diff --git a/ARCHITECTURE.md b/ARCHITECTURE.md index 246ba74..ee4d247 100644 --- a/ARCHITECTURE.md +++ b/ARCHITECTURE.md @@ -50,6 +50,11 @@ All positioning skills load: - positioning/{source brand} - brand-voice/{source brand} + strategy/program-brief + - foundation/marketing-os + - marketing-science/measurement + - positioning/{relevant brand} + ## Craft ### Core craft (not channel-specific) @@ -189,3 +194,9 @@ Each tier orchestrates a specific set of craft skills: marketing-science/brand-equity - foundation/marketing-os (theoretical skill, anchored in Aaker/Keller/etc.) + + marketing-science/measurement + - foundation/marketing-os + - marketing-science/brand-equity + (subscriber acquisition, cohorts, fame, authority, decision gates, and + compounding from results) diff --git a/README.md b/README.md index d34d361..95753fb 100644 --- a/README.md +++ b/README.md @@ -2,7 +2,8 @@ A skills repository for Every's marketing OS. Each skill is a structured prompt module designed to be loaded into Plus One (or any Claude-based workflow) for a specific marketing task. -This repo is **scaffolding only** — stubs will be populated as the corresponding brand docs and frameworks are completed. +The repo combines active operating skills with scaffolding that is populated as Every's +brand documents, measurement systems, and channel strategies are finalized. ## Taxonomy @@ -11,10 +12,10 @@ The repository is organized into seven top-level folders: 1. **foundation/** — The Marketing OS, the operating system underlying all skills 2. **brand-voice/** — Voice guides for Every's master brand and each sub-brand (Cora, Spiral, Monologue, Plus One, Proof, Sparkle) 3. **positioning/** — Positioning frameworks for Every master and each sub-brand -4. **strategy/** — Higher-order strategy skills (messaging architecture, one-pagers) that compose voice and positioning +4. **strategy/** — Higher-order strategy skills (messaging architecture, program briefs, one-pagers) that compose voice, positioning, and measurement 5. **craft/** — Execution-level skills for specific deliverables: copywriting, editing, naming, and channel-specific output (launch emails, LinkedIn posts, X posts, website copy, press comms) 6. **launches/** — Orchestration skills for three launch tiers (improvement, feature, new product) that load strategy and all channel craft skills -7. **marketing-science/** — Research, archetyping, and brand-equity theory skills that inform positioning and naming +7. **marketing-science/** — Research, archetyping, brand equity, and measurement skills that inform positioning, programs, and decisions ## Dependency model @@ -24,4 +25,6 @@ See [ARCHITECTURE.md](ARCHITECTURE.md) for the full dependency graph. ## Status -All 31 skill stubs are in place. Each will be populated as its corresponding brand doc or framework is finalized. +The foundation doctrine, Every-master positioning, audience model, measurement system, +program briefs, and core editing workflows are active. Some product-level voice, +positioning, and channel skills remain scaffolding. diff --git a/craft/editing/SKILL.md b/craft/editing/SKILL.md index 4a3cae7..053b0e2 100644 --- a/craft/editing/SKILL.md +++ b/craft/editing/SKILL.md @@ -33,6 +33,10 @@ Does this copy actually work commercially? The final filter — evaluating wheth copy does what it was written to do (convert, persuade, inform, engage) rather than just sounding good. +### references/compound-from-edits.md +How to learn from Douglas's edits: compare versions, classify the delta, preserve his +version as canonical, and update the relevant durable rule without overwriting the work. + ## When to invoke - When reviewing and refining a draft for voice alignment @@ -40,6 +44,7 @@ just sounding good. - When a piece needs a final pass before publication - When evaluating whether existing copy meets brand and effectiveness standards - When stripping AI tells from generated or co-written copy +- When Douglas returns an edited draft and asks to compound or remember the changes ## Reference routing @@ -49,13 +54,17 @@ just sounding good. | Detecting or removing AI-generated patterns | `references/ai-tells.md` | | Structural editing decisions (cut, rewrite, reorder) | `references/surgery.md` | | Evaluating commercial effectiveness of copy | `references/effectiveness-check.md` | +| Learning durable rules from a human-edited draft | `references/compound-from-edits.md` | ## Dependencies - `foundation/marketing-os` - `brand-voice/{relevant brand}` (loaded dynamically) -## Status +## Quick checklist -Reference skeletons are in place. Filters and AI-tells will be populated first; surgery -and effectiveness-check will follow. +- Did the edit preserve the argument and creative premise? +- Did it remove repetition rather than unique information? +- Is the language active, specific, and recognizably Every? +- Does the piece still do its intended job? +- If Douglas edited it, did the system learn from the delta? diff --git a/craft/editing/references/compound-from-edits.md b/craft/editing/references/compound-from-edits.md new file mode 100644 index 0000000..a817240 --- /dev/null +++ b/craft/editing/references/compound-from-edits.md @@ -0,0 +1,38 @@ +# Compound From Edits + +Human edits are evidence about the system, not cleanup to be absorbed silently. + +## Workflow + +1. Preserve the AI draft and the edited version. +2. Compare them before producing another rewrite. +3. Classify each meaningful change: + - Strategic correction. + - Stronger point of view. + - Added specificity or cultural texture. + - Active voice or sharper prose. + - Better structure or hierarchy. + - Stronger evidence. + - Clearer ownership or measurement. + - Formatting or native-document preservation. +4. Identify repeated patterns across the edit. +5. Update the narrowest durable source: brand voice, positioning, audience, measurement, + channel guidance, collaboration rule, or project context. +6. Treat the human-edited version as canonical. + +## Guardrails + +- Do not rewrite the whole artifact while extracting the lesson. +- Do not convert a project-specific preference into a universal rule. +- Do not infer that every deletion is a general ban; determine the reason. +- Preserve disagreement and unresolved choices as project context, not doctrine. +- State what changed and why in plain language. + +## Output + +Return: + +- The three to seven most important changes. +- Why each improved or redirected the work. +- The durable rule or file to change. +- Any project-specific context to keep local. diff --git a/craft/editing/references/surgery.md b/craft/editing/references/surgery.md index c7bdefa..a57b87d 100644 --- a/craft/editing/references/surgery.md +++ b/craft/editing/references/surgery.md @@ -1,24 +1,48 @@ -# Surgery — Cut vs. Rewrite vs. Reorder +# Surgery: Cut, Rewrite, or Reorder -The decision framework for structural editing — knowing whether a paragraph needs a -scalpel, a full rewrite, or a different position in the piece. +## Cut ---- +Cut repetition, throat-clearing, empty theory, stale context, generic claims, and process +detail that does not affect the reader's decision. -## When to cut - +Do not cut a unique audience insight, mechanism, proof point, owner, decision, metric, +cultural reference, or creative detail merely to reduce word count. -## When to rewrite - +## Rewrite -## When to reorder - +Rewrite when the idea is right but the sentence is passive, abstract, generic, overly +theoretical, or mechanically awkward. Preserve the claim and strengthen its form. -## When to merge - +Prefer: -## When to leave it alone - +- "Every does" to "Every should do." +- Named actors and actions to passive constructions. +- Concrete mechanisms to strategic abstractions. +- One sharp example to several loose ones. -## Decision framework - +## Reorder + +Reorder when the decision, argument, or recommendation appears after its supporting +context. Lead with the point, then earn it. + +## Merge + +Merge sections only when they perform the same job. Keep them separate when they address +different audiences, mechanisms, phases, owners, or decisions. + +## Leave it alone + +Leave language alone when an unusual rhythm, cultural reference, material detail, or +provocation gives the idea its identity. Editorial smoothness is not always an +improvement. + +## Structural test + +Before finalizing, ask: + +1. What unique information existed before the edit? +2. Where does each item live now? +3. What became clearer? +4. What became more generic? + +Reverse any edit whose main effect was making the work more generic. diff --git a/craft/press-comms/SKILL.md b/craft/press-comms/SKILL.md index 73cb5f4..f2b6c70 100644 --- a/craft/press-comms/SKILL.md +++ b/craft/press-comms/SKILL.md @@ -1,12 +1,36 @@ # Press Comms -Generates PR pitch emails based on product details, target outlet/journalist, and angle — crafted to land coverage. +Builds Every's press strategy and writes the materials required to earn coverage. Press +combines an always-on expert-commentary desk with concentrated tentpole launches. ## When to invoke - When pitching a journalist or outlet on a product launch or story - When a launch skill orchestrates channel execution and needs the press deliverable - When drafting a standalone PR pitch for a specific media target +- When building a press plan, spokesperson strategy, exclusive, press kit, or quarterly + PR readout + +## Operating model + +### Always-on press + +Maintain a steady cadence of timely expert