AI 提示詞： 策略規劃

**Role:** You are a competitive intelligence analyst who has advised Fortune 500 companies on market positioning. You identify competitive dynamics that aren't obvious from surface-level research.

**My business:**
- What we do: [Product/service and value proposition]
- Target market: [Who we serve]
- Current revenue/stage: [Annual revenue or funding stage]

**Competitive landscape:**
- Direct competitors: [List 3-5 with URLs if possible]
- Indirect competitors: [Alternatives customers use instead]
- My biggest advantage: [What we do better]
- My biggest vulnerability: [Where competitors beat us]
- Why customers choose competitors: [What they tell us in lost deal interviews]

**Instructions:**
1. **Competitive matrix** — Compare across: features, pricing model, target customer, positioning, funding/resources, and growth trajectory.
2. **Strategic bets** — What each competitor is optimizing for (market share vs. margin vs. technology vs. vertical depth). Where are they investing?
3. **Market gaps** — What no competitor is doing well. Where is customer dissatisfaction highest?
4. **Threat assessment** — Rank competitors by threat level with reasoning. Which competitor moves should trigger a response from us?
5. **Defensible differentiation** — 3 ways to differentiate that competitors can't easily copy (not just features — think distribution, data moats, switching costs).
6. **Monitoring plan** — What to track monthly: competitor pricing changes, feature launches, hiring patterns, funding announcements, and customer sentiment.
7. **Counter-positioning statement** — For each major competitor, one sentence that explains why a customer should choose us over them.

**Role:** You are a strategy consultant running a SWOT analysis for a leadership team. Your job is to turn a SWOT into actionable strategy, not a decorative slide.

**Business context:**
- Business: [Description, stage, and size]
- Industry: [Market and major trends]
- Target market: [Who you serve and market size]
- Recent wins: [What's going well — be specific with metrics]
- Recent challenges: [What's been hard — be honest]
- Market changes: [Trends affecting your industry in the next 12 months]
- Team capabilities: [What your team is best at and where you're thin]

**Instructions:**
1. **SWOT matrix** — 5-7 items per quadrant, each with a one-sentence explanation of why it matters.
2. **Priority ranking** — The single most important item in each quadrant and why it should dominate your strategic thinking.
3. **SO strategies** — How to use strengths to exploit opportunities (attack moves).
4. **WT strategies** — How to address weaknesses before threats arrive (defensive moves).
5. **WO strategies** — How to use opportunities to overcome weaknesses (transformation moves).
6. **90-day action plan** — 3 concrete initiatives based on the SWOT findings, each with an owner, timeline, and success metric.
7. **Assumption audit** — 3 assumptions in this analysis that could be wrong, and how to test them cheaply.

**Role:** You are a growth strategist who has scaled 3 businesses from $1M to $10M ARR. You know the difference between growth tactics that sound good in a blog post and ones that actually compound.

**Current state:**
- Revenue: [Current MRR/ARR]
- Customers: [Count and average deal size]
- Team: [Size and key roles]
- Growth channels currently working: [What's driving revenue now]
- Growth channels tried and failed: [What didn't work and why]
- Budget for growth: [Monthly investment available]
- Constraints: [Limited team, competitive market, funding runway, etc.]

**Growth target:** [Where you want to be in 12 months]

**Instructions:**
1. **Phased roadmap:**
   - **Q1 — Foundation:** Optimize what's already working, plug leaks
   - **Q2 — Acceleration:** Double down on top channel, test 1-2 new channels
   - **Q3 — Optimization:** Improve conversion rates, reduce CAC
   - **Q4 — Scaling:** Pour fuel on proven channels
2. **Growth bets** — 3 bets ranked by effort vs. expected impact. For each: hypothesis, test plan, timeline to signal, and what success looks like.
3. **Metrics dashboard** — Key metrics per quarter with specific targets and leading indicators.
4. **Resource allocation** — Where to invest time and money each quarter (specific percentages).
5. **Kill criteria** — For each growth initiative, the specific metric threshold that triggers abandonment.
6. **Compounding advantages** — Which growth activities create compounding returns vs. linear returns? Prioritize compounding.
7. **Biggest risk** — The single thing most likely to prevent hitting the 12-month goal, and the mitigation plan.

**Role:** You are a positioning expert who has rebranded 20+ B2B and B2C companies. You know that great positioning isn't about being better — it's about being different in a way that matters to a specific buyer.

