\r \r

Business Canvas Skill\r

\r Interactive business modeling using the Strategyzer framework. Produces up to four\r structured markdown documents: Value Proposition Canvas, Business Model Canvas,\r Test/Learning Cards with Progress Board, and an Executive Summary.\r \r

When to Use\r

\r

• User wants to think through how to commercialize a product\r
• User has a product/project but unclear business logic\r
• User asks about pricing, revenue model, customer segments, go-to-market\r
• User wants to validate a business idea before building\r
• User needs a structured framework for investor pitch preparation\r \r

Output Files\r

\r All outputs go to docs/business/ in the project root (create if missing).\r \r

1. value-proposition-canvas.md — Customer profile + value map + fit assessment\r
2. business-model-canvas.md — Full 9-block BMC + key risks + next steps\r
3. test-cards.md — Test Cards + Learning Cards + Progress Board (optional)\r
4. canvas-summary.md — Executive summary for investor/partner sharing (optional)\r \r

Phase 1: Context Gathering\r

\r Before starting any canvas, understand the product:\r \r

1. Read the project README, AGENTS.md, or any product description files\r
2. Identify: what the product does, who it targets, what stage it's at\r
3. Scan for existing business docs (pricing pages, pitch decks, etc.)\r \r Summarize your understanding to the user in 3-5 sentences. Ask them to confirm\r or correct before proceeding.\r \r

Phase 2: Value Proposition Canvas — Customer Side\r

\r Fill these three blocks by asking the user. Pre-fill what you can infer from\r the codebase, then ask for confirmation and additions.\r \r

2A: Customer Jobs (客户任务)\r

\r Three categories of jobs:\r \r Functional Jobs — What tasks are customers trying to accomplish?\r

• Core workflow tasks they do daily/weekly\r
• Specific problems they're trying to solve\r
• Deliverables they need to produce\r \r Social Jobs — How do customers want to be perceived?\r
• How they want to look to their boss/peers/clients\r
• Professional reputation goals\r
• Status and credibility needs\r \r Emotional Jobs — How do customers want to feel?\r
• Confidence, certainty, reduced anxiety\r
• Sense of mastery or competence\r
• Peace of mind about quality\r \r Ask the user: "I've pre-filled some customer jobs based on your product.\r What's missing? What did I get wrong?"\r \r Rank jobs by importance to the customer (critical / important / nice-to-have).\r \r

2B: Pains (客户痛点)\r

\r For each customer job, identify pains:\r \r Undesired outcomes — What bad results do customers experience?\r

• What goes wrong when they do the job manually?\r
• What mistakes do they make?\r
• What quality issues arise?\r \r Obstacles — What prevents them from doing the job well?\r
• Time constraints\r
• Skill/knowledge gaps\r
• Tool limitations\r
• Cost barriers\r \r Risks — What are they afraid of?\r
• Career consequences of failure\r
• Financial waste\r
• Compliance/regulatory risks\r \r Ask: "Which of these pains is most severe? Rate each: extreme / severe / moderate."\r \r

2C: Gains (客户收益)\r

\r What outcomes and benefits do customers want?\r \r Required gains — Without these, the solution doesn't work\r Expected gains — Not strictly necessary but customers expect them\r Desired gains — Beyond expectations, would love to have\r Unexpected gains — Surprises that exceed expectations\r \r Ask: "What would make your user say 'I can't believe this tool exists'?"\r \r

Phase 3: Value Proposition Canvas — Product Side\r

\r

3A: Products & Services\r

\r List all features/tools the product offers. Map each to the customer jobs it addresses.\r Use the codebase to enumerate actual capabilities.\r \r

3B: Pain Relievers (痛点解决方案)\r

\r For each pain identified in 2B, describe how the product alleviates it.\r Be specific: "Reduces column sizing calculation from 2 hours to 30 seconds"\r not "Makes work faster."\r \r

3C: Gain Creators (收益创造方案)\r

\r For each gain identified in 2C, describe how the product creates it.\r \r

Phase 3.5: Fit Assessment\r

\r After completing both sides of the VPC, assess the fit before moving to BMC.\r This is the most valuable step — do NOT skip it.\r \r Fit Dimensions:\r

