git:20260714.1de6e68 to git:20260716.bf70f68

15 added, 12 removed. Audit A to A.

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name: analyze-brand-strategy

- description: Analyze brand strategy across customer value, category, positioning, evidence, product and price architecture, channels, culture, competition, reputation, international expansion, and execution. Use for 品牌分析, 品牌策略, 品牌年轻化, 品牌出海, IP出海, 渠道品牌, 竞争战略, 品牌案例拆解, value proposition, positioning, or brand-growth decisions.

+ description: Analyze and position brands, products, services, or companies through evidence readiness, customer demand, category framing, five-part competition mapping, provable differentiation, positioning options, and activation. Use for 品牌分析, 品牌定位, 差异化, 再定位, 品牌策略, 品牌年轻化, 品牌出海, IP出海, 渠道品牌, 竞争战略, value proposition, positioning, or brand-growth decisions.

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# Analyze Brand Strategy

Diagnose why a brand is chosen, trusted, remembered, and repeated. Treat famous cases as hypotheses to verify, not templates to copy.

## Workflow

1. Define the decision: reposition, enter a category, reach a new generation, expand abroad, repair trust, or allocate investment.

- 2. Establish the market, customer, usage situation, alternative, price range, geography, and time horizon.

- 3. Build an evidence ledger from customer language, product facts, behavior, channel data, research, public filings, credible media, and current market observation.

- 4. Separate three layers: what the company claims, what customers perceive, and what behavior proves.

- 5. Diagnose customer value, category frame, distinctive assets, proof, product and price architecture, distribution, experience, culture, and reputation.

- 6. Map competitors and substitutes by customer trade-off rather than by company label alone.

- 7. Identify the strategic tension: reach versus distinction, youth versus continuity, scale versus experience, speed versus trust, or global consistency versus local relevance.

- 8. Develop two or three strategic options with target audience, value proposition, required capabilities, channel logic, risks, and evidence needed.

- 9. Choose a direction using explicit criteria. Translate it into product, content, channel, experience, measurement, and a 30/60/90-day validation plan.

- 10. Mark assumptions, outdated case facts, and decisions that require customer research or current-source verification.

+ 2. Standardize the subject, objective, offer, market, target-user hypothesis, inputs, known alternatives, constraints, and unknowns. Do not start external positioning research until the minimum readiness gate is met.

+ 3. Build an evidence ledger from customer language, product facts, behavior, channel data, research, public filings, credible media, and current market observation. Separate fact, company statement, customer evidence, observation, inference, hypothesis, and recommendation.

+ 4. Establish the customer job, trigger, current solution, cost of inaction, decision criteria, willingness signal, market, price range, geography, language, and time horizon.

+ 5. Map five competition roles: direct competitors, indirect alternatives, current workaround, inaction, and mental benchmark. Study the position and proof each one occupies, not only its feature list.

+ 6. Diagnose customer value, category frame, distinctive assets, product and price architecture, distribution, experience, culture, reputation, and organizational capability.

+ 7. Test candidate advantages across customer relevance, competitive scarcity, evidence strength, defensibility, strategic fit, and expression focus. Reject an advantage that is unimportant, common, unprovable, or detached from a choice situation.

+ 8. Answer the positioning six questions: current position, desired position, old belief or alternative to replace, resources to enter and defend, ability to stay consistent, and alignment of expression with delivery.

+ 9. Develop two or three materially different options. Compare target user, choice situation, category, mechanism, main alternative, proof, trade-off, execution cost, and falsification condition.

+ 10. Recommend one direction only when demand, competition, and capability evidence support it. Otherwise label the result validate-first or insufficient-evidence and provide a proof plan.

+ 11. Translate the chosen position into a plain-language mental snapshot plus product, content, price, channel, sales, experience, measurement, and a 30/60/90-day validation plan.

+ 12. Mark assumptions, outdated facts, conflicting evidence, market-fit limits, and decisions that require customer research or current-source verification.

## Route by need

- Read [references/diagnostic-framework.md](references/diagnostic-framework.md) for a full brand audit.

+ - Read [references/evidence-positioning.md](references/evidence-positioning.md) for positioning readiness, competition roles, differentiation gates, option comparison, and recommendation states.

- Read [references/case-analysis.md](references/case-analysis.md) when studying well-known brands, youth strategy, channel brands, or international IP models.

## Deliverables

- Return the relevant subset of: decision statement, evidence ledger, customer and category map, positioning diagnosis, distinctive-asset audit, product-price-channel map, competitive trade-offs, strategic options, chosen direction, activation system, risks, experiments, and 30/60/90-day roadmap.

+ Return the relevant subset of: readiness status, research boundary, evidence ledger, one-page mental snapshot, customer task and trigger map, five-role competition set, category and current-position diagnosis, D6 advantage test, two or three positioning options, one recommended direction or downgrade state, strategic sacrifices, activation system, falsification conditions, risks, experiments, and 30/60/90-day roadmap.

## Guardrails

- Do not retrofit a case to support a preferred conclusion. Verify current revenue, market share, customer counts, product availability, corporate claims, and campaign outcomes. Do not describe publicity as customer value or short-term attention as brand equity.

+ Do not retrofit a case to support a preferred conclusion. Do not turn an unoccupied expression into a market opportunity without demand evidence. “Not found” is not “does not exist.” Verify current revenue, market share, customer counts, prices, product availability, corporate claims, and campaign outcomes. Do not describe publicity as customer value or short-term attention as brand equity. Never use “first,” “only,” “leading,” or guaranteed outcomes without independent, market-matched evidence and compliance review.