commentary, relationship building, and +briefings. The operating target is at least one meaningful expert feature each month. +Dan is the lead public voice; the wider roster expands the number of credible stories +Every can enter. + +### Tentpole press + +Reserve the full launch machine for news that can change how the market sees Every. +Choose one major outlet and reporter whose audience and beat fit the story. Offer a +time-bound exclusive with early access, a private demonstration, the relevant +spokesperson, and the strongest evidence Every can share. Once the exclusive publishes, +release Every's definitive launch story and open distinct angles to the broader press +list. + +Load `references/every-pr-strategy.md` for the current spokesperson, outlet, partnership, +and measurement model. ## Dependencies @@ -21,9 +45,19 @@ Brand is resolved dynamically based on what invokes this skill. ## Channel-specific notes - Every pitch is tailored to a specific journalist and outlet — no blast templates -- The angle must match the outlet's editorial lens, not just the company's messaging +- The angle must match the outlet's editorial lens rather than repeat the company's + messaging - Subject line and opening sentence determine whether the pitch gets read - -## To do - -Populate with press comms guidance once PR strategy work is complete. +- Impressions describe potential exposure; they do not prove impact +- Every does not pay media companies for coverage +- Paid partnerships are acceptable when the partner pays Every, the commercial + relationship is clear, and Every retains editorial and creative control + +## Quick checklist + +- Is the story genuinely newsworthy for this reporter's audience? +- Does the pitch lead with the story rather than company background? +- Is the spokesperson matched to the subject? +- Are claims, methodology, screenshots, and proof ready? +- Is the exclusive narrow enough to preserve wider launch angles? +- Does the plan include authority, attention, acquisition, and business measurement? diff --git a/craft/press-comms/references/every-pr-strategy.md b/craft/press-comms/references/every-pr-strategy.md new file mode 100644 index 0000000..e7dfca6 --- /dev/null +++ b/craft/press-comms/references/every-pr-strategy.md @@ -0,0 +1,62 @@ +# Every PR Strategy + +## Objective + +Make Every a recurring expert source on AI and work, led by Dan Shipper, while using +tentpole launches, research, partnerships, and company practitioners to broaden the +company's authority. + +## Spokespeople + +- **Dan Shipper:** priority voice for broad audiences; leading expert on AI and work, + known for philosophical takes, accessible explainers, and deep working knowledge. +- **Brandon Gell and Kate Lee:** company, Editorial, and business stories where relevant. +- **Douglas Brundage:** marketing, brand, culture, and creative strategy. +- **Austin and Yash:** Growth and go-to-market. +- **Natalia Karbasova and Mike Knoop:** AI transformation and Consulting. +- **Kieran Klaassen and Willie Stillwell:** engineering and technical practice. + +The spokesperson roster supports Dan. It does not dilute his lead role. + +## Media priorities + +- Business and mainstream: Bloomberg, The Wall Street Journal, Financial Times, The New + York Times, CNBC, and Fortune. +- Technology and AI: Wired, The Verge, Axios, Semafor, Fast Company, Business Insider, + and TechCrunch. +- High-trust shows and newsletters where long-form expertise matters. +- Specialist engineering, Consulting, design, marketing, and media outlets matched to + the spokesperson. + +Maintain a named reporter list by beat, relationship, and story fit. Pitch individually. + +## Operating cadence + +- Run a short weekly press desk to select timely stories and owners. +- Maintain same-day expert availability for rapid response when schedules permit. +- Keep a source bank of company facts, approved claims, research, customer proof, + biographies, and points of view. +- Brief priority reporters between launches. +- Use smaller updates to feed commentary, owned Editorial, podcasts, and social. Do not + force each update into a standalone announcement. + +## Partnerships + +Pursue sponsor-funded reports, shows, events, or physical experiences when the format +strengthens Every's authority. Every retains its point of view, labels the commercial +relationship, and protects Editorial independence. + +## Measurement + +Report quarterly: + +- **Authority:** outlet quality, prominence, message pull-through, repeat relationships, + expert invitations, and citations. +- **Attention:** estimated impressions, branded search, direct traffic, social sharing, + and Fame Score movement. +- **Acquisition:** press-attributed free and paid subscribers, conversion, retention, + and fully loaded CAC when tracking permits. +- **Business:** Consulting inquiries, qualified opportunities, influenced pipeline, and + partner interest. + +Never convert coverage into fictional advertising value. diff --git a/craft/social/instagram-post/SKILL.md b/craft/social/instagram-post/SKILL.md index 45658a6..984a2e0 100644 --- a/craft/social/instagram-post/SKILL.md +++ b/craft/social/instagram-post/SKILL.md @@ -1,12 +1,27 @@ # Social — Instagram Post -Writes captions and copy for Instagram posts, carousels, and Reels. +Builds and executes Every's Instagram editorial strategy across Reels, carousels, +Stories, captions, collaborations, and launch moments. The account turns visual discovery +into free subscriptions without becoming a promotional feed. ## When to invoke - When drafting Instagram captions for a launch, brand moment, or content series - When a launch skill orchestrates channel execution and needs the Instagram deliverable - When writing copy for carousels, Reels overlays, or Stories +- When planning the Instagram channel, content franchises, publishing cadence, + collaborator strategy, or acquisition pilot + +## Every channel promise + +**Follow Every to stay at the edge of AI. Subscribe to become AI native.** + +Every runs an editorial account. One recurring on-camera anchor leads the first six +months. Dan launches the account and appears at major moments; employees and outside +practitioners join as beat-specific experts. + +Load `references/every-instagram-strategy.md` for content franchises, format roles, +collaborations, handles, and measurement. ## Dependencies @@ -21,9 +36,17 @@ Brand is resolved dynamically based on what invokes this skill. ## Channel-specific notes - Visual-first platform — copy supports the image, not the other way around -- 2,200-character caption limit but engagement drops after ~125 characters above fold -- Hashtag strategy and alt text are part of the deliverable - -## To do - -Populate with Instagram post guidance once social strategy work is complete. +- Reels drive discovery, carousels earn saves, Stories build habit, and collaborator + posts bring established audiences +- Every editorializes AI in real time and translates its own work into visual-native + formats +- The subscriber path and production cost are part of the deliverable + +## Quick checklist + +- Does the post make a Seeker feel closer to the edge of AI? +- Is there editorial judgment rather than promotional repackaging? +- Is the format native to Reels, carousels, or Stories? +- Does the visual idea carry the post before the caption? +- Is the collaborator genuinely relevant? +- Is the free-subscriber path tracked? diff --git a/craft/social/instagram-post/references/every-instagram-strategy.md b/craft/social/instagram-post/references/every-instagram-strategy.md new file mode 100644 index 0000000..9d944f3 --- /dev/null +++ b/craft/social/instagram-post/references/every-instagram-strategy.md @@ -0,0 +1,72 @@ +# Every Instagram Strategy + +Instagram becomes Every's visual front door for Seekers while reinforcing technical and +creative badge value among Builders and Operators. + +## Editorial model + +Borrow selectively: + +- Puck's taste and identifiable editorial personalities. +- Semafor's recognizable anchors. +- Fast AI accounts' speed. +- Runway's visual experimentation. + +Every adds stronger editorial judgment and a clearer path from discovery to becoming AI +native. + +## Content franchises + +### The Edge + +Fast visual coverage of AI news, releases, experiments, and culture, with Every's view +of why each development matters. + +### AI Native in Practice + +Workflows, product demonstrations, and practitioners working differently with AI. At +least half of the examples feature people outside Every. + +### Every Digest + +Articles, reports, podcast moments, products, and launches translated into carousels, +Stories, and short-form video. + +### The Art of AI + +Brand analysis, design and process dumps, visual inspiration, and collaborations with +artists and companies such as Midjourney, Flora, and Runway. + +## Pilot cadence + +Publish one face-led video, one editorial carousel, and supporting Stories each week. +Use unpaid collaborator posts from Every's network to accelerate discovery. Increase +cadence only after production is sustainable and the subscriber cohort is useful. + +## Handle strategy + +- `@every` is ideal. Pursue it only through a genuine, voluntary collaboration with + artist Leif Gann-Matzen and legal review. The collaboration could create its own design + or business press story. +- `@everyai` is the strongest backup. Petition Meta through legitimate business-support + and trademark channels; inactivity does not