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Decides whether and how to enter a new market — sizing demand from the bottom up rather than from a market report, testing whether your advantage transfers, choosing between organic entry, partnership
The skill file stays in the publisher's repository.
Paste the copied command in a terminal. It installs this SKILL.md into that agent.
npx skills add cbrock84/headcount --skill market-entry -a cursor -y
Decides whether and how to enter a new market — sizing demand from the bottom up rather than from a market report, testing whether your advantage transfers, choosing between organic entry, partnership and acquisition, sequencing the operational and regulatory work that entry actually requires, and setting the criteria that would tell you to stop. Use this to evaluate a new geography, segment or vertical, pressure-test an entry plan, or work out why a launched market never reached scale.
Decides whether and how to enter a new market — sizing demand from the bottom up rather than from a market report, testing whether your advantage transfers, choosing between organic entry, partnership and acquisition, sequencing the operational and regulatory work that entry actually requires, and setting the criteria that would tell you to stop. Use this to evaluate a new geography, segment or vertical, pressure-test an entry plan, or work out why a launched market never reached scale.
Entry decisions are usually made on the size of the opportunity and lost on the cost of serving it. The market was real; what was underestimated was everything required to operate there.
A market report gives you a number that includes companies who will never buy from you. Build the estimate from countable things: how many organizations fit your profile, how many have the problem acutely, what they spend on it today, what share you could plausibly hold in a defined period.
Use a top-down figure only as a sanity check. If bottom-up and top-down differ by an order of magnitude, one of them contains an assumption nobody has stated, and finding it is the most valuable hour in the analysis.
The question is not whether the market is attractive — attractive markets are attractive to everyone, including incumbents already there. The question is what you have that wins.
Advantages transfer unevenly. Product capability usually transfers. Brand rarely does across geographies. Distribution and relationships almost never do. Cost structure may invert entirely. An entry justified by "we are strong in the adjacent market" needs to name the specific thing that carries over, and it is usually less than assumed.
Ask why the incumbent has not already done what you plan to do. Either they cannot, which is your advantage, or they have found it does not work, which is your warning.
Ask what each mode costs to unwind. Organic entry can be stopped. A distribution agreement with a long term and exclusivity cannot, and a bad partner can foreclose the market for years.
This is where entry plans are optimistic. Entity setup and tax registration, employment obligations, data residency and privacy regimes, sector licensing, payment methods and currency, local-language support hours, contract terms that differ from your standard, and localized documentation.
Each is individually manageable and collectively a program. Get someone who has actually operated in the market to review the list before committing, because the item you have not thought of is usually the expensive one.
Enter narrowly enough that failure is affordable and informative: one segment, one channel, a small number of reference customers. A full launch commits the spend before you know whether the thesis holds.
Define what you are trying to learn and what result would count as the thesis failing. Entry without a disconfirming condition becomes a market you stay in because you are already there.
Write down what would have to be true by when, and what you will do if it is not. Markets rarely fail loudly; they underperform quietly while absorbing management attention that the core business was producing better returns on.
Review against the criteria on the date, not when someone finally raises it.
references/sources.md in this skill lists the outside authorities that settle the questions
here — what each one is authoritative for, and what you may do with it. Check them before
answering on anything they cover, and cite what you used. Most are free to read and not free
to reproduce; the use note on each is binding.