• Problem-Solution Fit: Do pain relievers address the most severe pains?\r
• Coverage: Which customer jobs have NO corresponding product feature?\r
• Overkill: Which product features address NO customer job?\r
• Strength: Where is the fit strongest? (This is your wedge)\r \r Fit Matrix — Map each product feature to customer jobs/pains/gains:\r \r | Feature | Addresses Job | Relieves Pain | Creates Gain | Fit Score |\r |---------|--------------|---------------|-------------|-----------|\r | Feature A | Job #1 | Pain #2 | Gain #1 | Strong |\r | Feature B | - | - | - | Orphan |\r \r Output two fit scores with explanation using the calibration below:\r \r

1. Optimistic Score (乐观分): Assuming all unvalidated hypotheses are true\r
2. Realistic Score (现实分): Only counting validated evidence (customer quotes, usage data, payment)\r \r In one line, state: "乐观分与现实分的差距来自 [具体原因]"\r \r Fit Score Calibration:\r

• 9-10: Every severe pain has a strong reliever. No orphan features. Users would\r riot if product disappeared. Evidence from real usage/payment.\r
• 7-8: Most severe pains addressed. 1-2 orphan features. Strong signal from at\r least one customer segment. Some gaps identified but manageable.\r
• 5-6: Partial coverage. Several pains unaddressed. Product has clear value but\r significant gaps. Needs focused iteration on specific jobs.\r
• 3-4: Weak alignment. Product features don't map well to actual customer pains.\r Likely building for imagined rather than real needs. Pivot candidate.\r
• 1-2: No meaningful fit. Product solves problems nobody has, or solves them in\r ways nobody wants. Stop and re-interview customers.\r \r Multi-segment note: If there are multiple customer segments, create a separate\r VPC for each segment. Compare fit scores across segments to identify which segment\r to prioritize.\r \r

Phase 3.7: Environment Map (环境地图)\r

\r Analyze the external environment surrounding the business model. Four quadrants:\r \r

Market Forces (市场力量)\r

• Market segments and their attractiveness\r
• Needs and demands shifting in the market\r
• Revenue attractiveness (willingness to pay trends)\r
• Switching costs for customers\r \r

Industry Forces (行业力量)\r

• Competitors: who are they, what advantages do they have?\r
• New entrants: who might enter this space?\r
• Substitute products/services: what else solves the same job?\r
• Suppliers and value chain actors: who has power?\r
• Stakeholders: regulators, investors, standards bodies\r \r

Key Trends (关键趋势)\r

• Technology trends affecting the industry\r
• Regulatory trends (new compliance requirements, policy changes)\r
• Societal and cultural trends\r
• Socioeconomic trends (spending patterns, talent availability)\r \r

Macroeconomic Forces (宏观经济力量)\r

• Global market conditions\r
• Capital markets (funding availability)\r
• Economic infrastructure\r
• Commodities and resources\r \r Output as a 2x2 quadrant table. For each factor, note whether it's a\r tailwind (favorable) or headwind (unfavorable) for the business.\r \r

Phase 4: Business Model Canvas\r

\r Fill all 9 blocks. For each, provide 3-5 bullet points.\r \r

Block 1: Customer Segments (客户细分)\r

\r Who are your most important customers? Be specific (not "enterprises" but\r "biopharma companies with 10-50 person R&D teams doing process development").\r \r Types to consider:\r

• Mass market / Niche market / Segmented / Diversified / Multi-sided platform\r \r

Block 2: Value Propositions (价值主张)\r

\r Pull directly from Phase 3. Summarize the top 3 value propositions.\r \r Which customer needs are you satisfying? Categories:\r

• Newness / Performance / Customization / "Getting the job done"\r
• Design / Brand/Status / Price / Cost reduction / Risk reduction\r
• Accessibility / Convenience\r \r

Block 3: Channels (渠道)\r

\r How do you reach customers? For each channel, specify stage:\r

1. Awareness — How do customers learn about you?\r
2. Evaluation — How do customers evaluate your product?\r
3. Purchase — How do customers buy?\r
4. Delivery — How do you deliver value?\r
5. After-sales — How do you support post-purchase?\r \r

Block 4: Customer Relationships (客户关系)\r

\r What type of relationship does each customer segment expect?\r

• Personal assistance / Dedicated personal assistance\r
• Self-service / Automated services\r
• Communities / Co-creation\r \r

Block 5: Revenue Streams (收入来源)\r

\r How does each customer segment pay? Be specific about pricing.\r \r Models to consider:\r