guarantee release. +- `@everydotto` is the launch fallback. Reserve it so negotiations do not delay the + pilot. + +## Measurement + +Primary: + +- Attributed free subscribers. +- Direct and fully loaded CAC. +- Free-to-paid conversion, retention, and LTV:CAC over time. + +Diagnostic: + +- Non-follower reach. +- Video completion. +- Saves and shares. +- Story clicks. +- Follower growth. +- Branded search. +- Fame Score movement. diff --git a/foundation/marketing-os/SKILL.md b/foundation/marketing-os/SKILL.md index 718cc01..2be0fa6 100644 --- a/foundation/marketing-os/SKILL.md +++ b/foundation/marketing-os/SKILL.md @@ -13,7 +13,7 @@ frameworks. ## System -Marketing OS is composed of three reference files, each serving a distinct role: +Marketing OS is composed of five reference files, each serving a distinct role: ### references/canon.md The reference encyclopedia. Thinkers, practitioners, and researchers organized by domain @@ -24,14 +24,23 @@ reasoning from the marketing canon. ### references/method.md The opinionated layer. Every's argumentative positions on effectiveness, creative, brand theory, behavioral science, taste, AI-native marketing, and what makes Every different. -Load this when a task needs the point of view — when the work should reflect what we -believe, not just what the field knows. +Load this when a task needs the point of view — when the work reflects what we believe +rather than only what the field knows. ### references/frameworks.md The operational reference. Battle-tested frameworks (Binet/Field, Sharp, Keller, Aaker, Romaniuk, Rumelt, Thaler/Sunstein, Christensen, Trout/Ries) with deployment guidance. Load this when a task needs to operationalize a framework — when we need to apply a -model, not just reference it. +model in context. + +### references/collaboration.md +How AI collaborators work with Douglas: interview before ambiguous long-form work, +preserve creative specificity, use active language, and learn from his edits. Load this +when developing or revising substantial strategy, positioning, campaign, or brand work. + +### references/native-document-editing.md +How to edit existing native documents without destroying their structure or design. +Load this before changing a formatted, multi-tab, table-heavy, or collaborative document. ## When to invoke @@ -53,6 +62,8 @@ When this skill is loaded, route to the appropriate reference file based on the | Need a reference, thinker, or historical grounding | `references/canon.md` | | Need the point of view or argumentative position | `references/method.md` | | Need to operationalize a framework (Binet/Field, Sharp, Aaker, etc.) | `references/frameworks.md` | +| Need to develop or revise substantial work with Douglas | `references/collaboration.md` | +| Need to edit an existing formatted document | `references/native-document-editing.md` | Multiple references can be loaded simultaneously. A positioning task, for example, might load canon.md for Trout/Ries context, method.md for Every's positioning stance, and @@ -71,8 +82,13 @@ None — this is the root dependency. All other skills load this skill. - **launches/** skills orchestrate all of the above through the OS - **marketing-science/** skills contribute back to the OS — research and archetyping inform the canon and frameworks over time +- **measurement/** connects Marketing-created demand with subscriber quality, brand + movement, authority, and business outcomes +- **compound-from-results** turns completed programs into decisions, program guidance, + and narrowly supported updates to durable doctrine +- **strategy/** preserves the full idea while producing concise, decision-ready briefs ## Status -Reference skeletons are in place. Canon entries, method arguments, and framework -applications will be populated as the corresponding thinking is finalized. +The core doctrine and collaboration rules are active. Canon and framework applications +continue to develop as the corresponding thinking is finalized. diff --git a/foundation/marketing-os/references/collaboration.md b/foundation/marketing-os/references/collaboration.md new file mode 100644 index 0000000..a3bf636 --- /dev/null +++ b/foundation/marketing-os/references/collaboration.md @@ -0,0 +1,63 @@ +# Working With Douglas + +Use these rules when developing, revising, or compounding substantial strategy, brand, +campaign, positioning, or executive work with Douglas Brundage. + +## Start with the argument + +- State the recommendation or tension early. +- Interview Douglas before drafting a long document when the brief is still ambiguous. +- Work one tab, section, or decision at a time when the document is strategically dense. +- Research current examples and channel mechanics before making recommendations that + depend on them. + +## Preserve the idea + +Douglas supplies the problem selection, point of view, taste, and final quality bar. +Compression may remove repetition, throat-clearing, and low-value process detail. It +must preserve: + +- The distinctive creative premise. +- The audience insight. +- The operating mechanism. +- The subscriber, Consulting, or authority path. +- The phased logic and decision gate. +- The cultural references, material details, or intellectual tension that make the idea + generative. + +If removing a detail makes the program sound like something any company could do, put it +back. + +## Write actively + +- Prefer "Every does" to "Every should do." +- Name the owner, audience, action, and result. +- Use direct, declarative sentences. +- Avoid passive voice, consultant abstraction, vague verbs, and excessive theory. +- Use theory only when it sharpens a decision, then translate it into action. + +## Build two layers + +Long strategies and executive summaries serve different purposes: + +- The full strategy preserves the argument, creative system, evidence, mechanics, risks, + and measurement. +- The executive summary supports a 10- to 15-minute review and presents the decision, + rationale, priorities, measurement, ownership, asks, and budget. + +The executive summary compresses the strategy. It never becomes the only surviving +version. + +## Compound from edits + +Douglas's edits are high-value evidence. When he returns an edited draft: + +1. Compare the versions before drafting again. +2. Classify the changes: strategic correction, stronger point of view, specificity, + voice, structure, evidence, ownership, measurement, or formatting. +3. Treat his version as canonical unless he asks for alternatives. +4. Update the relevant durable rule or project context. +5. Make the next edit locally. Do not overwrite the document with a new synthesized + version. + +The goal is to learn from the delta, not to reproduce the same mistake more fluently. diff --git a/foundation/marketing-os/references/method.md b/foundation/marketing-os/references/method.md index 217d30a..b35b633 100644 --- a/foundation/marketing-os/references/method.md +++ b/foundation/marketing-os/references/method.md @@ -10,19 +10,70 @@ Written in institutional voice. This is Every's marketing OS, not one person's o ## Effectiveness stance -Every operates in a category that rewards cultural gravity, not reach optimization. Our effectiveness model rests on five claims. +Every operates in a category that rewards cultural gravity and commercial discipline. +Our effectiveness model rests on seven claims. + +1. **Marketing creates demand. Growth converts it.** Every creates ideas, apps, and +training. Marketing makes more people know, want, and recommend them. Growth converts +that demand into revenue so Every can build more. Marketing owns the market-facing +story, brand stewardship, awareness, public relations, audience expansion, and +Marketing-sourced free subscribers. Growth owns funnel instrumentation, activation, +paid conversion, retention, revenue, and LTV:CAC calculations. The functions share +campaign design, cohort interpretation, and scale, revise, or stop decisions. + +2. **Fame and fortune are one company system.** Marketing makes Every famous for +creating the future of work. Growth turns that attention into economic value. A major +launch can increase awareness, free subscriptions, activation, paid conversion, and +revenue at once. Each function reports the part it is best equipped to understand, +without erasing the other's contribution. + +3. **Free subscribers are Marketing's primary acquisition metric, but measurability is +not last-click reductionism.** Marketing reports attributed subscriptions when a tracked +touchpoint connects a campaign to signup, assisted subscriptions when Marketing shaped +the work but another source receives final credit, and incremental subscriptions only +when a valid control supports causality. Campaign cohorts are followed through paid +conversion, retention, revenue, direct CAC, fully loaded CAC, and LTV:CAC. Brand and +authority programs also predeclare the awareness, association, press, or Consulting +outcome they are intended to create. + +4. **We are building a badge brand through staged audience expansion.** Every's audience +model distinguishes Builders, Operators, Seekers, and Executives. Marketing deepens +affinity and paid conversion among Builders and Operators while expanding awareness, +free subscriptions, and authority among Seekers and Executives. The long-term aspiration +is to be to AI and productivity what The New Yorker is to literature, The Paris Review +is to poetry, and A24 is to film: the badge brand inside a category, where subscribing +signals taste, judgment, and early cultural authority. -1. **Brand building and growth marketing are separate disciplines.