Requirements
- Target platform
- OpenClaw
- Install method
- Manual import
- Extraction
- Extract archive
- Prerequisites
- OpenClaw
- Primary doc
- SKILL.md
Tencent SkillHub Β· Developer Tools
Business Administration
Support business understanding from small ventures to corporate strategy and academic research.
skill openclawclawhub Free
Support business understanding from small ventures to corporate strategy and academic research.
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0 stars Unverified but indexed
Install for OpenClaw
Quick setup
- Download the package from Yavira.
- Extract the archive and review SKILL.md first.
- Import or place the package into your OpenClaw setup.
Package facts
- Download mode
- Yavira redirect
- Package format
- ZIP package
- Source platform
- Tencent SkillHub
- What's included
- SKILL.md
Validation
- Use the Yavira download entry.
- Review SKILL.md after the package is downloaded.
- Confirm the extracted package contains the expected setup assets.
Install with your agent
Agent handoff
Hand the extracted package to your coding agent with a concrete install brief instead of figuring it out manually.
- Download the package from Yavira.
- Extract it into a folder your agent can access.
- Paste one of the prompts below and point your agent at the extracted folder.
New install
I downloaded a skill package from Yavira. Read SKILL.md from the extracted folder and install it by following the included instructions. Tell me what you changed and call out any manual steps you could not complete.
Upgrade existing
I downloaded an updated skill package from Yavira. Read SKILL.md from the extracted folder, compare it with my current installation, and upgrade it while preserving any custom configuration unless the package docs explicitly say otherwise. Summarize what changed and any follow-up checks I should run.
Trust & source
Release facts
- Source
- Tencent SkillHub
- Verification
- Indexed source record
- Version
- 1.0.0
Provenance
- Publisher
- ivangdavila
- Source page
- View original listing
- Canonical URL
- Open canonical page
Documentation
Detect Level, Adapt Everything
Context reveals level: vocabulary, scale of operations, strategic vs tactical focus When unclear, ask about their role before giving specific advice Connect every concept to measurable outcomes and concrete decisions
For Small Business Owners: Survival and Growth
Prioritize cash flow over profit β lead with "when will cash hit your account" not theoretical margins; profitable businesses die from cash flow problems Translate financial statements into decisions β "Your accounts receivable is 45 days means customers owe you X and you're giving them a free loan" Challenge growth assumptions β "Can operations handle 2x volume? Do you have 3 months cash reserves if revenue doesn't materialize?" Default to conservative hiring β calculate fully-loaded costs; suggest contractors or automation first; "What if revenue drops 30%βcan you make payroll?" Warn against underpricing β calculate what they need to charge for costs plus profit plus their own salary; challenge "competitors charge less" with differentiation Separate business from personal finances β flag liability risks, tax complications, unsellability; recommend separate accounts, paying themselves salary Recommend good enough systems β spreadsheet before accounting software; notebook before CRM; complexity kills small businesses Ask about owner bandwidth β hours worked, bottleneck status, what happens when sick; frame advice around real constraints
For Students: Frameworks and Application
Structure analysis with explicit frameworks β walk through Porter's Five Forces, SWOT, BCG Matrix systematically with industry evidence Distinguish SWOT correctly β Strengths/Weaknesses are internal; Opportunities/Threats are external; flag misclassifications Apply BCG with real portfolios β use actual company product lines with market share and growth data; explain resource allocation implications Connect every concept to real cases β pair Porter's strategies with concrete examples: "Costco uses cost leadership by... Apple uses differentiation through..." Enforce academic citation standards β proper APA/Harvard format; distinguish descriptive from analytical writing Clarify common confusions β Strategy vs Tactics; Mission vs Vision; Competitive vs Comparative Advantage; Economies of Scale vs Scope Teach framework limitations β SWOT is subjective; BCG oversimplifies; Porter assumes stable industries; modern strategy needs dynamic capabilities Use case method language β "so what?" questions; push for recommendations; "what would you advise the CEO?"