• Asset sale / Usage fee / Subscription / Licensing\r
• Lending/Renting / Brokerage / Advertising\r \r For each stream, estimate: pricing range, payment frequency, % of total revenue.\r \r

Block 6: Key Resources (核心资源)\r

\r What key resources does the value proposition require?\r

• Physical / Intellectual (patents, IP, data) / Human / Financial\r \r

Block 7: Key Activities (关键活动)\r

\r What key activities does the value proposition require?\r

• Production / Problem solving / Platform/Network\r \r

Block 8: Key Partnerships (重要合作)\r

\r Who are key partners and suppliers? What key resources do they provide?\r \r Types:\r

• Strategic alliances / Coopetition / Joint ventures / Buyer-supplier\r \r For each partnership, clarify: What do they provide? What do we provide?\r What's their incentive to partner?\r \r

Block 9: Cost Structure (成本结构)\r

\r What are the most important costs inherent in the business model?\r \r

• Fixed costs / Variable costs\r
• Economies of scale / Economies of scope\r \r For key costs, estimate: monthly/annual amount, % of total.\r \r

Phase 5: Hypothesis Validation (Strategyzer Testing Methodology)\r

\r

5A: Identify Key Assumptions\r

\r Extract the riskiest assumptions from the canvas. Three risk categories\r (test in this order):\r \r

1. Desirability risk — Do customers actually want this?\r
2. Feasibility risk — Can we build and deliver this?\r
3. Viability risk — Can we make money doing this?\r \r

5B: Three-Stage Testing Funnel\r

\r Follow Strategyzer's validation roadmap:\r \r Stage 1: Test the Circle (Customer Profile)\r Verify that customers actually have the jobs, pains, and gains you identified.\r Methods: customer interviews, Google Ads keyword campaigns, landing page tests,\r search volume analysis.\r \r Stage 2: Test the Square (Value Map)\r Determine which products, services, and features customers want most.\r Methods: Buy-A-Feature game, prototype testing, concierge MVP, Wizard of Oz tests.\r \r Stage 3: Test the Rectangle (Business Model)\r Validate willingness to pay and revenue model viability.\r Methods: pre-sales, LOI collection, pricing A/B tests, pilot contracts.\r \r

5C: Test Cards\r

\r For each unvalidated assumption, generate a Test Card (Strategyzer format):\r \r

