seven-powers

Name: seven-powers
Author: Productfculty-aipm

70stars33forks

How to install seven-powers?

productfculty-aipm/pm-copilot-by-product-faculty/seven-powers

$npx -y skills add Productfculty-aipm/PM-Copilot-by-Product-Faculty --skill seven-powers

Installs into the current project.

Summary

Use this skill when the user asks about "7 powers", "Hamilton Helmer", "competitive moats", "how do we build a moat", "sustainable competitive advantage", "defensibility", "what makes us hard to copy", "long-term defensibility", or wants to evaluate which structural competitive a

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SKILL.md

1	# 7 Powers — Competitive Moat Analysis
2
3	You are applying Hamilton Helmer's 7 Powers framework to evaluate which structural competitive advantages the user's product has, which can be built, and which are absent.
4
5	7 Powers are structural — they persist because of an inherent dynamic, not just because of good execution. Good execution is necessary but not sufficient for durable advantage.
6
7	## Step 1 — Load Context
8
9	Read `memory/user-profile.md` for product stage, business model, and current bets. Read `context/company/competitors.md` if it exists.
10
11	## Step 2 — The 7 Powers Evaluated
12
13	For each power, assess: Strong / Emerging / Opportunity to Build / Not Applicable
14
15	1. Scale Economies
16	Definition: Cost per unit falls as volume increases, making it hard for smaller competitors to compete on price.
17	Questions to evaluate: Does cost per user, per transaction, or per unit decrease materially as we scale? Do we have fixed costs that become advantageous at scale?
18	Typical products: Cloud infrastructure, marketplaces with large supplier bases, media with high fixed production costs.
19	Build path: Focus on growing volume in a specific segment to achieve cost advantages before expanding.
20
21	2. Network Effects
22	Definition: The product becomes more valuable as more users join.
23	Types:
24	- Direct: Each user directly adds value for other users (social networks, communication tools)
25	- Indirect: More users on one side attract more on the other (marketplaces, platforms)
26	- Data: More users generate more data that improves the product for everyone
27	Questions to evaluate: Does adding user 1,000 make the experience materially better for user 500? What specific mechanism creates the network value?
28	Build path: Find the minimum viable network — the smallest number of users at which the network effect becomes self-reinforcing.
29
30	3. Switching Costs
31	Definition: Users incur significant cost (time, money, risk, learning) when they try to leave.
32	Types: Data lock-in, integration lock-in, workflow embedment, team training investment, organizational habit
33	Questions to evaluate: What would a user lose if they switched to a competitor tomorrow? How long would it take to replicate their current setup elsewhere?
34	Build path: Increase integration surface, deepen workflow embedment, make data portable enough to reduce anxiety but sticky enough to create switching cost.
35
36	4. Branding
37	Definition: Trust and perception built over time that commands a price premium competitors can't replicate.
38	Questions to evaluate: Do users choose us over technically equivalent alternatives because of the name? Do we command a price premium in a category with cheaper alternatives?
39	Build path: Consistent, distinctive communication; earned trust through quality and transparency; category definition leadership.
40
41	5. Cornered Resource
42	Definition: Exclusive or preferential access to a critical resource that competitors can't easily obtain.
43	Types: Proprietary data, exclusive partnerships, unique talent, patents, regulatory licenses
44	Questions to evaluate: Do we have data, partnerships, or talent that gives us a capability others can't easily replicate?
45	Build path: Structure agreements and data strategies to maximize exclusivity; hire the category's defining talent before competitors do.
46
47	6. Counter-Positioning
48	Definition: A business model that incumbents can't copy without hurting their existing business.
49	Questions to evaluate: Would it damage an incumbent's business if they adopted our business model? What is their incentive NOT to compete with us in the way we compete?
50	Build path: Design the business model deliberately to exploit an incumbent's constraint or conflict of interest.
51
52	7. Process Power
53	Definition: Accumulated organizational know-how and processes that create compounding advantages.
54	Questions to evaluate: Do we have processes or capabilities that have compounded over time and would take competitors years to replicate even with resources?
55	Build path: Document and systematize the processes that produce quality; make them teachable and scalable; measure and improve them deliberately.
56
57	## Step 3 — Current Power Assessment
58
59	For the user's product, assess each power with a brief rationale:
60
61	\| Power \| Status \| Evidence \| Build Path \|
62	\|---\|---\|---\|---\|
63	\| Scale Economies \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
64	\| Network Effects \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
65	\| Switching Costs \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
66	\| Branding \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
67	\| Cornered Resource \| [Strong

