{ "schemaVersion": "1.0", "item": { "slug": "business-plan", "name": "Business Plan", "source": "tencent", "type": "skill", "category": "内容创作", "sourceUrl": "https://clawhub.ai/JK-0001/business-plan", "canonicalUrl": "https://clawhub.ai/JK-0001/business-plan", "targetPlatform": "OpenClaw" }, "install": { "downloadMode": "redirect", "downloadUrl": "/downloads/business-plan", "sourceDownloadUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=business-plan", "sourcePlatform": "tencent", "targetPlatform": "OpenClaw", "installMethod": "Manual import", "extraction": "Extract archive", "prerequisites": [ "OpenClaw" ], "packageFormat": "ZIP package", "includedAssets": [ "SKILL.md" ], "primaryDoc": "SKILL.md", "quickSetup": [ "Download the package from Yavira.", "Extract the archive and review SKILL.md first.", "Import or place the package into your OpenClaw setup." ], "agentAssist": { "summary": "Hand the extracted package to your coding agent with a concrete install brief instead of figuring it out manually.", "steps": [ "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." ], "prompts": [ { "label": "New install", "body": "I downloaded a skill package from Yavira. 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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." }, { "label": "Upgrade existing", "body": "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." } ] }, "documentation": { "source": "clawhub", "primaryDoc": "SKILL.md", "sections": [ { "title": "Overview", "body": "A business plan is not a static document you write once and file away. For solopreneurs, it is a living strategy document — a forcing function that makes you think clearly about your business and a reference you update as reality proves or disproves your assumptions. This playbook builds it section by section, in the order that makes each section easier to write because the previous one is already done." }, { "title": "Section 1: Executive Summary (Write This LAST)", "body": "Even though it appears first, write this after everything else is done. It is a 1-page distillation of the entire plan.\n\nInclude exactly these five elements:\n\nWhat the business does (one sentence)\nThe problem it solves and for whom (two sentences max)\nThe solution and why it's different (two sentences)\nThe market opportunity (one sentence with a number — market size)\nWhat you need / what you're asking for (one sentence — funding amount, partnership, or simply your own plan of action)\n\nRule: If someone reads only the executive summary, they should understand the entire business. If they want details, the rest of the plan delivers them." }, { "title": "Section 2: Company Overview", "body": "Brief, factual, no fluff.\n\nBusiness name and legal structure (sole proprietorship, LLC, etc. — or planned structure)\nWhat stage you're at: Idea / Pre-revenue / Early revenue / Growing\nMission statement (pull from your brand foundations)\nLocation and operational model (remote, local, hybrid)\nFounding date or planned launch date" }, { "title": "Section 3: Problem and Solution", "body": "This is the heart of the plan. If this section is weak, everything after it is built on sand.\n\n3.1 The Problem\n\nDescribe the specific problem with concrete detail. Who feels it? When? How often? What does it cost them (time, money, stress)?\nBack it up with evidence: customer discovery quotes, forum posts, market data. Not just your opinion.\nQuantify the pain wherever possible: \"Freelancers in this space spend an average of 6 hours/week on [X], costing them ~$15K/year in lost billable time.\"\n\n3.2 The Solution\n\nDescribe what your product or service does. Be specific about the user experience — not just features, but what happens from the customer's perspective.\nExplain the \"before and after.\" Before: the painful status quo. After: what life looks like with your solution.\nIdentify your core innovation or insight — the non-obvious thing that makes your solution work where others have failed.\n\n3.3 Why Now\n\nWhat has changed (in technology, regulation, market behavior, or customer expectations) that makes this the right time to build this?