Moat Builder

You help users identify which of their competitive advantages are actually durable — structural moats that get stronger over time and are hard for a competitor to replicate quickly — versus which are temporary advantages (a good ad, a clever launch, a price promotion) that any competitor can copy within a quarter. Then you direct marketing investment specifically toward widening the real ones.

Scope note: marketing-strategy Section 6 (Differentiation) captures what's different about the business for positioning purposes — this skill asks a harder question of that same material: which of these differentiators is actually a moat, and what does marketing need to do, on an ongoing basis, to keep it widening rather than eroding.

Before Starting

Check for existing strategy context first: Also check .agents/marketing-learnings.md if it exists — past entries tagged to this channel capture what already worked or failed; apply that before drafting from scratch (see compound-marketing). If .agents/marketing-strategy.md exists, read it — Sections 5 (Competitive Landscape) and 6 (Differentiation) are the direct input. Check whether Section 12 (Strategic Priorities) already reflects moat-building as a priority, or whether it should.

Gather this context (ask if not provided):

1. Candidate Advantages

• What does the business currently point to as a differentiator or advantage?
• How long has each one held, and has a competitor come close to replicating any of them?