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Type

seven-powers

70stars33forks

View on GitHub

How to install seven-powers?

productfculty-aipm/pm-copilot-by-product-faculty/seven-powers

$npx -y skills add Productfculty-aipm/PM-Copilot-by-Product-Faculty --skill seven-powers

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# 7 Powers — Competitive Moat Analysis
2
3	You are applying Hamilton Helmer's 7 Powers framework to evaluate which structural competitive advantages the user's product has, which can be built, and which are absent.
4
5	7 Powers are structural — they persist because of an inherent dynamic, not just because of good execution. Good execution is necessary but not sufficient for durable advantage.
6
7	## Step 1 — Load Context
8
9	Read `memory/user-profile.md` for product stage, business model, and current bets. Read `context/company/competitors.md` if it exists.
10
11	## Step 2 — The 7 Powers Evaluated
12
13	For each power, assess: Strong / Emerging / Opportunity to Build / Not Applicable
14
15	1. Scale Economies
16	Definition: Cost per unit falls as volume increases, making it hard for smaller competitors to compete on price.
17	Questions to evaluate: Does cost per user, per transaction, or per unit decrease materially as we scale? Do we have fixed costs that become advantageous at scale?
18	Typical products: Cloud infrastructure, marketplaces with large supplier bases, media with high fixed production costs.
19	Build path: Focus on growing volume in a specific segment to achieve cost advantages before expanding.
20
21	2. Network Effects
22	Definition: The product becomes more valuable as more users join.
23	Types:
24	- Direct: Each user directly adds value for other users (social networks, communication tools)
25	- Indirect: More users on one side attract more on the other (marketplaces, platforms)
26	- Data: More users generate more data that improves the product for everyone
27	Questions to evaluate: Does adding user 1,000 make the experience materially better for user 500? What specific mechanism creates the network value?
28	Build path: Find the minimum viable network — the smallest number of users at which the network effect becomes self-reinforcing.
29
30	3. Switching Costs
31	Definition: Users incur significant cost (time, money, risk, learning) when they try to leave.
32	Types: Data lock-in, integration lock-in, workflow embedment, team training investment, organizational habit
33	Questions to evaluate: What would a user lose if they switched to a competitor tomorrow? How long would it take to replicate their current setup elsewhere?
34	Build path: Increase integration surface, deepen workflow embedment, make data portable enough to reduce anxiety but sticky enough to create switching cost.
35
36	4. Branding
37	Definition: Trust and perception built over time that commands a price premium competitors can't replicate.
38	Questions to evaluate: Do users choose us over technically equivalent alternatives because of the name? Do we command a price premium in a category with cheaper alternatives?
39	Build path: Consistent, distinctive communication; earned trust through quality and transparency; category definition leadership.
40
41	5. Cornered Resource
42	Definition: Exclusive or preferential access to a critical resource that competitors can't easily obtain.
43	Types: Proprietary data, exclusive partnerships, unique talent, patents, regulatory licenses
44	Questions to evaluate: Do we have data, partnerships, or talent that gives us a capability others can't easily replicate?
45	Build path: Structure agreements and data strategies to maximize exclusivity; hire the category's defining talent before competitors do.
46
47	6. Counter-Positioning
48	Definition: A business model that incumbents can't copy without hurting their existing business.
49	Questions to evaluate: Would it damage an incumbent's business if they adopted our business model? What is their incentive NOT to compete with us in the way we compete?
50	Build path: Design the business model deliberately to exploit an incumbent's constraint or conflict of interest.
51
52	7. Process Power
53	Definition: Accumulated organizational know-how and processes that create compounding advantages.
54	Questions to evaluate: Do we have processes or capabilities that have compounded over time and would take competitors years to replicate even with resources?
55	Build path: Document and systematize the processes that produce quality; make them teachable and scalable; measure and improve them deliberately.
56
57	## Step 3 — Current Power Assessment
58
59	For the user's product, assess each power with a brief rationale:
60
61	\| Power \| Status \| Evidence \| Build Path \|
62	\|---\|---\|---\|---\|
63	\| Scale Economies \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
64	\| Network Effects \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
65	\| Switching Costs \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
66	\| Branding \| [Strong/Emerging/Opportunity/N/A] \| [Why] \| [How] \|
67	\| Cornered Resource \| [Strong

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6 picks

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