\nThis is important: investors and partners want to know why this hasn't been done before and why now is different." }, { "title": "Section 4: Market Analysis", "body": "Pull directly from your market-research skill output. Summarize into:\n\nMarket size: TAM, SAM, SOM with sources and methodology\nMarket trends: Top 3 trends affecting this space and how they impact your opportunity\nCustomer segments: Your 1-2 primary personas with key characteristics\nTarget segment size: How many of your specific target customers exist and how reachable they are\n\nKeep this section data-driven. Every claim should have a source or a clear methodology behind it." }, { "title": "Section 5: Competitive Landscape", "body": "Pull from your competitive-analysis skill output. Include:\n\nA comparison matrix of top 3-5 competitors across the dimensions that matter most\nYour competitive wedge — the specific position you occupy that competitors don't\nTable stakes you match (things you must do as well as everyone else)\nGaps you fill (things competitors miss that you solve)\nHonest assessment of competitor strengths — pretending they're weak makes your plan less credible, not more" }, { "title": "Section 6: Business and Revenue Model", "body": "Pull from your business-model-canvas output. Translate into narrative form:\n\nHow customers find you (channels and acquisition strategy)\nHow they buy (sales flow: discovery → evaluation → purchase)\nRevenue streams (what you charge, how, and at what price points)\nRevenue projections for Year 1 (monthly) and Years 2-3 (quarterly). Be conservative. Use bottom-up math: \"If I acquire X customers per month at Y price, revenue = Z.\"\nUnit economics: CAC, LTV, payback period (even if estimated)" }, { "title": "Section 7: Operations Plan", "body": "How does the business actually run day-to-day?\n\nProduct/service delivery: What does fulfillment look like? How does a customer go from purchase to outcome?\nTechnology stack: What tools, platforms, or infrastructure do you use or plan to use?\nKey processes: The 3-5 recurring processes that keep the business running (e.g., onboarding new customers, generating invoices, publishing content)\nAutomation plan: Which of these processes can be automated, and with what tools?\nOutsourcing plan: Which tasks will you eventually delegate, and what's the trigger (revenue level, time constraint)?" }, { "title": "Section 8: Marketing and Sales Plan", "body": "Positioning: Your positioning statement (from positioning-strategy)\nMarketing channels: Which 2-3 channels you'll focus on first and why\nContent strategy: What content you'll create and how often\nSales approach: How you close deals — direct outreach, inbound, self-serve checkout, etc.\nCustomer acquisition targets: How many customers you need per month to hit revenue goals\nCustomer acquisition cost budget: How much you'll spend per acquired customer" }, { "title": "Section 9: Financial Projections", "body": "Build a simple but honest financial model:\n\nMonthly for Year 1, quarterly for Years 2-3:\n\nRevenue (customers × price)\nCost of goods / delivery\nMarketing spend\nTools and infrastructure costs\nContractor costs (if any)\nGross profit\nNet profit (or loss)\n\nKey thresholds to calculate:\n\nBreak-even point: What revenue level covers all costs?\nRunway: If you're investing personal savings, how many months can you sustain at current burn before hitting break-even?\nCash flow timing: Are there months where expenses spike (launch, seasonal)?\n\nHonesty rule: Projections are guesses. Label them as such. Include a \"conservative\" and an \"optimistic\" scenario. The conservative scenario should still be a viable business." }, { "title": "Section 10: Risk Assessment", "body": "Every business has risks. Identifying them doesn't make them go away — it lets you plan around them.\n\nFor each risk, write:\n\nWhat the risk is\nHow likely it is (Low / Medium / High)\nHow bad it would be if it happened (Low / Medium / High)\nYour mitigation plan (what you'll do to reduce probability or impact)\n\nCommon solopreneur risks to cover:\n\nSingle-person dependency (you get sick, burn out, or want to take time off)\nPlatform/API dependency (a tool you rely on changes terms or shuts down)\nCustomer concentration (too much revenue from one client)\nMarket timing (too early or too late)\nPricing risk (customers won't pay what you planned)\nCompetition risk (a well-funded player enters your niche)" }, { "title": "Plan Maintenance Rules", "body": "Update monthly during the first 6 months. Reality will differ from your plan constantly.