Analyze Brand Strategy
Diagnose why a brand is chosen, trusted, remembered, and repeated. Treat famous cases as hypotheses to verify, not templates to copy.
If the request is still an undefined commercial problem rather than a brand decision, use $wepr-business-workbench first to define the decision, business mechanism, evidence gaps, and validation boundary.
Use $wepr-client-discovery when client objectives, decision ownership, scope, or acceptance remain unclear. Use $wepr-market-signal-research when positioning requires traceable public audience language, pains, objections, or alternatives.
Workflow
- Define the decision: reposition, enter a category, reach a new generation, expand abroad, repair trust, or allocate investment.
- 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.
- 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.
- Establish the customer job, trigger, current solution, cost of inaction, decision criteria, willingness signal, market, price range, geography, language, and time horizon.
- 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.
- Diagnose customer value, category frame, distinctive assets, product and price architecture, distribution, experience, culture, reputation, and organizational capability.
- 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.
- 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.
- Develop two or three materially different options. Compare target user, choice situation, category, mechanism, main alternative, proof, trade-off, execution cost, and falsification condition.
- 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.
- 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.
- 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 for a full brand audit.
- Read references/evidence-positioning.md for positioning readiness, competition roles, differentiation gates, option comparison, and recommendation states.
- Read references/case-analysis.md when studying well-known brands, youth strategy, channel brands, or international IP models.
Deliverables
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. 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.
1---2name: analyze-brand-strategy3description: 基于证据完整度、客户需求、品类认知、五类竞争关系和可证明的差异化，对品牌、产品、服务或企业进行分析与定位。适用于品牌分析、品牌定位、差异化、再定位、品牌年轻化、品牌或 IP 出海、渠道品牌、竞争战略、价值主张和品牌增长决策。4---56# Analyze Brand Strategy78Diagnose why a brand is chosen, trusted, remembered, and repeated. Treat famous cases as hypotheses to verify, not templates to copy.910If the request is still an undefined commercial problem rather than a brand decision, use `$wepr-business-workbench` first to define the decision, business mechanism, evidence gaps, and validation boundary.1112Use `$wepr-client-discovery` when client objectives, decision ownership, scope, or acceptance remain unclear. Use `$wepr-market-signal-research` when positioning requires traceable public audience language, pains, objections, or alternatives.1314## Workflow15161. Define the decision: reposition, enter a category, reach a new generation, expand abroad, repair trust, or allocate investment.172. 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.183. 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.194. Establish the customer job, trigger, current solution, cost of inaction, decision criteria, willingness signal, market, price range, geography, language, and time horizon.205. 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.216. Diagnose customer value, category frame, distinctive assets, product and price architecture, distribution, experience, culture, reputation, and organizational capability.227. 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.238. 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.249. Develop two or three materially different options. Compare target user, choice situation, category, mechanism, main alternative, proof, trade-off, execution cost, and falsification condition.2510. 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.2611. 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.2712. Mark assumptions, outdated facts, conflicting evidence, market-fit limits, and decisions that require customer research or current-source verification.2829## Route by need3031- Read [references/diagnostic-framework.md](references/diagnostic-framework.md) for a full brand audit.32- Read [references/evidence-positioning.md](references/evidence-positioning.md) for positioning readiness, competition roles, differentiation gates, option comparison, and recommendation states.33- Read [references/case-analysis.md](references/case-analysis.md) when studying well-known brands, youth strategy, channel brands, or international IP models.3435## Deliverables3637Return 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.3839## Guardrails4041Do 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.
ShenyuanNext