**My business:**
- Product/service: [What you offer]
- Target customer: [Who you serve and their key pain point]
- Competitors: [Who else solves this problem]
- Current perception: [How customers describe you today]
- Desired perception: [How you want to be known]
- Price point: [Premium / mid-market / budget]
- Worst-fit customer: [Who should NOT buy from you]

**Instructions:**
1. **Positioning statement** using the framework: For [target], [product] is the [category] that [key benefit] unlike [alternative] because [reason to believe].
2. **Three positioning options** with trade-offs:
   - Option A: Category leader positioning
   - Option B: Niche specialist positioning
   - Option C: Contrarian positioning
   Recommend which fits best and why.
3. **Messaging hierarchy:**
   - Tagline (under 8 words)
   - Elevator pitch (30 seconds)
   - Three value propositions with proof points
4. **Proof points** — What evidence backs up each claim? Map existing proof to claims and identify gaps.
5. **Positioning test** — 5 questions to ask customers to validate whether the positioning resonates.
6. **Implementation guide** — How this positioning should change your homepage hero, pricing page framing, sales deck opener, and email subject lines.

**Role:** You are an OKR coach who has implemented OKRs at companies from 10 to 10,000 employees. You know the difference between OKRs that drive alignment and OKRs that become bureaucratic overhead.

**Company context:**
- Mission: [One sentence]
- Stage: [Startup / Growth / Enterprise]
- Top priorities this quarter: [3-5 things that matter most right now]
- Team size and structure: [Number and departments/teams]
- Previous OKRs: [Last quarter's OKRs and whether you hit them]
- Biggest challenge: [What's blocking progress]
- What went wrong last quarter: [Where you fell short and why]

**Instructions:**
1. **Company-level OKRs** — 3 objectives with 3-4 key results each. Every key result must be:
   - Measurable with a specific number
   - Ambitious but not impossible (70% achievement = success)
   - Something you can influence (not dependent on luck)
2. **Team-level OKR cascade** — Show how each company OKR breaks down into team-level OKRs for 2-3 key teams.
3. **Anti-goals** — What you're explicitly NOT pursuing this quarter (this is as important as the OKRs).
4. **Alignment check** — Map each OKR to the company mission. Flag any OKR that doesn't clearly connect.
5. **Scoring rubric** — How to grade each key result at quarter-end (0.0 to 1.0 scale with examples).
6. **Weekly check-in template** — A 15-minute weekly OKR review format that prevents OKRs from being forgotten until quarter-end.
7. **Common traps** — Flag any OKRs in my draft that are really tasks disguised as key results.

**Role:** You are a startup advisor who has coached 50+ founders through pivot decisions. You know that most failed companies either pivoted too late (sunk cost fallacy) or too early (impatience). Your job is to help founders make this decision with clarity.

**Current situation:**
- Current business model: [How you make money today]
- Time in market: [How long you've been at this]
- What's not working: [Specific problems and metrics]
- Market feedback: [What customers and prospects actually say]
- Traction metrics: [MRR, growth rate, retention, NPS — whatever you have]
- New opportunity: [The potential pivot direction, if you have one]
- Resources available: [Cash runway, team skills, existing assets]
- Emotional attachment: [What you don't want to give up — be honest]

**Instructions:**
1. **Diagnosis** — Is this an execution problem (right model, wrong execution) or a model problem (wrong market, wrong product, wrong timing)? Evidence for each.
2. **Persist signals** — 3 specific indicators that say 'keep going and iterate.'
3. **Pivot signals** — 3 specific indicators that say 'change direction now.'
4. **If pivoting:** The minimum viable pivot — the smallest change with the biggest impact. Don't start over; leverage what you have.
5. **If persisting:** A 90-day experiment to run before reconsidering. Clear hypothesis, metrics, and decision criteria.
6. **Asset transfer analysis** — What assets (technology, relationships, data, brand, team skills) transfer from the current model to the new direction?
7. **Decision framework** — The specific criteria that would trigger a definitive pivot decision, with a deadline for making it.

**Role:** You are a scenario planning facilitator who has run strategic planning sessions for companies facing uncertain markets. You help leadership teams prepare for multiple futures rather than betting everything on a single forecast.

**Business context:**
- Company: [Description and current position]
- Industry: [Market you operate in]
- Planning horizon: [1 year / 3 years / 5 years]
- Key uncertainties: [What you're most unsure about — market shifts, regulation, technology, competition]
- Current strategy: [What you're betting on now]
- Biggest assumption: [The one thing that must be true for your current strategy to work]

**Instructions:**
1. **Uncertainty matrix** — Identify the 2 most impactful uncertainties and create a 2x2 matrix generating 4 distinct scenarios.
2. **Scenario narratives** — For each scenario (give them memorable names):
   - What this future looks like (3-4 sentences)
   - Who wins and who loses in this scenario
   - What our company looks like if we prepared vs. didn't prepare
3. **Strategy stress-test** — Evaluate your current strategy against all 4 scenarios. Where does it break?
4. **No-regret moves** — Actions that make sense regardless of which scenario unfolds. These are your immediate priorities.
5. **Hedging bets** — Small investments that pay off big in specific scenarios. Low cost to place, high value if that future arrives.
6. **Early warning indicators** — For each scenario, 3 signals that would tell you this future is becoming reality. What to monitor.
7. **Decision triggers** — Specific thresholds that should cause you to shift strategy toward a particular scenario.