\nMark assumptions clearly. Highlight every assumption in the plan. When reality proves one right or wrong, update it and note what changed.\nVersion it. Keep old versions. Comparing your plan from 3 months ago to today is one of the best ways to learn and improve your forecasting.\nShare it. Show it to 2-3 trusted people (advisors, fellow founders, mentors). Outside eyes catch blind spots." } ], "body": "Business Plan\nOverview\n\nA business plan is not a static document you write once and file away. For solopreneurs, it is a living strategy document — a forcing function that makes you think clearly about your business and a reference you update as reality proves or disproves your assumptions. This playbook builds it section by section, in the order that makes each section easier to write because the previous one is already done.\n\nSection 1: Executive Summary (Write This LAST)\n\nEven though it appears first, write this after everything else is done. It is a 1-page distillation of the entire plan.\n\nInclude exactly these five elements:\n\nWhat the business does (one sentence)\nThe problem it solves and for whom (two sentences max)\nThe solution and why it's different (two sentences)\nThe market opportunity (one sentence with a number — market size)\nWhat you need / what you're asking for (one sentence — funding amount, partnership, or simply your own plan of action)\n\nRule: If someone reads only the executive summary, they should understand the entire business. If they want details, the rest of the plan delivers them.\n\nSection 2: Company Overview\n\nBrief, factual, no fluff.\n\nBusiness name and legal structure (sole proprietorship, LLC, etc. — or planned structure)\nWhat stage you're at: Idea / Pre-revenue / Early revenue / Growing\nMission statement (pull from your brand foundations)\nLocation and operational model (remote, local, hybrid)\nFounding date or planned launch date\nSection 3: Problem and Solution\n\nThis is the heart of the plan. If this section is weak, everything after it is built on sand.\n\n3.1 The Problem\n\nDescribe the specific problem with concrete detail. Who feels it? When? How often? What does it cost them (time, money, stress)?\nBack it up with evidence: customer discovery quotes, forum posts, market data. Not just your opinion.\nQuantify the pain wherever possible: \"Freelancers in this space spend an average of 6 hours/week on [X], costing them ~$15K/year in lost billable time.\"\n\n3.2 The Solution\n\nDescribe what your product or service does. Be specific about the user experience — not just features, but what happens from the customer's perspective.\nExplain the \"before and after.\" Before: the painful status quo. After: what life looks like with your solution.\nIdentify your core innovation or insight — the non-obvious thing that makes your solution work where others have failed.\n\n3.3 Why Now\n\nWhat has changed (in technology, regulation, market behavior, or customer expectations) that makes this the right time to build this?\nThis is important: investors and partners want to know why this hasn't been done before and why now is different.\nSection 4: Market Analysis\n\nPull directly from your market-research skill output. Summarize into:\n\nMarket size: TAM, SAM, SOM with sources and methodology\nMarket trends: Top 3 trends affecting this space and how they impact your opportunity\nCustomer segments: Your 1-2 primary personas with key characteristics\nTarget segment size: How many of your specific target customers exist and how reachable they are\n\nKeep this section data-driven. Every claim should have a source or a clear methodology behind it.\n\nSection 5: Competitive Landscape\n\nPull from your competitive-analysis skill output. Include:\n\nA comparison matrix of top 3-5 competitors across the dimensions that matter most\nYour competitive wedge — the specific position you occupy that competitors don't\nTable stakes you match (things you must do as well as everyone else)\nGaps you fill (things competitors miss that you solve)\nHonest assessment of competitor strengths — pretending they're weak makes your plan less credible, not more\nSection 6: Business and Revenue Model\n\nPull from your business-model-canvas output. Translate into narrative form:\n\nHow customers find you (channels and acquisition strategy)\nHow they buy (sales flow: discovery → evaluation → purchase)\nRevenue streams (what you charge, how, and at what price points)\nRevenue projections for Year 1 (monthly) and Years 2-3 (quarterly). Be conservative. Use bottom-up math: \"If I acquire X customers per month at Y price, revenue = Z.