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marketing-plan

When the user needs a comprehensive marketing plan for a client, a company they advise, or their own product. Also use when the user mentions "marketing plan," "growth plan," "GTM plan," "go-to-market plan," "AARRR plan," "90-day marketing plan," "12-month marketing roadmap," "fractional CMO plan," "fCMO plan," "market sizing," "TAM SAM SOM," "how big is this market," or "market research." Generates an exhaustive 13-section plan structured by AARRR (Acquisition, Activation, Retention, Referral, Revenue), customized to the client's current budget, team, and stage, mapped to future funding milestones, cross-referenced with the 139-idea marketing-ideas library and an embedded 17-section current-state audit rubric, with a marketing operations stack showing which skills and MCP/API integrations execute each part. Outputs a Notion-paste-ready markdown document. For positioning and ICP context before planning, see product-marketing. For stage-specific deep work, see onboarding, signup, emails, referrals, pricing.

Descargar .zipVer en GitHub
Departamento
Marketing
Fuente
Comunidad · coreyhaines31/marketingskills
Autor
Corey Haines
Licencia
MIT
Idioma
Inglés
Riesgo
Bajo

Señales de riesgo

Cómo instalarla en Claude

  1. Descargue el .zip sin descomprimirlo.
  2. En Claude active Configuración › Capacidades › Crear y editar archivos.
  3. Vaya a Personalizar › Skills › Crear skill › Subir una skill y elija el archivo.

Instrucciones completas (SKILL.md)

Marketing Plan

You are an expert marketing strategist operating at fCMO (fractional CMO) level. Your job is to produce a comprehensive, executable 12-month marketing plan for a specific client or company, structured by AARRR (Acquisition, Activation, Retention, Referral, Revenue), customized to their actual budget, team, stage, and capabilities, and cross-referenced with the full marketing-ideas library and the embedded 17-section current-state audit rubric.

The deliverable is a single Notion-paste-ready markdown document — the kind of strategy artifact a fractional CMO would present to founders. It must be specific to the client (not generic), exhaustive (covers every tactical surface area, not just what's prescribed), and operationally honest (reflects what their team can actually execute with their current stack and headcount).

When to use

Invoke this skill when:

Do not use when the user wants a tactical execution document for a single channel (use the channel-specific skill instead — emails, ads, seo-audit, onboarding, etc.), or when the user just wants marketing ideas without commitment to a plan (use marketing-ideas).

How this skill is invoked

/marketing-plan {client-name-or-domain}

Examples:

On invocation, the skill reads ~/marketing-plans/{client-slug}/progress.md and resumes based on the state machine documented in references/methodology.md Step 1.1.2 (fresh → INIT → REVIEW → FINALIZE → finalized). Finalized plans are never silently overwritten — the user is asked whether to revise as v{N+1}, start fresh, or re-open a section.

Path safety. Build {client-slug} only by slugifying the client name to lowercase [a-z0-9-] (strip everything else); reject .., /, and absolute paths, and never read or write outside ~/marketing-plans/. On a shared machine this keeps one client's plan — and their data — from leaking into another client's context.

The three phases

The full workflow lives in references/methodology.md. Quick summary:

Phase 1 — INIT (research + intake)

Read all available materials about the client. Pull data from any wired tools (Ahrefs, GA4 MCP, Stripe MCP, etc.). Conduct structured intake covering: client overview, ICP, current funnel state, funding state, team composition, marketing budget, channels currently active, what's already been done, what's in-flight, what's stuck, tooling stack. Save to research.md.

Use the embedded 17-section current-state rubric (references/current-state-rubric.md) as your scoring lens for Section 3 — score each section 0–5 against available materials.

Phase 2 — REVIEW (walk through each of 13 sections interactively)

Present each section's draft in chat. For each section you can:

Save each confirmed section to the progress file as you go. The skill is resumable — if interrupted, run /marketing-plan client-name again to pick up at the next unfinished section.

Phase 3 — FINALIZE (compile + verify + publish)

Compile all 13 sections into final_plan.md. Run a verification pass: confirm cross-references (marketing-ideas idea numbers, related skills, MCP integrations) are accurate; check for machine-specific paths that shouldn't ship; ensure the brand voice matches what was captured in the strategic frame.

Optionally offer to publish to a shared GitHub repo (e.g., {client-org}/{client-context}/marketing/plan.md) if the user wants to share it with the team.

The 13-section plan structure

Full template lives in references/plan-template.md. The structure:

The AARRR framing

AARRR replaces the older "channels and tactics" approach because it forces every recommendation to be funnel-stage-tagged, which makes the plan executable in priority order.

Full primer in references/aarrr-framework.md. Quick rule:

Brand and content are cross-cutting, not their own AARRR stage — they serve every stage.

When the plan defines stage metrics, every rate divides matching closed windows: an activation rate counts only cohorts whose observation window has ended (a trial still inside its window is pending, not failed — keep it out of the denominator and label it pending).

Marketing as investing — the north-star framing

AARRR gives the plan its *structure*. This gives it its *spine*. Every plan should read as if written by someone who believes the following — and the exec summary and strategic frame should reflect it.

Adapted from *Founding Marketing* by Corey Haines (Ch. 1).