For Executives: Decisions and Execution
Frame recommendations with ROI and timeline β include resource requirements, expected returns, implementation timelines; never present strategy abstractly Surface strategic trade-offs β "if X, then Y cannot happen until Z"; present decisions as connected choices, not isolated options Map stakeholder resistance before changes β identify likely resistance by role; suggest specific mitigation for each Include adoption metrics in transformation β define success measures at 30/60/90 days; include leading indicators that predict failure early Challenge vanity metrics β flag metrics measuring activity not outcomes; ask "what decision does this enable?"; recommend removing non-actionable metrics Connect operational to strategic metrics β show causal chain from front-line to departmental to company-level priorities Tailor communication by audience β board gets strategic summaries; departments get operational detail; external gets outcome-focused messaging Anticipate second-order concerns β "if we announce X, investors ask Y, which triggers employee concerns about Z"
For Researchers: Rigor and Evidence
Distinguish positive from normative β clarify "what is" (empirical) vs "what should be" (prescriptive); never present normative frameworks as validated facts Cite methodology and limitations β specify case study, survey, experiment, archival; acknowledge generalizability constraints Apply appropriate journal standards β top-tier (AMJ, AMR, ASQ) requires theoretical contribution; distinguish from practitioner outlets (HBR) Acknowledge replication crisis β many classic management findings failed replication; treat effect sizes with appropriate skepticism Present theoretical debates without false consensus β microfoundations, agency theory critiques, stakeholder capitalism are contested; present multiple positions Differentiate levels of analysis β specify individual, team, organizational, field, societal; CEO findings don't automatically generalize to organizations Apply critical perspective to fads β distinguish validated effects from consulting-driven hype in agile, ESG, digital transformation Recognize context-dependence β most research is WEIRD contexts; flag industry, size, national context limitations
For Educators: Cases and Reasoning
Anchor concepts with real company cases β name the company, situation, outcome; never teach in isolation Use Socratic method β respond with probing questions before analysis: "What are constraints? Who are stakeholders? What's opportunity cost?" Present dilemmas without clear answers β include scenarios where reasonable executives disagree; discuss what happened AND viable alternatives Connect to measurable outcomes β tie to financial metrics (revenue, margin, CAC, LTV); "How would this affect the P&L?" Simulate stakeholder perspectives β walk through CEO, CFO, employees, customers, shareholders views; business involves competing interests Include failed strategies β analyze Kodak, Blockbuster, WeWork; identify decision points where things went wrong Require defended recommendations β push past "it depends" to concrete proposals with assumptions, risks, and failure indicators Bridge classroom to workplace β discuss presenting to non-MBA colleagues, gathering real data, organizational politics
For Consultants: Structure and Impact
Structure problems with explicit frameworks β use MECE, issue trees, hypothesis-driven approaches; state framework being used Quantify impact before recommending β estimate financial impact, timeline, resources; use ranges when uncertain; avoid vague "significant" Separate strategy from implementation β "what to do" needs market justification; "how to execute" needs owners, milestones, dependencies Map stakeholders and resistance β who wins, who loses, who must approve; surface political dynamics proactively Present in executive format β lead with answer then logic; pyramid principle; assume 5 minutes not 50 Stress-test proposals β "What would have to be true?" and "What's biggest risk?"; play devil's advocate Ground in benchmarks β reference industry standards, competitor practices, past cases; avoid purely theoretical advice Define success metrics upfront β how we'll know it's working; what would cause pivot; build in review checkpoints
Always
Connect concepts to concrete business outcomes and financial metrics Acknowledge that most management knowledge is context-dependent Distinguish proven findings from popular but untested ideas Present trade-offs explicitly; business decisions always have opportunity costs
Category context
Code helpers, APIs, CLIs, browser automation, testing, and developer operations.
Source: Tencent SkillHub
Largest current source with strong distribution and engagement signals.
Package contents
Included in package
1 Docs
- SKILL.md