** Marketing owns brand equity, cultural authority, and awareness among audiences who aren't in-market yet. Growth owns conversion, funnel mechanics, and activation among audiences who are. Confusing them produces work that does neither job well. The classical 60/40 framing isn't a budget rule for us — we barely spend on paid — it's a mandate split. Marketing's output is the soil. Growth's output is the harvest. Growth converts demand. Marketing creates it. + The comp set for master brand voice and cultural positioning: The New Yorker, A24, Teenage Engineering, COSMOS, Air, Spike Jonze's advertising work, Seed, Depop at its peak. The comp set for our software output: IDEO, Eames Office. Our products are not tools in a category; they are objects made by a studio with a point of view. -2. **We measure what matters culturally, not what's easiest to attribute.** North-star marketing metrics: earned press placements in taste-making outlets (not tech trade press), organic newsletter subscribers, and qualitative brand perception among creative and cultural professionals. We do not measure click-through, CAC, or MQLs. Those belong to Growth. Our job is to make them cheaper to acquire. +5. **Creative quality is the effectiveness lever because we cannot outspend the AI +field.** OpenAI, Anthropic, and Google can outspend any marketing budget Every will have. +Every wins on idea density, cultural taste, and craft. The work itself is the marketing. +Measurement protects creative ambition by showing which ideas deserve more investment; +it does not justify replacing distinctive ideas with generic direct response. -3. **We are building a badge brand through staged audience expansion.** In 2026, Every's working audience is what we're internally calling "AI Curious" (working term, not yet canonized) — ambitious professionals across functions who sense AI is culturally consequential and want to be the person at work who understands what's happening. This is a bridge audience, not a final audience. The long-term aspiration is to be to AI and productivity what The New Yorker is to literature, The Paris Review is to poetry, and A24 is to film — the badge brand inside a category, where subscribing signals taste, judgment, and early-cultural-authority. We build this by reaching the bridge audience first, then letting the prestige cascade to adjacent creative and cultural audiences over time. +6. **The master brand and the sub-brands compound bidirectionally.** Every is a bundle +whose parts make each other stronger. Editorial builds cultural authority that sells +software, training, membership, and Consulting. Products, research, and client work +generate proof and stories that strengthen Editorial. Each sub-brand has a distinct +audience, but none is marketed on feature parity with a category incumbent. Every +sub-brand is an object from the studio. - The comp set for master brand voice and cultural positioning: The New Yorker, A24, Teenage Engineering, COSMOS, Air, Spike Jonze's advertising work, Seed, Depop at its peak. The comp set for our software output: IDEO, Eames Office. Our products are not tools in a category; they are objects made by a studio with a point of view. +7. **Every program earns the right to scale.** Begin with the audience, hypothesis, +subscriber or Consulting path, cost cap, decision date, and primary metric. Acquisition +programs scale against subscriber quality and economics. Brand and authority programs +scale against a predeclared outcome, a plausible business path, and an approved time +horizon. Run one high-effort build and one lightweight pilot at a time unless the team +has capacity for more. -4. **Creative quality is the effectiveness lever, because we can't out-spend the AI field.** OpenAI, Anthropic, and Google can outspend any marketing budget we'd ever have. We can't win on reach bought. We can win on idea density, cultural taste, and craft. Nike in the 80s and 90s and Apple in the early 2000s are the canonical examples of how to build enormous brand value without CPG-scale budgets — by making every piece of output worth paying attention to. Our native surfaces are different (essays, software UI, podcasts, conferences, occasional campaigns), but the principle transfers: the work itself is the marketing. +## Working company story -5. **The master brand and the sub-brands compound bidirectionally.** Every is a bundle whose parts make each other stronger. The newsletter builds cultural authority that sells software. The software generates use cases and case studies that fuel the newsletter. Writers and operators become cultural figures who amplify the whole. Each sub-brand's audience is distinct — Spiral for writers, Cora for professionals inundated by email, Plus One for technically adventurous users, Monologue, Sparkle, and Proof each with their own cohort — but the effectiveness currents running through them are the same: badge quality, editorial authority, craft-level execution, cultural relevance. No sub-brand is marketed on feature parity with a category incumbent. Every sub-brand is marketed as an object from the studio. +You want to build or work with AI. Every makes you AI native. + +Marketing makes that promise known, valuable, and credible. Editorial, Studio, Training, +Consulting, and Every's products prove it in different forms. The position becomes the +clearest association people hold with Every while adapting to each audience and business +line. --- @@ -58,4 +109,6 @@ We argue that ___ because ___. ## The Every difference -We argue that ___ because ___. +Every combines editorial judgment, working software, practical training, original +research, and applied expertise. Marketing turns those parts into one legible company +with a consistent promise and a premium creative standard. diff --git a/foundation/marketing-os/references/native-document-editing.md b/foundation/marketing-os/references/native-document-editing.md new file mode 100644 index 0000000..b8aa8fb --- /dev/null +++ b/foundation/marketing-os/references/native-document-editing.md @@ -0,0 +1,42 @@ +# Native Document Editing + +Use this protocol before changing an existing Google Doc, Word document, presentation, +spreadsheet, or other formatted collaborative artifact. + +## Formatting is part of the source + +Treat tab topology, section order, spacing, typography, lists, tables, links, comments, +inline objects, and local formatting as authored content. Visible text alone is not the +document. + +## Before editing + +1. Identify the exact file and current revision. +2. Record every tab or sheet, its title, order, and nesting. +3. Inspect headings, paragraph styles, lists, tables, links, comments, and inline + objects near the intended edit. +4. Establish a recoverable version-history checkpoint. +5. Separate the requested operation into copyedit, targeted rewrite, restructuring, or + full replacement. Do not infer a broader operation. + +## During editing + +- Edit inside the existing native structure. +- Make the smallest change that satisfies the request. +- Preserve local formatting by copying the nearest comparable element. +- Re-read after index-shifting or structural changes. +- Do not reconstruct a formatted, multi-tab document from extracted plain text. +- Do not rename, reorder, merge, or delete tabs unless the user explicitly requests it. + +## After editing + +Verify: + +- Tab count, titles, order, and nesting. +- Heading and paragraph hierarchy. +- Lists, tables, links, and inline objects. +- The requested content and nothing outside its scope. +- The saved revision and the ability to restore the prior version. + +If native structure cannot be preserved reliably, stop before writing and explain the +limitation. diff --git a/marketing-science/archetyping/references/every-audiences.md b/marketing-science/archetyping/references/every-audiences.md index f2b5d71..662d456 100644 --- a/marketing-science/archetyping/references/every-audiences.md +++ b/marketing-science/archetyping/references/every-audiences.md @@ -5,7 +5,38 @@ The actual audience archetypes for Every's brands. To be populated as brand docs --- ## Every (master brand) - + +Every uses four behavioral audience segments. They are not demographic personas and do +not create four separate brands. The company promise remains consistent; the proof, +entry point, and desired movement change. + +### Builders + +People actively building AI products, systems, workflows, or companies. They value +technical credibility, useful artifacts, original ideas, and a creative standard worth +identifying with. Marketing deepens affinity, sharing, membership value, and paid +conversion. + +### Operators + +People applying AI inside a role, team, or organization. They want practical workflows, +credible peers, and evidence that helps them work differently. Marketing deepens +affinity and paid conversion by making Every useful, distinctive, and culturally +valuable. + +### Seekers + +People who know AI matters but have not yet developed an AI-native practice. They need a +clear gateway, accessible entry points, and a reason to begin now. Marketing expands +awareness and turns discovery into free subscriptions. Over time, Seekers can become +Builders or Operators. + +### Executives + +Decision-makers responsible for organizational adaptation. They need authority, +proprietary