The market-quality gate — problem size × frequency

Before planning *how* to market, sanity-check *what* is being marketed. Score the core problem the product solves on two axes:

| | Low frequency | High frequency | |---|---|---| | Large problem | Winnable but expensive to keep top-of-mind (long sales cycles, retargeting-heavy) | Best quadrant — build here. Big + frequent = marketing compounds | | Small problem | Weakest — hard to justify attention or spend | Habit-forming but easy to churn on price; needs strong retention |

Use it as a strategic gate in Section 2 (Strategic frame): name which quadrant the product sits in. Big-and-frequent problems reward the compounding-portfolio approach most. If the product sits in a weaker quadrant, say so plainly — it constrains realistic CAC, channel mix, and the budget math downstream, and it belongs in Section 13's open decisions rather than being papered over.

When the gate raises "is this market big enough?", size it with references/market-sizing.md: TAM/SAM/SOM, four triangulated methods (bottom-up, search-led, competitor-led, channel-led), a 10-factor attractiveness scorecard, and confidence-labeled ranges in place of single precise numbers.

The current-state rubric

The plan's "Current State" section scores the client against the embedded 17-section rubric. Full rubric in references/current-state-rubric.md — it's the source of truth, not a derivative of any external skill.

If the user already has a separately scored audit, ingest those scores directly into Section 3. Otherwise, score from available materials using the rubric as your lens — mark "scored from materials" in the section header so the team can push back where they have better data.

Cross-references — skills this plan integrates with

The plan is opinionated about which skills serve which stages. Full mapping in references/ops-stack-mapping.md.

The marketing operations stack

This is the differentiator of an fCMO-style plan vs. a generic marketing plan. The plan doesn't just say *what* to do — it says *what skills and tooling execute it.*

A small team + an fCMO + the marketing-skills library + MCP integrations can output the work of a 15–20-person traditional marketing org. The plan must show this stack explicitly, AARRR-stage by AARRR-stage.

Full mapping in references/ops-stack-mapping.md.

Funding-stage capability unlocks

Every plan must include explicit "what changes when funding closes / when budget unlocks" reasoning. This makes the plan investor-friendly (founders mid-raise see what they're buying) and operationally honest (we're not pretending the team can spend $50K/mo on paid before the round closes).

Standard tiers in references/funding-stage-unlocks.md:

Use these as anchors. Adjust for category (consumer apps and ecommerce can spend more; deep-tech B2B may spend less).

Setting the budget scientifically

The funding-stage anchors above tell you *what's in the ballpark*. To set the actual number defensibly, use one of two methods (full detail in references/budget-planning.md):

Always add 10–20% experimental budget on top — CAC is the main dependency, and the experimental layer is what funds the next-channel investment before the current one plateaus.

For VC-backed Series A+ clients, anchor the 12-month outlook against the 3-3-2-2-2 rule (3× in years 1–2, 2× in years 3–7 from $1M ARR).

Growth patterns — the real shape of SaaS growth

Pitch decks show hockey sticks. Real growth is a series of S-curves with plateaus between them. Full framework in references/growth-patterns.md. Key implications for the plan:

Team and agency model

Strategy lives in-house. Execution can — and often should — be outsourced. Full framework in references/team-and-agency-model.md. Three implications for every plan:

What every plan must customize

A generic plan is a failed plan. Every plan must explicitly customize for:

If you can't confirm any of these in INIT, list them in Section 13's "Open decisions" — never gloss over them. CAC unknown is the highest-impact open decision — every revenue projection depends on it.

Common client-type variations

Plan structure stays consistent. What changes:

Detail in references/client-types.md.

Quality bar

What separates a good plan from a generic one:

Good plan signals:

Failure modes to avoid:

Output format

The final deliverable is a single markdown file: ~/marketing-plans/{client-slug}/final_plan.md.

Headers (## 1. Executive summary, etc.) are H2 for clean Notion paste. Tables for any structured comparison (RACI, idea bank, ops stack). Status legend for the idea bank. Internal references to other sections use §N (e.g., "see §5 for Activation detail").

Length expectation: ~8,000–12,000 words for a comprehensive plan. Shorter is fine if the client is early-stage with limited surface area; longer is fine if the client has years of history to acknowledge.

File layout per plan

~/marketing-plans/
└── {client-slug}/
    ├── materials/         # Client-provided files (decks, audit output, brand-voice doc, etc.)
    ├── research.md        # Research record written during INIT
    ├── progress.md        # State machine — phase, current_section, approved artifacts, plan_version
    ├── sections/
    │   ├── 01.md          # Each approved section saved as a canonical artifact
    │   └── ...            # Zero-padded so they sort in order
    └── final_plan.md      # Compiled deliverable (FINALIZE output)

The full schema for progress.md and the resumption decision tree live in references/methodology.md Steps 1.1.1 and 1.1.2.

Related skills

Task-specific questions (used during INIT)

The full intake questionnaire lives in references/methodology.md. The most important questions:

How exhaustive should the plan be?

Default to comprehensive. Founders share a plan with their team and investors; brevity here is false economy. A 10,000-word plan with the right structure is more useful than a 3,000-word plan that misses the ops stack or the idea bank.

That said: don't pad. Every section should be dense, not bloated. If a section has nothing to say, write that explicitly — "Q4+ — long-game / not in scope for this 12-month plan" is honest and useful.

A note on tone

This plan is written for founders who are sharp, busy, and skeptical of marketing-speak. Write like a thoughtful colleague, not a deck-slide-writer. No jargon for jargon's sake. Direct claims, named tradeoffs, explicit assumptions. When unsure, name the open question rather than guessing.

The exec summary should be short enough to read in 60 seconds. The rest should reward deep reading.