Launch and Scale Your Startup with Claude AI

<context> Startup idea: [DESCRIBE IN 2-3 SENTENCES] Target customer: [WHO HAS THIS PROBLEM] How they solve the problem today: [CURRENT ALTERNATIVES] Your unfair advantage: [WHY YOU SPECIFICALLY] Stage: [IDEA / BUILDING / LAUNCHED] </context> <task> Stress test this startup idea: 1. Problem validation: is this a real problem or a solution looking for a problem? Score the pain (1-10) 2. Market size: TAM, SAM, SOM — rough estimates with reasoning 3. Competition landscape: direct competitors, indirect competitors, and the "do nothing" competitor 4. Timing: why now? What has changed that makes this possible or necessary today 5. Business model viability: how this makes money and whether unit economics can work 6. 10 reasons this could fail: be brutally honest 7. 10 reasons this could succeed: be genuinely optimistic 8. The "mom test" questions: 5 questions to ask potential customers that reveal truth (not validation) 9. MVP definition: the smallest thing to build that tests the core assumption 10. Go/no-go verdict: honest assessment with specific conditions for proceeding I want harsh truth, not encouraging lies. Save me months by being honest now. </task>

<context> Product idea: [DESCRIBE] Target customer: [WHO] Assumptions about the customer: [LIST WHAT YOU BELIEVE IS TRUE] Stage: [PRE-MVP / POST-MVP / POST-LAUNCH] </context> <task> Create a customer discovery interview guide: 1. Interview objective: what specific assumptions are we testing (not "do people like our idea") 2. Screening criteria: how to find the RIGHT people to interview (not just anyone) 3. Interview questions (20 questions organized by topic): - Current behavior: how they solve the problem today (5 questions) - Pain points: what frustrates them about current solutions (5 questions) - Willingness to pay: how much they spend now and what they would pay (5 questions) - Feature exploration: what matters vs what is nice-to-have (5 questions) 4. Questions to NEVER ask: common mistakes that produce misleading validation 5. Observation guide: what to watch for beyond their words (hesitation, enthusiasm, body language) 6. Analysis framework: how to synthesize 10-15 interviews into actionable insights 7. Decision criteria: what responses mean "proceed" vs "pivot" vs "kill" Customer discovery is not about asking if they would use your product. It is about understanding their problem deeply enough to build the right solution. </task>

<context> Your startup: [DESCRIBE] Direct competitors: [LIST WITH BRIEF DESCRIPTIONS] Indirect competitors: [LIST] Your current advantages: [WHAT YOU THINK MAKES YOU DIFFERENT] </context> <task> Analyze competitive moats: 1. Current moat assessment: do you actually have a moat or just a head start? 2. Moat types analysis for your business: - Network effects: does the product get more valuable with more users? - Switching costs: how hard is it for customers to leave? - Data advantage: do you accumulate data that improves the product? - Brand/trust: do you have brand equity competitors cannot replicate? - Cost advantages: can you operate cheaper than competitors? - Regulatory/legal: any licensing, patents, or regulatory barriers? 3. Competitor moat assessment: what moats do THEY have? 4. Moat building plan: which moat types are realistic for your business and how to build them 5. Time to moat: how long until your advantages become defensible (not just better features) 6. Vulnerability analysis: where are you most attackable right now? 7. Moat deepening: for each existing advantage, how to make it stronger over time Features are not moats. Anyone can copy features. Moats are structural advantages that get stronger over time. </task>

<context> Product: [DESCRIBE] Target customer: [WHO] Pricing: [PRICE POINT OR RANGE] Geography: [WHERE — US, global, specific regions] Distribution: [ONLINE / OFFLINE / BOTH] </context> <task> Calculate market size using both top-down and bottom-up approaches: Top-down: 1. TAM (Total Addressable Market): the entire market if you had 100% market share 2. SAM (Serviceable Addressable Market): the segment you can actually reach 3. SOM (Serviceable Obtainable Market): realistic market share in the next 3-5 years 4. Show the math and assumptions for each level Bottom-up: 5. Number of potential customers × average revenue per customer × purchase frequency 6. Customer acquisition assumptions: channels, conversion rates, growth rate 7. 3-year revenue projection based on bottom-up model Reality check: 8. Comparable companies: what revenue did similar startups achieve at 3 and 5 years? 9. Market growth rate: is this market expanding, stable, or contracting? 10. The investor test: is this market big enough to build a venture-scale business? Investors care about market size. Customers care about problem-solution fit. Both matter. </task>