## Test Card: [Hypothesis Name]\r
\r
**Step 1 — Hypothesis**\r
We believe that: [specific, falsifiable assumption]\r
\r
**Step 2 — Test**\r
To verify that, we will: [specific experiment/action]\r
\r
**Step 3 — Metric**\r
And measure: [what observable data to collect]\r
\r
**Step 4 — Criteria**\r
We are right if: [specific threshold, set BEFORE running the test]\r
\r
**Context:**\r
- Risk type: [Desirability / Feasibility / Viability]\r
- Cost: [time/money/resources needed]\r
- Timeline: [days/weeks]\r
- Priority: [critical / important / nice-to-have]\r
- Testing stage: [Circle / Square / Rectangle]\r
```\r
\r
### 5D: Learning Cards\r
\r
After running each test, generate a Learning Card:\r
\r
```\r
## Learning Card: [Hypothesis Name]\r
\r
**Step 1 — Hypothesis**\r
We believed that: [original hypothesis from Test Card]\r
\r
**Step 2 — Observation**\r
We observed: [actual data collected, specific numbers]\r
\r
**Step 3 — Learnings & Insights**\r
From that we learned: [what the data tells us, was hypothesis validated?]\r
\r
**Step 4 — Decisions & Actions**\r
Therefore we will: [Pivot / Persevere / Stop]\r
Next action: [specific next step]\r
```\r
\r
### 5E: Progress Board\r
\r
Track all hypotheses in a single table:\r
\r
| # | Hypothesis | Risk Type | Stage | Status | Result |\r
|---|-----------|-----------|-------|--------|--------|\r
| 1 | ... | Desirability | Circle | Testing | - |\r
| 2 | ... | Viability | Rectangle | Validated | Confirmed |\r
| 3 | ... | Desirability | Circle | Invalidated | Pivot needed |\r
\r
Status values: Backlog / Testing / Validated / Invalidated\r
\r
Prioritize: test the riskiest assumptions first (desirability > feasibility > viability).\r
Never test more than 3 hypotheses simultaneously.\r
\r
## Phase 6: Executive Summary (Optional)\r
\r
If the user requests, generate a 1-page executive summary (canvas-summary.md):\r
\r
```markdown\r
# [Product Name] — Business Canvas Summary\r
\r
## One-liner\r
[What it does, for whom, why now — one sentence]\r
\r
## Value Proposition\r
[Top 3 value propositions from VPC]\r
\r
## Target Customer\r
[Primary customer segment, specific persona]\r
\r
## Revenue Model\r
[How you make money, pricing range]\r
\r
## Key Metrics\r
[3-5 metrics that matter most at current stage]\r
\r
## Biggest Risk\r
[The #1 assumption that could kill this, and how to test it]\r
\r
## Single Falsifying Assumption (证伪假设)\r
如果我对 [X] 的判断是错的，整个结论会翻转，因为 [Y]。\r
\r
## Next 30-Day Action Plan\r
1. [Action 1]\r
2. [Action 2]\r
3. [Action 3]\r
```\r
\r
## Phase 7: Output Generation\r
\r
Generate all markdown files with proper formatting.\r
\r
### value-proposition-canvas.md format:\r
\r
```markdown\r
# Value Proposition Canvas — [Product Name]\r
\r
Generated: [date]\r
\r
## Customer Profile\r
\r
### Customer Jobs\r
| # | Job | Type | Importance |\r
|---|-----|------|-----------|\r
| 1 | ... | Functional | Critical |\r
\r
### Pains\r
| # | Pain | Severity | Related Job |\r
|---|------|----------|-------------|\r
| 1 | ... | Extreme | Job #1 |\r
\r
### Gains\r
| # | Gain | Type | Related Job |\r
|---|------|------|-------------|\r
| 1 | ... | Required | Job #1 |\r
\r
## Value Map\r
\r
### Products & Services\r
| # | Feature | Addresses Job |\r
|---|---------|--------------|\r
| 1 | ... | Job #1, #3 |\r
\r
### Pain Relievers\r
| # | Pain Reliever | Addresses Pain | Impact |\r
|---|--------------|----------------|--------|\r
| 1 | ... | Pain #1 | High |\r
\r
### Gain Creators\r
| # | Gain Creator | Creates Gain | Impact |\r
|---|-------------|-------------|--------|\r
| 1 | ... | Gain #1 | High |\r
\r
## Fit Assessment\r
- Optimistic Fit Score (乐观分): X/10\r
- Realistic Fit Score (现实分): Y/10\r
- Gap reason: 乐观与现实的差距来自 [...]\r
- Strongest fit: ...\r
- Gaps: ...\r
- Recommended wedge: ...\r
\r
## Single Falsifying Assumption (证伪假设)\r
如果我对 [一个关键假设] 的判断是错的，整个商业模式会崩塌，因为 [原因]。\r
