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Product Strategy & Marketing
Unified product strategy skill — from vision and market opportunity through competitive positioning, growth loops, PLG, and product marketing context.
Philosophy
Great product strategy asks the right questions and makes reversible decisions quickly while being thoughtful about irreversible ones.
- Start with the customer problem — not your solution
- Create optionality — platform thinking enables multiple futures
- Make trade-offs explicit — strategy is choosing what NOT to do
- Systems over tactics — growth loops compound; growth hacks don't
Product Strategy Stack
┌─────────────────────────────┐
│ VISION │ Where are we going? (3-10 years)
├─────────────────────────────┤
│ STRATEGY │ How will we win? (1-3 years)
├─────────────────────────────┤
│ ROADMAP │ What are we building? (Quarters)
├─────────────────────────────┤
│ EXECUTION │ How are we building? (Sprints)
└─────────────────────────────┘
Product-Market Fit Spectrum
Level 0: Problem Fit → You've found a real problem worth solving
Level 1: Solution Fit → Your solution addresses the problem
Level 2: PMF → Customers pull the product from you
Level 3: Scale Fit → Repeatable growth engine working
Level 4: Moat Fit → Defensible competitive advantage established
Market Opportunity Framework
TAM → SAM → SOM
| Metric | What It Means | How to Calculate |
|---|
| TAM | Everyone who could theoretically buy | Target customers × avg contract value |
| SAM | Those you can reach and serve | TAM × geographic/product constraints |
| SOM | Realistic near-term share | SAM × realistic penetration (1-5%) |
Always validate top-down with bottom-up: (realistic customers × conversion rate × ACV). If gap is >3x, revisit assumptions.
Working Backwards (PR/FAQ)
Amazon's product methodology: start with the customer outcome, work backward to the solution.
Write an internal press release BEFORE building anything. If you can't write a compelling press release, you don't have a compelling product.
PR/FAQ Structure
Press Release (~1 page):
- Headline — product name, one-sentence customer benefit
- Dateline + subheadline
- Opening paragraph — who is the customer and what problem is solved
- Problem paragraph — the current pain in detail
- Solution paragraph — what the product does
- Customer quote (fictional) — how it changes their life
- Company/founder quote — why this matters
- Getting started — how to begin
- Closing — call to action
FAQ (External + Internal):
- External FAQ: Questions real customers would ask
- Internal FAQ: Questions your skeptical colleagues would ask (the hard ones)
Anti-patterns to avoid:
- Writing the PR after building (defeats the purpose)
- Solution-first thinking — retrofitting a problem to your idea
- Vague customer definition ("everyone could use this")
- Skipping the hard internal FAQ questions
- Marketing hyperbole instead of specific, measurable claims
For patterns and examples: see references/ directory
Competitive Positioning & Moats
| Moat Type | Description | Examples |
|---|
| Network Effects | Product improves as more users join | Slack, LinkedIn |
| Switching Costs | Painful to leave | Salesforce, Workday |
| Data Advantages | Proprietary data improves product | Google, Waze |
| Scale Economies | Cost advantages at scale | AWS, Stripe |
| Brand | Trust and recognition | Apple, Notion |
Positioning template:
For [target customer]
Who [customer need/problem]
[Product] is a [product category]
That [key benefit/differentiation]
Unlike [competitors]
Our product [unique value]
Competitive decision types:
- Type 1 (irreversible): Business model, platform choice — take your time
- Type 2 (reversible): Feature prioritization, pricing tiers — decide quickly
Growth Loops & PLG
Growth Loop Types
| Loop | Mechanism | Key Metric |
|---|
| Viral | Users invite users | K-factor |
| Content | Users create discoverable content | Indexed pages |
| Paid | Revenue funds acquisition | CAC payback |
| SEO | Content ranks, drives traffic | Organic traffic |
| Sales | Pipeline → revenue → more reps | ACV/CAC |
PLG Motion Types
| Motion | Best For | Key Lever |
|---|
| Freemium | Simple products, network effects | Free → paid conversion |
| Free Trial | Complex products | Trial conversion rate |
| Reverse Trial | High-value products | Premium feature discovery |
| Usage-Based | API/variable consumption | Usage expansion |
North Star Metric Framework
A good North Star:
- Measures value delivered to customers
- Is a leading indicator of revenue
- Reflects product strategy
- Is actionable by the product team
Examples: Slack → DAU sending messages; Airbnb → Nights booked; Figma → Weekly Active Editors
AARRR Funnel
Acquisition → Activation → Retention → Revenue → Referral
Rule: Fix activation before optimizing acquisition. Filling a leaky bucket wastes spend.
Product Marketing Context
Before any marketing work, create .agents/product-marketing-context.md capturing:
- Product Overview — one-liner, what it does, product category, business model
- Target Audience — company type, decision-makers, primary use case, jobs to be done
- B2B Personas — user, champion, economic buyer, technical influencer (with pain + value promise)
- Problems & Pain Points — core challenge, why alternatives fail, cost of the problem
- Competitive Landscape — direct, secondary, and indirect competitors + how each falls short
- Differentiation — key differentiators, why customers choose you
- Objections & Anti-Personas — top 3 objections + who is NOT a good fit
- Customer Language — verbatim phrases for how customers describe the problem and your solution
- Brand Voice — tone, style, personality (3-5 adjectives)
- Proof Points — metrics, notable customers, testimonial snippets
Auto-draft approach (recommended): Study the repo (README, landing pages, marketing copy, package.json), draft a V1, then ask: "What needs correcting? What's missing?"
All other marketing skills reference this file automatically — create it once, update as needed.
Business Model Design
Revenue Model Options
| Model | Pros | Cons |
|---|
| SaaS | Predictable, high LTV | Long sales cycle |
| Freemium | Low CAC, viral | Free → paid conversion hard |
| Usage-Based | Scales with customer | Revenue unpredictability |
| Marketplace | Network effects | High volume needed |
Unit Economics
LTV = (Monthly Revenue per Customer × Gross Margin %) ÷ Monthly Churn Rate
Target: LTV > 3x CAC, CAC payback < 18 months
Key Strategic Questions
- Horizontal vs Vertical? — Serve many industries or dominate one deeply?
- High-Touch vs Self-Service? — Drives CAC, LTV, and scaling ability
- Niche vs Broad? — Start narrow, expand over time
- Premium vs Budget? — Rarely can do both
- First Mover vs Fast Follower? — Category size determines which matters
Anti-Patterns
- Vision without strategy — inspiring destination, no map
- Strategy without trade-offs — if everything is a priority, nothing is
- TAM theater — unrealistic market sizes to impress investors
- Feature parity obsession — chasing competitors instead of customers
- Premature scaling — scaling before PMF
- Optimizing acquisition before activation — filling a leaky bucket
- Vanity metrics — MAU without engagement is meaningless
Related Skills
go-to-market-strategy — Launch planning and executionpricing-strategy — Pricing decisions and packagingsales-and-revenue-operations — Sales team, RevOps
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