-market-fit": -2, "pricing": -1 }
+  },
+  "by_kind": {
+    "software": {},
+    "physical": { "operations-readiness": 1, "pricing": 1 },
+    "service": { "team": 1 },
+    "content": { "go-to-market": 1 }
+  },
+  "floors": { "problem": 0.3, "product-market-fit": 0.2 },
+  "floors_by_path": {
+    "market-first": { "product-market-fit": 0, "go-to-market": 0.2 },
+    "cofounder-first": { "product-market-fit": 0, "team": 0.2 }
+  },
+  "threshold": 0.6
+}

package/purpose/layer.json

@@ -0,0 +1,53 @@
+{
+  "layer": "purpose",
+  "purpose": "Say why the venture exists and what it offers: core product, ambition, product cards, accounts, and each product's role by phase (Product Anatomy).",
+  "skills": [
+    {
+      "id": "ambition-tier",
+      "path": "purpose/skills/ambition-tier/SKILL.md"
+    },
+    {
+      "id": "telos",
+      "path": "purpose/skills/telos/SKILL.md"
+    },
+    {
+      "id": "validation-score",
+      "path": "purpose/kits/validation/skills/validation-score/SKILL.md",
+      "why": "Held (EE-050). A package has at most one skill, so the score skill stays on the purpose layer. The problem-validation skill is the validation package's skill."
+    }
+  ],
+  "records": [
+    "product",
+    "account",
+    "anatomy-framework",
+    "anatomy-answers",
+    "anatomy-input",
+    "telos",
+    "icp",
+    "alignment",
+    "strategic-foundation",
+    "idea-dump",
+    "idea-map",
+    "idea-map-conventions",
+    "idea-graph"
+  ],
+  "reads": [
+    "venture",
+    "exit"
+  ],
+  "writes": [],
+  "checks": [
+    "purpose/frameworks/product-anatomy/anatomy.mjs",
+    "purpose/frameworks/product-anatomy/test.mjs",
+    "schema/check-telos.mjs",
+    "schema/foundation.mjs",
+    "purpose/frameworks/idea-map/ideamap.mjs",
+    "purpose/frameworks/idea-map/graph.mjs",
+    "purpose/frameworks/idea-map/route.mjs"
+  ],
+  "gaps": [
+    "ambition-tier still uses the old tiers (hobby, side-project, open-source-tool, venture, enterprise); venture.json uses hobby, survival, lifestyle, managed-growth, aggressive-growth",
+    "Exit criteria per phase exist in the telos, but nothing yet reads evidence to say a criterion is met"
+  ],
+  "name": "purpose"
+}

package/purpose/references/references.json

@@ -0,0 +1,324 @@
+{
+  "layer": "purpose",
+  "references": [
+    {
+      "id": "blank-2005-four-steps",
+      "title": "The Four Steps to the Epiphany",
+      "authors": [
+        "Steve Blank"
+      ],
+      "year": 2005,
+      "kind": "book",
+      "summary": "Customer development: customer discovery, customer validation, customer creation, company building. Discovery and validation search for a repeatable business model; creation and building execute it.",
+      "url": "https://steveblank.com/2009/09/17/the-path-of-warriors-and-winners/",
+      "checked": "2026-10-27",
+      "informs": [
+        "phase:discovery",
+        "phase:validation",
+        "gate:problem-solution-fit"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "Discovery and Validation take Blank's names and meaning."
+      }
+    },
+    {
+      "id": "moore-1991-crossing-the-chasm",
+      "title": "Crossing the Chasm",
+      "authors": [
+        "Geoffrey A. Moore"
+      ],
+      "year": 1991,
+      "kind": "book",
+      "summary": "The technology adoption life cycle and the chasm between visionaries and pragmatists; cross it by winning one beachhead segment, then neighbouring niches (the bowling alley).",
+      "url": "https://www.strategy-business.com/article/16930",
+      "checked": "2026-10-27",
+      "informs": [
+        "phase:validation",
+        "phase:beachhead",
+        "noun:beachhead"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "Beachhead keeps Moore's meaning: one mainstream segment won outright."
+      }
+    },
+    {
+      "id": "moore-1995-inside-the-tornado",
+      "title": "Inside the Tornado",
+      "authors": [
+        "Geoffrey A. Moore"
+      ],
+      "year": 1995,
+      "kind": "book",
+      "summary": "Companion to Crossing the Chasm: the tornado of mass-market adoption and Main Street after it.",
+      "url": "https://culttt.com/2012/04/23/inside-the-tornado-review",
+      "checked": "2026-10-27",
+      "informs": [
+        "phase:scale"
+      ],
+      "stance": {
+        "is": "adapted",
+        "why": "Scale covers the tornado and Main Street under the common word."