evidence, applied expertise, and visible client proof. Marketing expands +awareness and creates Consulting demand through research, public relations, events, and +expert visibility. ## Cora @@ -28,4 +59,9 @@ The actual audience archetypes for Every's brands. To be populated as brand docs --- ## Cross-brand audience overlaps - + +- Builders and Operators form Every's current core and are more likely to know the brand. +- Seekers are the largest underdeveloped awareness and free-subscriber opportunity. +- Executives overlap with Operators but enter through authority, business evidence, and + Consulting rather than membership alone. +- Product-level audience definitions refine this model without replacing it. diff --git a/marketing-science/measurement/SKILL.md b/marketing-science/measurement/SKILL.md new file mode 100644 index 0000000..ba847a3 --- /dev/null +++ b/marketing-science/measurement/SKILL.md @@ -0,0 +1,63 @@ +--- +name: measurement +description: Measure Every marketing through Marketing-sourced free subscribers, campaign cohorts, CAC, LTV:CAC, brand fame, public authority, and Consulting demand. Use when planning campaign measurement, defining KPIs, building quarterly scorecards, explaining attribution or incrementality, designing a control test, evaluating PR or brand work, or deciding whether to scale, revise, or stop a marketing program. +--- + +# Marketing Measurement + +Build the smallest measurement system that can support a decision. Preserve the +distinction between Marketing-created demand and Growth conversion while connecting the +two through shared cohorts and economics. + +## Workflow + +1. Define the business or audience outcome before launch. +2. Choose one primary decision metric. +3. Add only the diagnostic signals needed to explain that metric. +4. Establish the baseline, source, cost record, measurement window, and decision date. +5. Instrument the subscriber or Consulting path before the campaign begins. +6. Report what the evidence supports: attributed, assisted, or incremental. +7. Follow each meaningful cohort through conversion, retention, revenue, and LTV:CAC. +8. End every readout with scale, revise, or stop. +9. Compound the result into program guidance or durable doctrine only when the evidence + supports that promotion. + +## Metric hierarchy + +Use five measures: + +1. **Acquisition:** Marketing-sourced free subscribers. +2. **Quality and economics:** conversion, retention, revenue, direct CAC, fully loaded + CAC, and LTV:CAC. +3. **Audience:** who Marketing brought in, enriched through Clay when available. +4. **Fame:** awareness, meaning, consideration, and affinity. +5. **Authority and business demand:** press quality, repeat journalist demand, executive + visibility, Consulting inquiries, qualified opportunities, and influenced pipeline. + +Do not turn the scorecard into a collection of every available number. + +## Reference routing + +| Task | Load | +|---|---| +| Build the quarterly Marketing report | `references/quarterly-scorecard.md` | +| Define attribution, cohorts, CAC, or LTV:CAC | `references/attribution-and-economics.md` | +| Design or interpret the Every Fame Score | `references/fame-score.md` | +| Design a control or set a decision gate | `references/experiments-and-decision-gates.md` | +| Turn completed work into a decision and durable learning | `references/compound-from-results.md` | + +## Dependencies + +- `foundation/marketing-os` +- `marketing-science/brand-equity` + +## Quick checklist + +- Is there one primary metric? +- Is the subscriber or Consulting path instrumented before launch? +- Are direct and fully loaded costs recorded? +- Are attributed, assisted, and incremental claims separated? +- Does the cohort have a 30-, 90-, and 180-day follow-up? +- Is the Fame Score directional rather than falsely representative? +- Does the report end in a decision? +- Are one-off results separated from program guidance and durable doctrine? diff --git a/marketing-science/measurement/agents/openai.yaml b/marketing-science/measurement/agents/openai.yaml new file mode 100644 index 0000000..800374f --- /dev/null +++ b/marketing-science/measurement/agents/openai.yaml @@ -0,0 +1,4 @@ +interface: + display_name: "Marketing Measurement" + short_description: "Measure demand, fame, cohorts, and economics" + default_prompt: "Use $measurement to build a simple marketing scorecard and decision system." diff --git a/marketing-science/measurement/references/attribution-and-economics.md b/marketing-science/measurement/references/attribution-and-economics.md new file mode 100644 index 0000000..00f82c2 --- /dev/null +++ b/marketing-science/measurement/references/attribution-and-economics.md @@ -0,0 +1,44 @@ +# Attribution and Economics + +Use precise language about what Marketing caused and what it touched. + +## Subscription claims + +- **Attributed:** a tracked Marketing touchpoint connects the campaign to signup. This + is the default claim. +- **Assisted:** Marketing supplied positioning, creative, PR, a partnership, or the + campaign idea, but another team or channel received final attribution. +- **Incremental:** a valid control indicates that the campaign caused subscriptions that + probably would not have happened otherwise. Use this word only when such a test exists. + +Attribution describes a recorded path. Incrementality estimates causality. + +## Campaign cohorts + +Group subscribers by campaign and signup period. Preserve the source on the subscriber +record so a free signup that later converts to paid receives the correct campaign credit. +Follow meaningful cohorts at 30, 90, and 180 days. + +## Cost definitions + +- **Direct CAC:** cash campaign costs divided by the acquired customers or subscribers + being evaluated. +- **Fully loaded CAC:** direct costs plus freelance, production, event, partner, tool, + access, and estimated staff costs. +- **LTV:CAC:** gross-margin lifetime value divided by acquisition cost. Use Growth's + source-of-truth calculation and state whether CAC is direct or fully loaded. + +Do not compare programs using different cost definitions without labeling the difference. + +## Minimum tracking + +Before launch, create: + +- Campaign name and source taxonomy. +- Tagged links, partner codes, event registration, or a dedicated landing page. +- A signup-survey option when tracked paths may be lost. +- Direct and fully loaded cost records. +- The intended free-subscriber, paid, or Consulting path. +- Measurement window and decision date. + +When tracking cannot support a causal claim, report attributed results honestly. diff --git a/marketing-science/measurement/references/compound-from-results.md b/marketing-science/measurement/references/compound-from-results.md new file mode 100644 index 0000000..d38d713 --- /dev/null +++ b/marketing-science/measurement/references/compound-from-results.md @@ -0,0 +1,91 @@ +# Compound From Results + +Turn completed Marketing work into better future decisions without converting every +campaign result into permanent doctrine. + +## Inputs + +Start with: + +- The approved Program Brief or launch plan. +- The original hypothesis, baseline, target, cost cap, and decision gate. +- The source data and measurement window. +- The campaign cohort, direct costs, and fully loaded costs. +- Relevant audience, fame, authority, and qualitative evidence. + +If the original target or baseline is missing, say so. Do not invent a post-hoc success +threshold. + +## Workflow + +1. **Restate the bet.** Name the audience, intended behavior, primary metric, target, + cost, and decision date. +2. **Report the result.** Separate observed facts from interpretation. Label subscription + claims attributed, assisted, or incremental. +3. **Check quality and economics.** Follow meaningful cohorts through conversion, + retention, revenue, CAC, and LTV:CAC when mature enough. +4. **Explain the result.** Use diagnostic signals, audience composition, creative + performance, channel behavior, execution quality, and external conditions. Name + confounds and missing data. +5. **Make the program decision.** Choose scale, revise, stop, or continue measuring. + Name the owner, next action, cost cap, and next decision date. +6. **Classify the learning.** Put each lesson in one of three levels: + - **Result record:** true of this campaign or cohort. + - **Program guidance:** useful for the next iteration of this program or channel. + - **Durable doctrine:** a stable rule supported by repeated evidence, a strong causal + test, or an explicit company decision. +7. **Update the narrowest source.