Business Analysis
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About this skill
Problem to solve
Business analysis often stops at surface description: how a company earns, how big an industry is, and who its competitors are, without a consistent framework, data lineage, or actionable conclusions. This skill targets scenarios where engineers, analysts, or investors need to form a quick judgment: early-stage screening, competitive research, strategic planning, and industry learning. It turns scattered materials into a structured report instead of vague summaries.
How it works
It first confirms the analysis target, purpose, source priority, and depth, then selects the relevant framework:
- Business-model analysis: focuses on value proposition, customer segments, revenue model, and cost structure, using BMC canvas, value chain, and flywheel effects.
- Industry deep-dive: uses PEST, Porter's Five Forces, and market maps to cover market size, growth drivers, competitive landscape, and risks.
- Competitive analysis: uses SWOT, positioning matrices, and differentiation comparison to compare strategic differences between Company A and Company B.
The key steps are: define the analysis goal, load the framework, search public information such as filings, news, and research reports, draft against templates, and output Markdown or a visual version. The writing rules emphasize data-backed claims, consistency between conclusions and evidence, and replacing vague wording like “strong growth” with specific figures.
Boundaries
This skill is best for reasoning from public sources and user-provided material, not as a standalone due-diligence basis. If information is incomplete, assumptions should be stated; financial forecasts should be labeled as “for reference only, not investment advice”; China-market analysis should use CNY and local market conventions.
Use Cases
- Compile filings, news, and research notes into a business-model report for early investment screening.
- Before entering a new market, produce an industry report covering size, drivers, and competitive landscape.
- Compare two competitors by customer segments, revenue model, and differentiation during competitive research.
- For strategy planning, break down a target company's value proposition, cost structure, and risks.
Best For
- Analysts screening investments who need company materials turned into comparable business-model reports.
- Product leaders launching new businesses who need market size, growth drivers, and competitive landscape.
- Ops or strategy staff doing competitive analysis who need to compare two companies' segments and positioning.
- Researchers preparing strategy who need structured conclusions and recommendations from filings and public data.
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