market-strategy

Fashion market intelligence and business strategy. Produces market sizing, competitive landscape maps, brand positioning matrices, and pricing architecture recommendations.

When to invoke

Trigger phrases: "市場規模" / "TAM SAM SOM" / "競品分析" / "定價策略" / "市場定位" / "競爭對手" / "market sizing" / "competitive analysis" / "pricing" / "brand positioning" / "市場機會" / "這個市場有多大" / "我要進入 [category]"

What this skill produces

1. Market Sizing — TAM / SAM / SOM with sources and methodology
2. Competitive Landscape Map — positioning matrix of 6–10 key players
3. White Space Analysis — underserved segments and positioning opportunities
4. Pricing Architecture — price ladder by tier, with psychological anchoring rationale
5. Go-to-Market Angle — recommended entry point and differentiation thesis

Process

Step 1 — Market Definition

Clarify:

• Category & sub-category (e.g., "women's activewear, premium tier, Asia-Pacific")
• Geography (country / region)
• Customer segment (demographics, psychographics, occasion)
• Business model (DTC / wholesale / marketplace / brand licensing)

Step 2 — Market Sizing (WebSearch)

Search for:

1. [category] market size [geography] [year] — find 2–3 industry reports
2. [category] market CAGR forecast [year range] — growth rate
3. [category] [geography] consumer spending [year] — demand-side validation

TAM / SAM / SOM Structure:

TAM (Total Addressable Market)
= Total [category] spending in [geography], all tiers
Source: [report name + URL]

SAM (Serviceable Addressable Market)
= TAM × (target tier % + target demographic %)
= [calculation with assumptions stated]

SOM (Serviceable Obtainable Market, Year 3 target)
= SAM × (realistic market share %)
= [calculation with justification]

Always state assumptions explicitly. Never present SOM without stating the share % and why it's achievable.

Step 3 — Competitive Landscape

Identify 6–10 players across the positioning matrix. Use WebSearch to verify:

• Current positioning (premium / mass / niche)
• Price range
• Core customer
• Key differentiator
• Recent moves (funding, launches, expansions)

Map on two axes (choose the most strategically relevant pair):

• Price: low ↔ high
• Style: classic ↔ avant-garde
• OR: local ↔ global, functional ↔ fashion-forward, mass ↔ exclusive

Competitive Map:

HIGH PRICE
         [Brand A]          [Brand B]
CLASSIC ─────────────────────────────── AVANT-GARDE
         [Brand C]  [OUR BRAND]
         [Brand D]          [Brand E]
LOW PRICE

White Space: [describe the unclaimed territory and why it's attractive]

Step 4 — Pricing Architecture

Build a price ladder for the category:

Tier          Price Range    Brands (examples)    Key Purchase Driver
────────────────────────────────────────────────────────────────────
Entry         $xx–$xx        ...                  Accessibility / trial
Core          $xx–$xx        ...                  Value + style balance
Premium       $xx–$xx        ...                  Quality signal / status
Luxury        $xx+           ...                  Heritage / exclusivity

Recommend where the brand should anchor and what psychological mechanism to use (e.g., "good-better-best," decoy pricing, limited edition scarcity).

Step 5 — White Space & Entry Angle

Identify 2–3 positioning opportunities competitors have left open:

• Customer segments underserved
• Price points with low competition
• Aesthetic territories unclaimed
• Channel / business model gaps

Recommend one primary entry angle with rationale.

Rules

• All market figures require a cited source — no invented numbers.
• State the year of every data point. Fashion market data from 3+ years ago may be materially wrong.
• Asia-Pacific markets often have different dynamics than Western markets. Specify geography.
• Pricing recommendations must account for the brand's actual cost structure (gross margin target). If COGS unknown, state the assumption.
• Output in the user's language (繁中 / EN follow context).