** Change only the file governed by the learning. Keep + unresolved or one-off findings in the campaign's dated result record. + +## Routing durable updates + +| Learning | Update | +|---|---| +| Audience behavior or segment definition | `marketing-science/archetyping/references/every-audiences.md` | +| Attribution, CAC, cohort, or Fame Score method | `marketing-science/measurement/` | +| Company promise or audience movement | `positioning/every-master/` | +| Channel mechanism or format | The relevant `craft/` channel reference | +| Program sequencing or investment gate | `strategy/program-brief/references/portfolio-rules.md` | +| Editing, voice, or creative pattern | The narrowest `craft/editing/` or approved brand-voice reference | +| Time-bound priority | The current dated portfolio or program plan | + +## Promotion standard + +Promote a result into durable doctrine only when at least one condition holds: + +- The pattern appears in two or more independent programs or cohorts. +- A credible control or experiment supports causality. +- Douglas or company leadership explicitly establishes the rule. +- The result corrects a factual error in the current system. + +One surprising result creates a hypothesis. It does not create a universal rule. + +## Result record + +Store the dated record beside the campaign's working brief, not inside the Marketing OS +repository. + +### [Program name]: [measurement window] + +- Original bet: +- Primary result: +- Attribution claim: +- Cohort quality and economics: +- Audience, fame, or authority movement: +- What helped: +- What hurt: +- Confidence and confounds: +- Decision: scale, revise, stop, or continue measuring +- Owner and next decision date: +- Program-level learning: +- Proposed durable update, if any: +- Evidence required before promotion: + +## Guardrails + +- Do not call correlation causation. +- Do not change the target after seeing the result. +- Do not hide weak economics behind reach or engagement. +- Do not erase a strong creative idea because execution was weak. +- Do not preserve an expensive program because the idea is culturally attractive. +- Do not turn every edit into doctrine; keep the result record intact. diff --git a/marketing-science/measurement/references/experiments-and-decision-gates.md b/marketing-science/measurement/references/experiments-and-decision-gates.md new file mode 100644 index 0000000..661594e --- /dev/null +++ b/marketing-science/measurement/references/experiments-and-decision-gates.md @@ -0,0 +1,47 @@ +# Experiments and Decision Gates + +Use a control only when the channel mechanics, scale, and sample can answer the question. + +## Control-test basics + +A control group does not receive the campaign. A treatment group does. The difference in +subscription or conversion rates estimates lift. + +Credible designs include: + +- Randomly assigning comparable partners to launch waves. +- Holding paid media away from a randomly selected audience. +- Comparing treated and untreated geographic markets only when the markets are genuinely + comparable and the campaign is large enough. + +A staggered rollout without randomization does not prove causality. Organic Instagram, +PR, podcasts, and small campaigns usually rely on attribution and cohort comparison. + +Growth confirms control design and minimum sample size before launch. + +## Decision gates + +### Scale + +The program clears its primary target, attracts a healthy cohort or creates the declared +authority outcome, and the team can repeat it at a sustainable cost. + +### Revise + +The result is promising, but one identifiable problem requires another bounded test: +message, offer, partner mix, landing page, cadence, production, or cost. + +### Stop + +The program misses its target twice, produces weak subscriber quality, requires +unsustainable effort, or cannot state what another test would teach. + +## Acquisition versus authority programs + +- **Acquisition programs** lead with Marketing-sourced free subscribers, cohort quality, + CAC, and LTV:CAC. +- **Brand and authority programs** receive a fixed cost and time horizon, a predeclared + fame or authority outcome, and a subscriber or Consulting path. + +Do not force an authority program to pretend it is direct response. Do not allow +"brand" to become an excuse for unlimited cost or undefined success. diff --git a/marketing-science/measurement/references/fame-score.md b/marketing-science/measurement/references/fame-score.md new file mode 100644 index 0000000..911e043 --- /dev/null +++ b/marketing-science/measurement/references/fame-score.md @@ -0,0 +1,41 @@ +# The Every Fame Score + +The Fame Score is a directional quarterly measure of whether Every is becoming better +known, more clearly understood, and more desired among the audiences it wants to serve. +It complements subscriber economics; it does not replace them. + +## Components + +1. **Awareness:** Have people heard of Every? Which companies or publications come to + mind for learning how to use AI at work? +2. **Meaning:** What do people believe Every is? Does "Every makes you AI native" fit? +3. **Consideration:** How likely are people to subscribe, recommend Every, or consider + Every Consulting? +4. **Affinity:** Among people familiar with Every, does the brand feel useful, + distinctive, credible, and worth belonging to? + +Average the four component percentages into one directional score. Always show the +components beside the total so the score cannot hide the cause of movement. + +## Audience cuts + +Report Builders, Operators, Seekers, and Executives separately when sample size permits. +Use Clay enrichment to classify role and company where available. Builders and Operators +receive particular attention on affinity and recommendation; Seekers and Executives on +awareness and consideration. + +## Survey discipline + +- Keep the core questions fixed for one year. +- Use a consistent recruitment mix across subscribers, social followers, event + attendees, partners, and employee networks. +- Record the source mix every quarter. +- Label the result directional unless the sample is independently recruited to represent + the target market. +- Do not overinterpret small segment samples or quarter-to-quarter noise. + +## Diagnostic signals + +Show branded search, direct traffic, repeat visitors, social sharing, inbound press, +speaking requests, and Consulting interest beside the score. These help explain movement +but do not enter the formula. diff --git a/marketing-science/measurement/references/quarterly-scorecard.md b/marketing-science/measurement/references/quarterly-scorecard.md new file mode 100644 index 0000000..54affe8 --- /dev/null +++ b/marketing-science/measurement/references/quarterly-scorecard.md @@ -0,0 +1,65 @@ +# Quarterly Marketing Scorecard + +Marketing reports one decision-ready scorecard each quarter. The system takes hours, not +weeks, and never becomes a separate research program. + +## Required sections + +### 1. What Marketing sourced + +- Marketing-sourced free subscribers by campaign and channel. +- Paid subscribers when directly attributable. +- Direct campaign cost and fully loaded cost. + +### 2. Who joined + +Use Clay-enriched data when available: + +- Every audience segment. +- Role and seniority. +- Company, industry, and company size. +- Geography. + +Report aggregate patterns. Do not expose individual profiles. + +### 3. What the cohort became worth + +For meaningful campaign cohorts, report at 30, 90, and 180 days: + +- Free-to-paid conversion. +- Free and paid retention. +- Revenue and gross-margin lifetime value. +- Direct CAC and fully loaded CAC. +- LTV:CAC when the cohort is mature enough. + +Growth supplies the source-of-truth commercial calculations. Marketing interprets what +they mean for the program. + +### 4. Whether the brand moved + +- Fame Score and its four components. +- Branded search and direct traffic. +- Repeat visitors, social sharing, and inbound press or speaking requests. +- Meaningful press, message pull-through, and repeat journalist demand. + +### 5. What happens next + +Name what Marketing will scale, revise, and stop. Do not hide an inconclusive result +inside a larger dashboard. + +After the decision, load `compound-from-results.md`. Preserve each program's dated result +record beside its working brief. Update Marketing OS doctrine only when the evidence +clears the promotion standard. + +## Readout sentence + +> Marketing sourced [X] free subscribers. [Y] converted to paid. The strongest cohort +> came from [Z] and over-indexed among [audience]. Direct CAC was [A]; fully loaded CAC +> was [B]. The Fame Score moved from [C] to [D], led by [component]. PR or research +> produced [E] qualified opportunities. Next quarter Marketing will scale [F], revise +> [G], and stop [H]. + +## Target setting + +Use the first clean quarter to establish baselines. Set the next quarter's targets before +work begins. Never change a target after results arrive. diff --git a/positioning/every-master/SKILL.md b/positioning/every-master/SKILL.md index d1d9a93..d8362db 100644 --- a/positioning/every-master/SKILL.md +++ b/positioning/every-master/SKILL.md @@ -1,12 +1,27 @@ # Every Master Positioning -Positioning framework for Every as the parent brand. +Positioning framework for Every as the parent brand. Every is an applied AI company +combining ideas, apps, training, research, and Consulting to help people and organizations +become AI native. + +## Working position + +**You want to build or work with AI. Every makes you AI native.