<context> Product vision: [DESCRIBE THE FULL PRODUCT YOU IMAGINE] Core value proposition: [THE ONE THING CUSTOMERS NEED MOST] Target user: [WHO WILL USE THE MVP] Technical resources: [WHAT YOU CAN BUILD — team skills, budget, timeline] Validation goal: [WHAT ASSUMPTION THE MVP NEEDS TO TEST] </context> <task> Scope the minimum viable product: 1. Feature decomposition: list every feature in your full vision 2. MoSCoW prioritization: Must have / Should have / Could have / Will not have 3. Core loop: what is the essential user action that delivers value? (The MVP is this loop and nothing else) 4. Feature elimination: for each "must have," ask: "Can I test my core assumption without this?" If yes, cut it 5. The "wizard of Oz" test: which features can be done manually before building (fake the backend) 6. MVP specification: the final feature list with basic technical requirements 7. Build timeline: realistic estimate for each feature and total development time 8. Success criteria: specific metrics that determine if the MVP validated or invalidated the hypothesis 9. What happens after MVP: if validated, the next 3 features to add; if invalidated, how to pivot The MVP is not a crappy version of the full product. It is the smallest experiment that tests your biggest assumption. </task>

<context> Company: [NAME] Stage: [PRE-SEED / SEED / SERIES A] Asking: [HOW MUCH AND WHAT FOR] Traction: [REVENUE, USERS, GROWTH RATE — whatever you have] Team: [FOUNDERS AND KEY HIRES WITH BACKGROUNDS] Previous funding: [ANY] </context> <task> Build a pitch deck outline (10-12 slides): 1. Cover: company name, one-line description, logo 2. Problem: the pain point in specific, relatable terms (not abstract) 3. Solution: what you built and how it solves the problem (demo screenshot/mockup direction) 4. Market: TAM/SAM/SOM with credible sourcing 5. Business model: how you make money, pricing, unit economics 6. Traction: the slide investors actually care about — metrics, growth rate, milestones 7. Competition: positioning map showing why you win (not a feature checklist) 8. Team: why this team is uniquely qualified to solve this problem 9. Go-to-market: how you acquire customers and what the CAC/LTV looks like 10. Financials: 3-year projection, key assumptions, burn rate 11. The ask: how much, what it funds, what milestones it reaches 12. Vision: where this goes in 5-10 years (end on the big dream) For each slide: the key message (one sentence), supporting data points, and what NOT to include. </task>

<context> Company: [NAME AND DESCRIPTION] Stage: [STAGE] Metrics: [KEY NUMBERS] Weaknesses: [HONEST ASSESSMENT OF WHAT INVESTORS WILL QUESTION] Competition: [MAIN COMPETITORS] Burn rate: [MONTHLY BURN] </context> <task> Prepare for investor Q&A: 1. Generate the 30 most common investor questions for my stage, organized by category: - Market and opportunity (6 questions) - Product and technology (6 questions) - Business model and unit economics (6 questions) - Team and execution (6 questions) - Competition and differentiation (3 questions) - Fundraise specifics (3 questions) 2. For each question: a concise, confident answer (under 60 seconds spoken) 3. The 5 hardest questions specific to MY company's weaknesses — with honest, non-defensive answers 4. Bridge techniques: how to redirect from weak areas to strong areas without being evasive 5. Questions to ask investors: 5 questions that show sophistication and help me evaluate them 6. Red flag responses: answers that make investors lose interest (so I can avoid them) The Q&A often matters more than the pitch. Investors invest in founders who think clearly under pressure. </task>

<context> Business model: [SAAS / MARKETPLACE / ECOMMERCE / AD-SUPPORTED / OTHER] Current revenue: [AMOUNT OR PRE-REVENUE] Pricing: [MODEL AND AMOUNTS] Current customers: [NUMBER] Growth rate: [MONTHLY/ANNUAL] Main cost categories: [LIST] Burn rate: [MONTHLY] </context> <task> Build a financial model framework: 1. Revenue model: detailed assumptions for each revenue stream - New customer acquisition rate (monthly) - Churn rate (monthly) - Average revenue per customer - Expansion revenue from existing customers 2. Cost model: - COGS / cost of revenue - Customer acquisition cost (CAC) by channel - Team costs (current and planned hires) - Infrastructure and tools - G&A overhead 3. Unit economics: - CAC, LTV, LTV/CAC ratio, payback period - Gross margin, contribution margin 4. 3-year monthly projection: revenue, costs, cash flow, headcount 5. Key assumptions: list every assumption and flag which ones investors will challenge 6. Sensitivity analysis: how results change if growth is 50% slower or CAC is 50% higher 7. Fundraise runway: at current burn, how long does the money last Provide the framework structure and formulas. I will plug in my actual numbers. </task>