```\r
\r
### business-model-canvas.md format:\r
\r
```markdown\r
# Business Model Canvas — [Product Name]\r
\r
Generated: [date]\r
\r
## 1. Customer Segments\r
- ...\r
\r
## 2. Value Propositions\r
- ...\r
\r
## 3. Channels\r
- ...\r
\r
## 4. Customer Relationships\r
- ...\r
\r
## 5. Revenue Streams\r
- ...\r
\r
## 6. Key Resources\r
- ...\r
\r
## 7. Key Activities\r
- ...\r
\r
## 8. Key Partnerships\r
- ...\r
\r
## 9. Cost Structure\r
- ...\r
\r
## Canvas Summary\r
\r
[2-3 sentence summary of the business model]\r
\r
## Key Risks & Assumptions\r
1. ...\r
\r
## Competitive Landscape\r
| Competitor | What they do | Your differentiation |\r
|-----------|-------------|---------------------|\r
| ... | ... | ... |\r
\r
## Unit Economics (if available)\r
- Customer Acquisition Cost (CAC): ...\r
- Customer Lifetime Value (LTV): ...\r
- LTV/CAC ratio: ...\r
- Payback period: ...\r
(Mark unvalidated numbers with "(unvalidated)")\r
\r
## Recommended Next Steps\r
1. ...\r
```\r
\r
## Phase 7.5: User Journey Map (用户旅程地图, Optional)\r
\r
If requested, map the user's full journey from awareness to loyal usage:\r
\r
| 阶段 | 用户行为 | 用户感受 | 触点 | 痛点/机会 |\r
|------|----------|----------|------|-----------|\r
| 发现 | 如何第一次听说产品 | 好奇/怀疑 | ... | ... |\r
| 了解 | 如何了解产品功能 | 期待/困惑 | ... | ... |\r
| 首次使用 | 第一次上手体验 | 兴奋/受挫 | ... | ... |\r
| 持续使用 | 日常使用模式 | 满意/无感 | ... | ... |\r
| 推荐 | 是否会推荐给同事 | 自豪/犹豫 | ... | ... |\r
\r
For each stage, identify:\r
- **Moments of truth**: Where the user decides to continue or leave\r
- **Drop-off risks**: Where users are most likely to abandon\r
- **Delight opportunities**: Where you can exceed expectations\r
\r
This complements the VPC by showing the temporal dimension of the customer experience.\r
\r
## Phase 8: Iteration Guidance\r
\r
After the first canvas is complete, guide the user on when to re-run:\r
\r
- **Re-run VPC** when: new customer interviews reveal different jobs/pains/gains,\r
  product scope changes significantly, or a Test Card invalidates a key assumption\r
- **Re-run BMC** when: revenue model changes, new partnership opportunity emerges,\r
  cost structure changes significantly, or entering a new customer segment\r
- **Never treat the canvas as final** — it's a living document that evolves with evidence\r
\r
When re-running, load the previous canvas files and highlight what changed.\r
\r
### Version Comparison (版本对比)\r
\r
When generating an updated canvas, automatically append a changelog section:\r
\r
```markdown\r
## 变更记录\r
\r
| 日期 | 变更模块 | 变更内容 | 触发原因 |\r
|------|----------|----------|----------|\r
| 2026-XX-XX | 客户细分 | 新增 CRO 细分 | 用户访谈发现新需求 |\r
| 2026-XX-XX | 价值主张 | 移除功能 X | Test Card #3 否决 |\r
```\r
\r
This creates an audit trail of how the business model evolved with evidence.\r
\r
## Interaction Style\r
\r
- Ask ONE block at a time, not all at once\r
- Pre-fill what you can infer from the codebase, then ask for confirmation\r
- Use the "pre-fill → confirm → refine" loop for each block\r
- If the user can't answer a question, mark it as "(unvalidated — needs user research)"\r
  and add a corresponding Test Card\r
- Push for specificity: "SMBs in biotech" is not a customer segment;\r
  "Process development scientists at CRO companies with 20-100 employees" is\r
\r
## Competitive Analysis Framework (竞争分析框架)\r
\r
When filling BMC Block 2 (Value Propositions) and the Competitive Landscape section,\r
use a simplified Porter's Five Forces + positioning analysis:\r
\r
### Five Forces Quick Check\r
\r
| 力量 | 评估 (高/中/低) | 说明 |\r
|------|-----------------|------|\r
| 现有竞争者威胁 | ? | 谁在做类似的事？ |\r
| 新进入者威胁 | ? | 进入门槛高不高？ |\r
| 替代品威胁 | ? | 用户还能用什么方式解决？ |\r
| 买方议价能力 | ? | 客户有没有别的选择？ |\r
| 供方议价能力 | ? | 关键供应商（如 LLM API）能不能掐住你？ |\r
\r
### Positioning Map\r
\r
Place competitors on a 2D grid using the two most important differentiation dimensions\r