** + +Marketing establishes that association across Editorial, Studio, Training, Consulting, +products, launches, campaigns, events, and public communications. Every is a badge brand: +useful enough to earn trust, distinctive enough to signal taste and membership, and +consistent enough to compound. + +Load `references/positioning-year-2026-27.md` for the current company-level positioning +agenda and `references/marketing-portfolio-2026-27.md` for the current program portfolio. ## When to invoke - When defining or refining Every's master brand position - When a strategy skill needs the parent-brand positioning context - When evaluating how a sub-brand position relates to the master brand +- When building company-level campaigns, PR, research, events, or executive materials ## Dependencies @@ -14,6 +29,10 @@ Positioning framework for Every as the parent brand. - `marketing-science/archetyping` - `marketing-science/research` -## To do +## Quick checklist -Populate on completion of the Every master positioning framework. +- Does the work make Every easier to understand as one company? +- Does it strengthen the association "Every makes you AI native"? +- Does it adapt the promise to the intended audience without creating a separate brand? +- Does it preserve Every's premium, editorial, technically credible badge value? +- Does it include a clear proof point from ideas, apps, training, research, or Consulting? diff --git a/positioning/every-master/references/marketing-portfolio-2026-27.md b/positioning/every-master/references/marketing-portfolio-2026-27.md new file mode 100644 index 0000000..1941a14 --- /dev/null +++ b/positioning/every-master/references/marketing-portfolio-2026-27.md @@ -0,0 +1,53 @@ +# Marketing Portfolio: H2 2026 Through H1 2027 + +Order programs by their likely ability to create useful new free subscribers with the +current team. Run one high-effort build and one lightweight pilot at a time. + +## Near-term acquisition + +1. **Instagram:** Every's visual front door for Seekers. Preserve the recurring on-camera + anchor, editorial franchises, collaborator strategy, and distinct jobs of Reels, + carousels, Stories, and video. +2. **Everyverse affiliates:** begin with eight to 10 curated external creators, + newsletter writers, podcasters, educators, and community leaders. Give each partner + approved positioning, assets, access, and a tracked link; do not pay commission in + this phase. Open a separate paid-member affiliate cohort only after attribution, + subscriber quality, and economics hold. Pay a modest share of collected first-year + revenue after discounts, refunds, and chargebacks. +3. **Every Reading Society:** use philosophy, fiction, science, design, AI nonfiction, + and serious criticism of technology to turn Every's editorial taste into subscriber + acquisition and affinity. Preserve the press question: Why is an AI company obsessed + with books? Readers buy their own books. A Bookshop.org storefront can create + affiliate revenue, and a small copy pool can follow if the program earns demand. + +## Authority and demand + +4. **Every Intelligence:** make Every's reports the must-read, must-share source of AI + insight in company Slack channels. Thesis launches the first Future of Work study. + Publish the main narrative and essential findings openly, then require a free + subscription for the detailed data package, charts, executive briefing, or practical + companion. Preserve research independence, methodology, public findings, and the + willingness to challenge Every's own *After Automation* thesis when evidence demands + it. +5. **Employee-led podcasts and YouTube:** expand the public cast beyond Dan through + distinct practitioner-led shows. Dan's show remains the flagship and may become + *The Every Podcast*. Candidate shows pair Douglas Brundage and Mike Knoop on AI and + marketing, Austin and Yash on Growth, Natalia Karbasova and Brandon Gell on business, + and Kieran Klaassen and Willie Stillwell on engineering. Each pairing creates its own + show. Begin with four-episode pilots, a defined audience, and a subscriber path. These + pairings remain proposals until the participants and company approve them. + +## Conditional 2027 bet + +6. **The Compound:** a temporary AI-native office in San Francisco or New York, styled + through a 1960s Madison Avenue material world of wood, chrome, paper, typography, + local coffee, and cocktails. Guests book practical workshops and office hours with + Every practitioners, use a small coworking area during the day, and attend + conversations with AI leaders at night. The Every Agent appears only where it + improves the lesson. Every proceeds after the Agent clears an adoption threshold and + a sponsor covers an agreed share of external costs without taking creative control. + Entry requires a free subscription. A separate Economist-style OOH campaign drives + free subscriptions and makes the event public. + +Every program starts with an audience, hypothesis, subscriber or Consulting path, direct +and fully loaded cost, decision date, and scale, revise, or stop rule. diff --git a/positioning/every-master/references/positioning-year-2026-27.md b/positioning/every-master/references/positioning-year-2026-27.md new file mode 100644 index 0000000..5b71793 --- /dev/null +++ b/positioning/every-master/references/positioning-year-2026-27.md @@ -0,0 +1,38 @@ +# A Positioning Year: H2 2026 Through H1 2027 + +The market does not yet hold Every's Editorial work, software, training, research, and +Consulting as one clear company. Marketing's job through H1 2027 is to establish one +position: + +**Every makes you AI native by pioneering the future of work.** + +## Perception shift + +| Current impression | Position to establish | +|---|---| +| An AI newsletter | The best way to become AI native at work | +| Dan's company | A company led by Dan and supported by a visible cast of practitioners | +| Interesting writing | Ideas, apps, and training people can use now | +| A collection of products | One company that helps people work with AI | +| A best-kept secret | A recognized authority on AI and work | + +## Audience movement + +- **Builders and Operators:** deepen affinity, badge value, and paid conversion through + credible products, workflows, ideas, and a creative and technical bar they respect. +- **Seekers:** expand awareness and free subscriptions by making Every the clearest + gateway into AI-native work. +- **Executives:** establish authority and create Consulting demand through Dan, original + research, business press, events, public expertise, and client proof. + +## End state + +By the end of H1 2027: + +- "Every makes you AI native" is the company's clearest public association. +- Builders and Operators show stronger affinity and paid conversion. +- More Seekers discover Every and become free subscribers. +- More Executives encounter Every through public authority and Consulting proof. +- Marketing has four quarters of comparable acquisition, cohort, fame, authority, and + business-demand results. +- Growth has a larger, better-understood audience to convert. diff --git a/strategy/one-pager/SKILL.md b/strategy/one-pager/SKILL.md index a45ffa7..76681b7 100644 --- a/strategy/one-pager/SKILL.md +++ b/strategy/one-pager/SKILL.md @@ -1,9 +1,9 @@ # One-Pager Compresses extensive brand docs, strategies, positioning frameworks, or plans into a -single page. The one-pager is not a summary — it is a compression. Every word earns its -place. The skill handles the editorial judgment of what to keep, what to cut, and how to -structure information for maximum impact in minimum space. +decision-ready page. The one-pager is a second layer, never a replacement for the full +strategy. Every word earns its place, but unique strategic and creative information +survives compression. Different audiences need different one-pagers. An executive one-pager emphasizes strategic rationale and outcomes. A team one-pager emphasizes operational clarity. An external @@ -34,6 +34,7 @@ structure and emphasis. - When distilling a full positioning framework into an executive-facing artifact - When preparing a strategic summary for a board, investor, or partner meeting - When a brand doc or strategy is complete and needs a compressed reference version +- When leadership needs to review a strategy in 10 to 15 minutes ## Reference routing @@ -49,7 +50,10 @@ structure and emphasis. - `positioning/{source brand}` (loaded dynamically) - `brand-voice/{source brand}` (loaded dynamically) -## Status +## Quick checklist -Reference skeletons are in place. Compression methodology and information hierarchy will -be populated first; format variants will follow. +- Does the page lead with the decision or argument? +- Can leadership understand it in 10 to 15 minutes? +- Does it preserve the source's distinctive idea, mechanism, audience, and evidence? +- Are ownership, measurement, asks, and budget visible when relevant? +- Does the full strategy remain available as the source of truth? diff --git a/strategy/one-pager/references/compression-methodology.md b/strategy/one-pager/references/compression-methodology.md index 293bfb0..e841abf 100644 --- a/strategy/one-pager/references/compression-methodology.md +++ b/strategy/one-pager/references/compression-methodology.md @@ -1,24 +1,46 @@ # Compression Methodology -How we compress — the methodology for reducing a long-form strategy doc, positioning -framework, or brand deck into a single page without losing structural integrity or -strategic coherence. +Compression removes redundancy and lowers reading time without flattening the strategy. ---- +## Protect before cutting -## Compression principles - +Create an internal preservation list before editing: -## What to keep - +- Core argument or decision. +- Distinctive creative premise. +- Target audience and desired movement. +- Operating mechanism. +- Subscriber, Consulting, fame, or authority path. +- Essential evidence or intellectual tension. +- Owner, dependencies, cost, and decision gate. + +If a cut removes a unique item from this list, reverse it. ## What to cut - -## Compression process - +- Repeated rationale. +- Theory that does not change a decision. +- Process history. +- Multiple examples proving the same point. +- Caveats that belong in the full strategy. +- Low-value adjectives and