<context> Company: [DESCRIBE] Stage: [PRE-SEED / SEED / SERIES A] Amount needed: [HOW MUCH] Timeline: [WHEN YOU NEED THE MONEY] Current investors: [ANY EXISTING] Location: [WHERE YOU ARE BASED] Network: [YOUR INVESTOR CONNECTIONS — strong / weak / none] </context> <task> Create a fundraising strategy: 1. Readiness assessment: are you ready to raise? Check: traction, team, market, timing 2. Investor targeting: profile of ideal investor (stage focus, sector, check size, value-add) 3. Pipeline building: how to identify and reach 50-100 potential investors 4. Warm intro strategy: how to get introductions (the only reliable way to get meetings) 5. Outreach sequence: cold email template, follow-up cadence, LinkedIn approach 6. Meeting preparation: what to prepare for the first call, partner meeting, and diligence 7. Timeline and process: how long fundraising takes at each stage and how to manage the process 8. BATNA: what to do if fundraising takes longer than expected (bridge, revenue, reduce burn) 9. Term sheet evaluation: key terms to negotiate and terms to accept 10. Closing: how to create urgency without desperation Fundraising is a sales process. Treat it like one: pipeline, qualification, conversion, close. </task>

<context> Company: [NAME] Stage: [STAGE] Revenue: [ANNUAL OR MRR] Growth rate: [PERCENTAGE] Comparable companies: [IF KNOWN] Previous valuation: [IF ANY] Amount raising: [TARGET] </context> <task> Prepare for valuation discussions: 1. Valuation methods appropriate for my stage: - Pre-revenue: comparable deals, team quality, market size - Early revenue: revenue multiples, growth rate premium - Growth stage: ARR multiples, growth-adjusted comparables 2. Comparable analysis: similar companies at similar stages and their valuations 3. Revenue multiple range: what multiple my growth rate and market justify 4. Dilution math: how much of the company I am giving up at different valuations 5. Negotiation range: my target valuation, walk-away floor, and ideal outcome 6. Investor perspective: what valuation makes the math work for THEIR return expectations 7. Pre-money vs post-money: clear explanation and implications 8. Anti-dilution and other terms that affect effective valuation Valuation is not about what your company is worth today. It is about what both sides believe it will be worth in 5-10 years. </task>

<context> Product: [DESCRIBE] Target customer: [DESCRIBE IN DETAIL] Pricing: [MODEL AND PRICE] Current traction: [DESCRIBE] Budget for GTM: [AMOUNT] Team: [WHO IS AVAILABLE FOR GTM] Timeline: [WHEN TO LAUNCH OR SCALE] </context> <task> Design a go-to-market strategy: 1. ICP (Ideal Customer Profile): ultra-specific description of the first 100 customers 2. Acquisition channels ranked by: - Expected CAC for each channel - Time to results (immediate vs slow-build) - Scalability ceiling 3. Channel-market fit: which channels reach my specific ICP most efficiently 4. Launch plan: - Pre-launch: building audience, waitlist, beta testers - Launch week: specific daily actions - Post-launch: first 30 days of customer acquisition 5. Sales vs self-serve: which model fits my product and price point 6. Pricing strategy: launch pricing, early adopter offers, pricing psychology 7. Retention from day 1: what happens after signup to ensure customers stay 8. Metrics dashboard: 5 numbers to track daily during launch 9. 90-day GTM calendar: week-by-week activities and milestones The best go-to-market strategy is one that gets you to 100 paying customers as fast as possible. </task>