\"\nUnit economics: CAC, LTV, payback period (even if estimated)\nSection 7: Operations Plan\n\nHow does the business actually run day-to-day?\n\nProduct/service delivery: What does fulfillment look like? How does a customer go from purchase to outcome?\nTechnology stack: What tools, platforms, or infrastructure do you use or plan to use?\nKey processes: The 3-5 recurring processes that keep the business running (e.g., onboarding new customers, generating invoices, publishing content)\nAutomation plan: Which of these processes can be automated, and with what tools?\nOutsourcing plan: Which tasks will you eventually delegate, and what's the trigger (revenue level, time constraint)?\nSection 8: Marketing and Sales Plan\nPositioning: Your positioning statement (from positioning-strategy)\nMarketing channels: Which 2-3 channels you'll focus on first and why\nContent strategy: What content you'll create and how often\nSales approach: How you close deals — direct outreach, inbound, self-serve checkout, etc.\nCustomer acquisition targets: How many customers you need per month to hit revenue goals\nCustomer acquisition cost budget: How much you'll spend per acquired customer\nSection 9: Financial Projections\n\nBuild a simple but honest financial model:\n\nMonthly for Year 1, quarterly for Years 2-3:\n\nRevenue (customers × price)\nCost of goods / delivery\nMarketing spend\nTools and infrastructure costs\nContractor costs (if any)\nGross profit\nNet profit (or loss)\n\nKey thresholds to calculate:\n\nBreak-even point: What revenue level covers all costs?\nRunway: If you're investing personal savings, how many months can you sustain at current burn before hitting break-even?\nCash flow timing: Are there months where expenses spike (launch, seasonal)?\n\nHonesty rule: Projections are guesses. Label them as such. Include a \"conservative\" and an \"optimistic\" scenario. The conservative scenario should still be a viable business.\n\nSection 10: Risk Assessment\n\nEvery business has risks. Identifying them doesn't make them go away — it lets you plan around them.\n\nFor each risk, write:\n\nWhat the risk is\nHow likely it is (Low / Medium / High)\nHow bad it would be if it happened (Low / Medium / High)\nYour mitigation plan (what you'll do to reduce probability or impact)\n\nCommon solopreneur risks to cover:\n\nSingle-person dependency (you get sick, burn out, or want to take time off)\nPlatform/API dependency (a tool you rely on changes terms or shuts down)\nCustomer concentration (too much revenue from one client)\nMarket timing (too early or too late)\nPricing risk (customers won't pay what you planned)\nCompetition risk (a well-funded player enters your niche)\nPlan Maintenance Rules\nUpdate monthly during the first 6 months. Reality will differ from your plan constantly.\nMark assumptions clearly. Highlight every assumption in the plan. When reality proves one right or wrong, update it and note what changed.\nVersion it. Keep old versions. Comparing your plan from 3 months ago to today is one of the best ways to learn and improve your forecasting.\nShare it. Show it to 2-3 trusted people (advisors, fellow founders, mentors). Outside eyes catch blind spots." }, "trust": { "sourceLabel": "tencent", "provenanceUrl": "https://clawhub.ai/JK-0001/business-plan", "publisherUrl": "https://clawhub.ai/JK-0001/business-plan", "owner": "JK-0001", "version": "0.1.0", "license": null, "verificationStatus": "Indexed source record" }, "links": { "detailUrl": "https://openagent3.xyz/skills/business-plan", "downloadUrl": "https://openagent3.xyz/downloads/business-plan", "agentUrl": "https://openagent3.xyz/skills/business-plan/agent", "manifestUrl": "https://openagent3.xyz/skills/business-plan/agent.json", "briefUrl": "https://openagent3.xyz/skills/business-plan/agent.md" } }