+      }
+    },
+    {
+      "id": "andreessen-2007-only-thing-that-matters",
+      "title": "The only thing that matters (Pmarca Guide to Startups, part 4)",
+      "authors": [
+        "Marc Andreessen"
+      ],
+      "year": 2007,
+      "kind": "article",
+      "summary": "Product/market fit means being in a good market with a product that can satisfy that market; credits Andy Rachleff. The original blog was taken down and survives on an archive.",
+      "url": "https://pmarchive.com/guide_to_startups_part4.html",
+      "informs": [
+        "gate:product-market-fit"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "The Validation gate is product-market fit, tested by retention."
+      }
+    },
+    {
+      "id": "zook-allen-2012-repeatability",
+      "title": "Repeatability: Build Enduring Businesses for a World of Constant Change",
+      "authors": [
+        "Chris Zook",
+        "James Allen"
+      ],
+      "year": 2012,
+      "kind": "book",
+      "summary": "Bain study of 200+ companies: enduring growth comes from a repeatable business model; complexity is a silent killer of profitable growth.",
+      "url": "https://www.bain.com/ja/migration/press-releases/2012/worlds-top-companies-succeed-nearly-five-times-more-often-with-great-repeatable-models/",
+      "checked": "2026-10-27",
+      "informs": [
+        "gate:repeatability"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "The Beachhead gate is repeatability."
+      }
+    },
+    {
+      "id": "baghai-coley-white-1999-alchemy-of-growth",
+      "title": "The Alchemy of Growth",
+      "authors": [
+        "Mehrdad Baghai",
+        "Stephen Coley",
+        "David White"
+      ],
+      "year": 1999,
+      "kind": "book",
+      "summary": "McKinsey's three horizons: H1 extend the core, H2 build emerging businesses, H3 create options. The horizons run at the same time, as a portfolio.",
+      "url": "https://www.hachettebookgroup.com/titles/mehrdad-baghai/the-alchemy-of-growth/9780738203096",
+      "checked": "2026-10-27",
+      "informs": [
+        "phase:platform",
+        "rule:lens-three-horizons"
+      ],
+      "stance": {
+        "is": "alternative",
+        "why": "Used as a lens, not as phase names, because its horizons are concurrent rather than sequential."
+      }
+    },
+    {
+      "id": "google-2026-six-phase-model",
+      "title": "Expanded six-phase milestone framework (Discovery, Validation, Retention, Repeatability, Scale, Platformization)",
+      "authors": [
+        "Google (AI assistant conversation shared by the founder)"
+      ],
+      "year": 2026,
+      "kind": "conversation",
+      "summary": "A synthesized six-phase model separating retention (product-market fit) and repeatability from validation and scale. No published source.",
+      "informs": [
+        "gate:product-market-fit",
+        "gate:repeatability",
+        "phase:platform"
+      ],
+      "stance": {
+        "is": "adapted",
+        "why": "Retention and repeatability became gates rather than phases; Platformization became Platform."
+      }
+    },
+    {
+      "id": "dixon-2010-thin-edge-of-the-wedge",
+      "title": "The thin edge of the wedge strategy",
+      "authors": [
+        "Chris Dixon"
+      ],
+      "year": 2010,
+      "kind": "article",
+      "summary": "Enter a market with a narrow product or segment that solves an acute problem, then expand from that foothold; related to the bowling-pin strategy.",
+      "url": "https://cdixon.org/2010/12/26/the-thin-edge-of-the-wedge-strategy",
+      "checked": "2026-10-27",
+      "informs": [
+        "noun:wedge"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "Wedge is a portfolio role with this meaning, not a phase."
+      }
+    },
+    {
+      "id": "abell-1980-defining-the-business",
+      "title": "Defining the Business: The Starting Point of Strategic Planning",
+      "authors": [
+        "Derek F. Abell"
+      ],
+      "year": 1980,
+      "kind": "book",
+      "summary": "A business is defined on three dimensions: customer groups (who), customer functions (what need), and technologies (how).",
+      "url": "https://en.wikipedia.org/wiki/Derek_F._Abell",
+      "checked": "2026-10-27",
+      "informs": [
+        "field:product.market",
+        "field:product.job",
+        "field:product.technology"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "Market, job and technology on each product card."