<context> Product: [DESCRIBE] Target customer: [DESCRIBE] Competitor pricing: [LIST COMPETITORS AND THEIR PRICES] Value delivered: [WHAT CUSTOMER GAINS — TIME SAVED, REVENUE GAINED, COST REDUCED] Current pricing: [IF ANY] Business model: [SAAS / USAGE / ONE-TIME / FREEMIUM] </context> <task> Build a pricing strategy: 1. Value quantification: calculate the actual dollar value your product creates for customers 2. Pricing model comparison: subscription vs usage vs one-time vs hybrid — best for your product 3. Price anchoring: what price anchors exist (competitor pricing, alternative costs, value delivered) 4. Tier structure: 2-4 tiers with features, limits, and target customer for each 5. Free tier decision: freemium vs free trial vs no free — analysis for your situation 6. Pricing psychology: specific tactics (charm pricing, annual discount, enterprise "contact us") 7. Launch pricing: should you launch low and raise, or start at target price? 8. Price sensitivity estimation: how sensitive is your market to price changes 9. Revenue modeling: projected revenue at different price points and conversion rates 10. Price change communication: how to raise prices later without losing customers Pricing is the most important lever in your business. A 10% price increase goes straight to the bottom line. </task>

<context> Startup: [DESCRIBE] Target audience: [DESCRIBE] Buyer journey: [HOW DO CUSTOMERS FIND AND EVALUATE SOLUTIONS] Content resources: [WHO WILL CREATE CONTENT AND HOW MUCH TIME] Current content: [WHAT EXISTS] Goal: [SEO TRAFFIC / THOUGHT LEADERSHIP / LEAD GEN / COMMUNITY] </context> <task> Create a content marketing playbook: 1. Content-market fit: what content does my audience actually consume and where? 2. Keyword strategy: 20 keywords prioritized by search volume, competition, and buyer intent 3. Content pillars: 4-5 topic clusters that establish expertise and drive organic traffic 4. Content calendar: 12 weeks of specific content pieces with titles, formats, and keywords 5. Distribution plan: where and how to promote each piece beyond "post and pray" 6. Funnel mapping: which content serves awareness, consideration, and decision stages 7. Lead capture: how to convert readers into leads (without annoying gated content for everything) 8. Repurposing system: how to turn one piece of content into 5-10 pieces across channels 9. Measurement: which metrics to track at each funnel stage 10. Scaling: how the content engine grows as the team grows Content marketing compounds. Month 1 feels like nothing. Month 12 is an unstoppable organic traffic engine. </task>

<context> Startup: [DESCRIBE] Target customer overlap: [COMPANIES/PRODUCTS WITH THE SAME CUSTOMER] Current distribution channels: [DESCRIBE] Partnership experience: [NONE / SOME / EXPERIENCED] What you can offer partners: [VALUE YOU BRING] </context> <task> Design a partnership strategy: 1. Partner identification: 3 categories of potential partners: - Complementary products (non-competing, same customer) - Channel partners (distribution access you lack) - Technology partners (integrations that add value) 2. For each category, list 5-10 specific companies 3. Value proposition for partners: what is in it for THEM (not just you) 4. Partnership models: referral, co-marketing, integration, reseller, white-label — which fits 5. Outreach strategy: how to get initial meetings with partnership teams 6. Partnership proposal template: structure for a compelling partnership pitch 7. Success metrics: how both sides measure whether the partnership works 8. Partnership management: how to maintain and grow relationships over time 9. Warning signs: when a partnership is not working and how to exit gracefully Partnership is the startup cheat code for distribution — but only if you lead with their value, not yours. </task>

<context> Product: [DESCRIBE] User type: [TECHNICAL / NON-TECHNICAL / MIXED] Current onboarding: [DESCRIBE OR "none"] Time-to-value: [HOW LONG UNTIL USER GETS VALUE] Churn: [WHEN DO USERS TYPICALLY LEAVE] Setup complexity: [SIMPLE / MODERATE / COMPLEX] </context> <task> Design a customer onboarding experience: 1. Aha moment identification: what specific action = the user "gets it"? 2. Time-to-aha: how quickly can we get a new user to that moment? 3. Onboarding flow: - First 5 minutes: immediate win or setup progress - First day: core value experienced - First week: habit formed - First month: fully activated 4. Guided vs self-serve: for each user type, the right level of hand-holding 5. Email sequence: 5-7 onboarding emails timed to user behavior triggers 6. In-app guidance: tooltips, checklists, and empty states that educate without annoying 7. Success metrics: activation rate, time-to-value, onboarding completion rate 8. Failure recovery: what to do when a user stalls during onboarding 9. Onboarding for different personas: how the flow adapts for different user types Onboarding is the highest-leverage work in any startup. A user who does not activate never becomes a customer. </task>