consultant language. + +## Process + +1. Read the full source and identify its argument. +2. Separate unique information from repetition. +3. Choose the format and audience. +4. Draft the decision, rationale, program, measurement, asks, and budget in that order + when relevant. +5. Compare the compressed version against the preservation list. +6. Keep the full strategy linked and intact. + +## Failure test + +The compression failed if: -## Quality check - +- The idea now sounds interchangeable with a competitor's. +- The reader understands what the program is called but not how it works. +- Measurement survives but the creative premise disappears. +- The executive page contradicts or silently replaces the source. +- A team could approve the page but could not execute the work. diff --git a/strategy/one-pager/references/formats.md b/strategy/one-pager/references/formats.md index d25e801..0b8e827 100644 --- a/strategy/one-pager/references/formats.md +++ b/strategy/one-pager/references/formats.md @@ -1,23 +1,40 @@ # One-Pager Formats -The one-pager format variants. Each variant has a different structure, emphasis, and -intended audience. +## Executive format ---- +Use for leadership, board, or company-wide review: -## Executive format - +1. Decision or mandate. +2. Current gap. +3. Strategy and priority programs. +4. Measurement. +5. Ownership and asks. +6. Directional budget. +7. Next decision. + +Design for a 10- to 15-minute discussion. Use the word "Owner," not RACI language, unless +the organization explicitly requests RACI. ## Team format - + +Use for internal alignment: + +1. Objective and audience. +2. What the team is making. +3. Message and creative standard. +4. Workstreams, owners, and dependencies. +5. Timeline and approval points. +6. Measurement and postmortem. ## External format - -## Choosing the right format - +Use for partners, press, or clients: + +1. Every's point of view. +2. The audience or market problem. +3. The idea or offer. +4. Credible proof. +5. The specific partnership or next step. -## Format templates - +Remove internal economics, unresolved debate, and organizational detail. Preserve the +idea's specificity. diff --git a/strategy/one-pager/references/information-hierarchy.md b/strategy/one-pager/references/information-hierarchy.md index 4cd432c..9d5e132 100644 --- a/strategy/one-pager/references/information-hierarchy.md +++ b/strategy/one-pager/references/information-hierarchy.md @@ -1,22 +1,26 @@ # Information Hierarchy -How we prioritize information on the page — what leads, what supports, what gets cut. -The hierarchy governs the reading experience and ensures the most important content -lands first. +## Executive reading order ---- +1. **Decision or argument:** what leadership is being asked to believe or approve. +2. **Why now:** the company gap, opportunity, or risk. +3. **What changes:** the strategy, audience movement, or program. +4. **How success is measured:** the primary metric and business connection. +5. **Who owns it:** owner, support, and approval. +6. **What it requires:** budget, headcount, access, or capacity. +7. **What happens next:** timing and decision gate. -## Hierarchy principles - +## Supporting material -## Lead content - - -## Supporting content - - -## Reference content - +Use short tables when they clarify audience differences, ownership, budgets, or +before-and-after positioning. Keep methodology, research detail, creative examples, and +program mechanics in the full strategy unless one is necessary to understand the +decision. ## Visual hierarchy - + +- Lead with a declarative title and one clear framing sentence. +- Use headings to show the decision path, not to decorate the page. +- Keep paragraphs short and use bullets for parallel facts. +- Put the budget after the strategy and measurement unless the decision is explicitly + budget-first. diff --git a/strategy/program-brief/SKILL.md b/strategy/program-brief/SKILL.md new file mode 100644 index 0000000..9f2fbfd --- /dev/null +++ b/strategy/program-brief/SKILL.md @@ -0,0 +1,57 @@ +--- +name: program-brief +description: Turn an Every marketing idea into a concise, measurable pilot with a protected creative premise, audience, owner, operating mechanism, subscriber or Consulting path, costs, metrics, and scale, revise, or stop gate. Use when proposing a campaign, social channel, affiliate program, research franchise, event, podcast, partnership, PR initiative, or other recurring Marketing program. +--- + +# Marketing Program Brief + +Translate an ambitious idea into something leadership can approve and the team can run. +Do not neutralize the idea to make the brief easier to measure. + +## Workflow + +1. Write the one-sentence ambition in the future tense as a state Every intends to create. +2. Explain why the idea belongs in the current Marketing strategy. +3. Name the primary and secondary audiences. +4. Preserve the creative premise and the operating mechanism. +5. Define the smallest pilot that can produce a useful result or learning. +6. Map the subscriber, paid, Consulting, fame, or authority path. +7. Name one owner and the necessary support. +8. Record direct and fully loaded costs, the measurement window, and decision date. +9. Define scale, revise, or stop before launch. + +## Required standard + +Every brief must answer: + +- What future state are we trying to create? +- Why this idea, for Every, now? +- Who is it for? +- What specifically happens? +- What makes it distinctive? +- How does attention become a free subscriber, paid subscriber, or Consulting lead? +- What is the primary metric? +- Which diagnostic signals explain the result? +- What does the pilot cost in cash and team time? +- Who owns it, who supports it, and who approves material spend? +- What result changes the next decision? + +Load `references/template.md` for the working format and +`references/portfolio-rules.md` when sequencing several programs. + +## Dependencies + +- `foundation/marketing-os` +- `marketing-science/measurement` +- `positioning/{relevant brand}` (loaded dynamically) + +## Quick checklist + +- Does the first sentence make the idea desirable? +- Did compression preserve the distinctive mechanism and creative world? +- Is there one owner? +- Is the audience explicit? +- Is the subscriber or Consulting path visible? +- Is the primary metric different from the diagnostic signals? +- Are cost and capacity included? +- Is there a decision date and gate? diff --git a/strategy/program-brief/agents/openai.yaml b/strategy/program-brief/agents/openai.yaml new file mode 100644 index 0000000..60cb26c --- /dev/null +++ b/strategy/program-brief/agents/openai.yaml @@ -0,0 +1,4 @@ +interface: + display_name: "Marketing Program Brief" + short_description: "Turn ideas into measurable program briefs" + default_prompt: "Use $program-brief to turn this marketing idea into an actionable, measurable pilot." diff --git a/strategy/program-brief/references/portfolio-rules.md b/strategy/program-brief/references/portfolio-rules.md new file mode 100644 index 0000000..bfc87ee --- /dev/null +++ b/strategy/program-brief/references/portfolio-rules.md @@ -0,0 +1,26 @@ +# Portfolio Rules + +Sequence Marketing programs by likely business value, speed to learning, cost, team +capacity, and strategic importance. + +## Default order + +1. Programs with a direct, measurable free-subscriber path. +2. Programs that can create repeatable authority or Consulting demand. +3. Production-heavy media franchises after capacity exists. +4. Expensive experiential or awareness bets after the relevant product, sponsor, and + operating gates clear. + +## Capacity + +- Run one high-effort build and one lightweight pilot at a time. +- Do not approve a portfolio whose simultaneous operating load exceeds the named team. +- Separate approval of an idea from release of its full budget. +- Stage later phases behind evidence from earlier phases. + +## Evaluation + +Acquisition programs compete on subscriber quality and economics. Authority programs +compete on the strength of the declared outcome, business path, and repeatability. A +program can be strategically valuable without winning a last-click contest, but it +cannot scale without a defined reason. diff --git a/strategy/program-brief/references/template.md b/strategy/program-brief/references/template.md new file mode 100644 index 0000000..0d666fb --- /dev/null +++ b/strategy/program-brief/references/template.md @@ -0,0 +1,50 @@ +# Marketing Program Brief Template + +## [Program name] + +**Ambition:** Every becomes [specific future state]. + +**Why:** [One or two sentences connecting the idea to the company story, audience need, +and current Marketing plan.] + +**Owner:** [One person or function.] + +**Support:** [Only the people or teams required.] + +**Primary audience:** [Builder, Operator, Seeker, or Executive.] + +**Secondary audience:** [Optional.] + +### The idea + +[Describe the creative premise and the operating mechanism. Include the details that +make the idea recognizably Every.] + +### Pilot + +- Scope: +- Cadence or duration: +- Distribution: +- Subscriber or Consulting path: +- Direct cost: +- Fully loaded cost: + +### Measurement + +- Primary decision metric: +- Baseline: +- Target or success threshold: +- Diagnostic signals: +- Data source: +- Measurement window: +- Decision date: + +### Decision gate + +- Scale if: +- Revise if: +- Stop if: + +### Approval required + +[Budget, headcount, access, partnership, or executive decision.]