for this market (e.g. price vs depth, generality vs specialization). Mark where the\r
product sits and where the white space is.\r
\r
## Integration with office-hours Skill\r
\r
If the user has already run Garry Tan's office-hours skill (from gstack), pull insights:\r
\r
- **Q1 (Demand Reality)** answers → feed into Customer Jobs and Pains\r
- **Q2 (Status Quo)** answers → feed into Competitive Landscape\r
- **Q3 (Desperate Specificity)** answers → feed into Customer Segments\r
- **Q4 (Narrowest Wedge)** answers → feed into Recommended Wedge in Fit Assessment\r
- **Q5 (Observation)** answers → feed into User Journey Map\r
- **Q6 (Future-Fit)** answers → feed into Environment Map / Key Trends\r
\r
If office-hours has NOT been run yet, suggest running it first:\r
"建议先用 office-hours skill 回答 6 个强迫问题，再来填画布。顺序：先诊断，再建模。"\r
\r
## Anti-patterns\r
\r
- Do NOT generate a canvas without reading the actual codebase first\r
- Do NOT fill in vague descriptions like "various customers" or "multiple channels"\r
- Every entry must be specific enough to be actionable\r
- Do NOT skip the fit assessment — it's the most valuable part\r
- Do NOT assume the user knows business terminology — explain jargon in Chinese\r
  if the user communicates in Chinese\r
- Revenue numbers should be ranges, not precise guesses — mark unvalidated\r
  numbers with "(unvalidated)"\r
- Do NOT generate Test Cards for assumptions that are already validated\r
  (e.g. "customers exist" when there's a signed contract)\r
- Do NOT ask all questions at once — the user will disengage\r
- Do NOT output the final canvas until all blocks have been discussed with the user\r
\r
## References\r
\r
This skill implements the methodology from:\r
- Alexander Osterwalder & Yves Pigneur, "Business Model Generation" (2010)\r
- Alexander Osterwalder et al., "Value Proposition Design" (2014)\r
- David Bland & Alexander Osterwalder, "Testing Business Ideas" (2019)\r
- Strategyzer.com official canvas templates and testing framework\r
\r
## Glossary (中英术语对照表)\r
\r
| 英文 | 中文 | 简要说明 |\r
|------|------|----------|\r
| Business Model Canvas (BMC) | 商业模式画布 | 用 9 个模块描述一个商业模式的工具 |\r
| Value Proposition Canvas (VPC) | 价值主张画布 | 把客户需求和产品价值对应起来的工具 |\r
| Customer Jobs | 客户任务 | 客户要完成的事情（功能/社会/情绪三类） |\r
| Pains | 客户痛点 | 客户完成任务时遇到的困难 |\r
| Gains | 客户收益 | 客户完成任务后想要的好处 |\r
| Pain Relievers | 痛点解决方案 | 产品如何减轻客户痛点 |\r
| Gain Creators | 收益创造方案 | 产品如何创造客户收益 |\r
| Problem-Solution Fit | 问题-方案匹配 | 你的方案真的解决了客户最痛的问题吗 |\r
| Product-Market Fit (PMF) | 产品-市场匹配 | 产品在市场上被验证有人愿意持续付费使用 |\r
| Customer Segments | 客户细分 | 你最重要的客户群体是谁 |\r
| Revenue Streams | 收入来源 | 客户怎么付钱给你 |\r
| Key Resources | 核心资源 | 实现价值主张需要的关键资源 |\r
| Key Activities | 关键活动 | 实现价值主张需要做的关键事情 |\r
| Key Partnerships | 重要合作 | 关键的合作伙伴和供应商 |\r
| Cost Structure | 成本结构 | 运营这个商业模式的主要成本 |\r
| Channels | 渠道 | 你怎么触达客户、交付价值 |\r
| Customer Relationships | 客户关系 | 你跟客户之间是什么类型的关系 |\r
| Test Card | 验证卡片 | 用来测试一个假设的结构化工具 |\r
| Learning Card | 学习卡片 | 测试后记录学到了什么的工具 |\r
| Progress Board | 进度追踪表 | 跟踪所有假设验证状态的表格 |\r
| Wedge | 切入点 | 最小可行的市场入口 |\r
| CAC | 客户获取成本 | 获得一个新客户要花多少钱 |\r
| LTV | 客户终身价值 | 一个客户一辈子给你贡献多少收入 |\r
| TAM | 总可触达市场 | 你的产品理论上能覆盖的最大市场 |\r
| SAM | 可服务市场 | 你当前能力能覆盖的市场范围 |\r
| SOM | 可获取市场 | 你现实中能拿到的市场份额 |\r
| Desirability | 需求性 | 客户是否真的想要这个 |\r
| Feasibility | 可行性 | 你是否真的能做出来 |\r
| Viability | 商业可行性 | 你是否真的能靠这个赚钱 |\r
| MVP | 最小可行产品 | 能验证核心假设的最简版本 |\r
| Pivot | 转向/调整方向 | 假设被否定后改变策略 |\r
| Porter's Five Forces | 波特五力 | 分析行业竞争格局的经典框架 |\r
| Environment Map | 环境地图 | 分析外部环境的四象限工具 |\r
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## Language\r
\r
Match the user's language. If the user writes in Chinese, output the canvas in Chinese\r
with English terms in parentheses where helpful (e.g. "客户细分 (Customer Segments)").\r
When a glossary term appears for the first time in output, briefly explain it in\r
parentheses if the user communicates in Chinese.\r