+      }
+    },
+    {
+      "id": "naics-2022",
+      "title": "North American Industry Classification System 2022",
+      "authors": [
+        "Statistics Canada",
+        "US Census Bureau",
+        "INEGI"
+      ],
+      "year": 2022,
+      "kind": "standard",
+      "summary": "Production-oriented industry classification: 20 sectors, six-digit codes; establishments with similar production processes share an industry.",
+      "url": "https://www.statcan.gc.ca/en/subjects/standard/naics/2022/v1/introduction",
+      "checked": "2026-10-27",
+      "informs": [
+        "field:venture.industry"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "Industry codes use NAICS."
+      }
+    },
+    {
+      "id": "gics-msci",
+      "title": "Global Industry Classification Standard",
+      "authors": [
+        "MSCI",
+        "S&P Dow Jones Indices"
+      ],
+      "year": 1999,
+      "kind": "standard",
+      "summary": "Market-oriented industry classification used by investors.",
+      "url": "https://support.msci.com/documents/10199/5973a128-47f0-4317-b083-716a10207b50",
+      "checked": "2026-10-27",
+      "informs": [
+        "field:venture.industry"
+      ],
+      "stance": {
+        "is": "alternative",
+        "why": "Kept as an alternative system; NAICS is the default."
+      }
+    },
+    {
+      "id": "irs-treas-reg-1-183-2",
+      "title": "Treasury Regulation 1.183-2: activity not engaged in for profit",
+      "authors": [
+        "US Internal Revenue Service"
+      ],
+      "year": 1972,
+      "kind": "law",
+      "summary": "Nine factors for whether an activity is a business or a hobby; an activity profitable in 3 of 5 years is presumed for profit.",
+      "url": "https://www.journalofaccountancy.com/issues/2013/oct/20138370.html",
+      "checked": "2026-10-27",
+      "informs": [
+        "noun:hobby",
+        "field:venture.ambition"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "hobby is the first value of ambition, in the IRS sense."
+      }
+    },
+    {
+      "id": "elgar-what-do-entrepreneurs-create",
+      "title": "What Do Entrepreneurs Create?",
+      "authors": [
+        "Edward Elgar Publishing (authors to confirm)"
+      ],
+      "year": 2020,
+      "kind": "book",
+      "summary": "Four venture types: survival, lifestyle, managed growth, aggressive growth; ventures rarely change type, and a portfolio should balance types.",
+      "url": "https://e-elgar.com/shop/usd/what-do-entrepreneurs-create-9781789900217.html",
+      "checked": "2026-10-27",
+      "informs": [
+        "field:venture.ambition"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "The remaining ambition values."
+      }
+    },
+    {
+      "id": "gassmann-2014-business-model-navigator",
+      "title": "The Business Model Navigator",
+      "authors": [
+        "Oliver Gassmann",
+        "Karolin Frankenberger",
+        "Michaela Csik"
+      ],
+      "year": 2014,
+      "kind": "book",
+      "summary": "55 recurring business model patterns from the University of St. Gallen; a business model answers who, what, how and how revenue is realized.",
+      "url": "https://schreibers.ch/detail/ISBN-9781292065816/Gassmann-Oliver/The-Business-Model-Navigator",
+      "checked": "2026-10-27",
+      "informs": [
+        "field:product.business_model"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "business_model values are the Navigator's pattern names."
+      }
+    },
+    {
+      "id": "prahalad-hamel-1990-core-competence",
+      "title": "The Core Competence of the Corporation",
+      "authors": [
+        "C. K. Prahalad",
+        "Gary Hamel"
+      ],
+      "year": 1990,
+      "kind": "article",
+      "summary": "A core competence is collective learning that gives access to many markets, adds to perceived customer benefit and is hard to imitate; core products embody it.",
+      "informs": [
+        "field:venture.core.competence",
+        "noun:core-product"
+      ],
+      "stance": {
+        "is": "adopted",
+        "why": "The core product's competence field."
+      }
+    },
+    {
+      "id": "kotler-core-product",
+      "title": "Principles of Marketing: the three levels of product",
+      "authors": [
+        "Philip Kotler",
+        "Gary Armstrong"
+      ],
+      "year": 1980,
+      "kind": "book",
+      "summary": "A product has levels: the core customer benefit, the actual product, and the augmented product.",
+      "informs": [
+        "noun:core-product",
+        "field:venture.core.promise"
+      ],
+      "stance": {
+        "is": "adapted",
+        "why": "The core promise is the core benefit stated as what anyone can claim from the venture."
+      }
+    }
+  ]
+}