**Step 1: Understand the Problem and Let the User Choose the Analysis Mode** 1. **Understand the User's Problem:** - Carefully read the user's question or the topic they want to analyze. - Identify the type of problem: * Industry/Market Analysis (e.g., "Analyze the AI ​​industry landscape") * Business Decisions (e.g., "Should my company enter a certain market?") * Career Development (e.g., "Should I switch to AI?") * Strategic Planning (e.g., "How to respond to competitors' new products") * Other complex problems 2. **Confirm Understanding with the User in 1-2 Sentences:** "I understand that you want to analyze: [Core Problem]. I will use the 'Six-Question Analysis Method' to help you systematically think about this problem." 3. **Introduce the Analysis Framework:** "The 'Six-Question Analysis Method' will analyze from six progressive dimensions: - Question 1: About the Facts (Being Realistic) - Question 2: About the Structure (Interest Analysis) - Question 3: About the Focus (Principal Contradiction) - Question 4: About the Dynamics (Unity of Opposites) - Question 5: About the Strategy (Protracted War/Mass Line) - Question 6: About Verification (Practice-Based Approach)" 4. **Key: Allow users to choose the analysis mode** (using the askUserQuestion tool): Question text: "How would you like me to conduct this analysis?" header: "Analysis Mode" multiSelect: false Option design: - label: "Quickly generate a complete report (recommended)" description: "I will autonomously complete all analysis steps and directly generate a structured strategic analysis document for you. Suitable for quickly understanding the overall picture and establishing a cognitive framework." - label: "Guided interactive analysis" description: "I will interact with you at each key step, guiding you to think deeply. The process is slower, but it can help you build deeper insights. Suitable for major decisions or deep learning." - label: "Hybrid mode" description: "I will first quickly generate a preliminary analysis, and then you can choose to explore the parts you are interested in. Balancing efficiency and depth." 5. **Set the execution mode according to user selection**: - If "Quickly generate a complete report" is selected: Skip all askUserQuestion calls in subsequent steps and directly enter the autonomous analysis mode. - If "Guided interactive analysis" is selected: Strictly execute the interactive links in each step. - If "Hybrid mode" is selected: Quickly generate the report first, and then in Step... 9. **Important:** The user's choices will determine the overall style of skill execution. Remember the user's choices and strictly adhere to them in subsequent steps.

**Step 2: First Question - About the Facts (Factual)** **Execution Principles**: - **Rapid Generation Mode**: Directly conduct online searches to collect facts without user interaction. - **Guided Interaction Mode**: First, ask the user for information they already possess, then supplement the search. - **Hybrid Mode**: Directly conduct searches and analysis. --- ### If using "Guided Interaction Analysis" mode: 1. **Guide User Thinking** (using the askUserQuestion tool, multiSelect set to true): Question text: "Regarding this matter, what objective facts do you currently possess? Please select aspects you already know (multiple selections allowed):" Option design (adjust according to question type; the following is a general template): - "Market size/user data and other quantitative indicators" - "Key player/competitor dynamics" - "Technology/product development stage" - "Latest policy/regulatory changes" - "I'm not entirely clear on the specific facts and need help collecting them" ### All modes must be executed: 2. **Online Search to Supplement Facts**: - Based on the user's question topic, use the Google Search tool to search for the latest: * Industry reports and data (freshness set to 'month') * Latest developments of key companies/institutions* Policy and regulatory changes - Conduct at least 2-3 searches covering different angles - Extract hard data: numbers, time, specific events 3. **Distinguish between facts and opinions**: - Compile a list of "verified facts" (with data sources) - Identify "common opinions/speculations" (clearly mark these as not facts) - Identify "issues requiring further investigation" 4. **Transition to the next step**: - **Quick generation/hybrid mode**: Proceed directly to the next step - **Guided interactive mode**: "Based on the above facts, we have established the foundation for our analysis. Now let's move on to the second question and see which stakeholders are involved in this matter." **Important**: This step must use Google Search to ensure that the analysis is based on the latest facts and not outdated information.

**Step 3: Second Question - About Structure (Stakeholder Analysis)** **Execution Principles**: - **Rapid Generation Mode**: Directly analyze stakeholders without asking users. - **Guided Interaction Mode**: Understand user perception first, then supplement the analysis. - **Hybrid Mode**: Conduct the analysis directly. --- ### If using the "Guided Interaction Analysis" mode: 1. **Guide User Thinking** (using the askUserQuestion tool): Question text: "Who are the core people or groups involved in this matter? What are their respective core interests?" Option design: - "I can clearly identify the main players and their interests." - "I know who the players are, but I'm not quite clear about their true interests." - "The stakeholder landscape in this area is relatively unfamiliar to me." - "I want to focus on analyzing a few specific players." ### All modes must be executed: 2. **Construct a Stakeholder Map**: - Identify 3-5 layers of stakeholders (e.g., infrastructure layer, platform layer, application layer, user layer, regulatory layer) - Analyze each party: * What are their core interests? (Revenue? Control? Influence?) * What are the sources of their power? (Technology? Capital? Users? Policy?) * 3. **Analyze the Relationship Network:** - Cooperative relationships: Who depends on whom? Where are the points of mutual benefit? - Competitive relationships: Who is vying for the same piece of the pie? - Opposing relationships: Whose interests are fundamentally conflicting? 4. **Key Insights:** - Identify hidden conflicts of interest (superficial cooperation, actual competition) - Identify the true source of power (not nominal, but actual) - Predict possible alliances and splits 5. **Transition to the Next Step:** - **Rapid Generation/Hybrid Mode:** Directly move to the next step - **Guided Interaction Mode:** "After understanding the interest structure, we need to find the most critical issue at this stage—the principal contradiction."

**Step 4: Question 3 - On the Focus (Principal Contradiction)** **Execution Principles**: - **Rapid Generation Mode**: Directly identify the principal contradiction - **Guided Interactive Mode**: Guide users to think and discuss - **Hybrid Mode**: Directly conduct analysis--- ### If using the "Guided Interactive Analysis" mode: 1. **Guiding User Thinking** (using the askUserQuestion tool): Question text: "At the current stage, what do you think is the most critical and core issue? Solving it will solve other problems?" Option design: - "I have a clear judgment and know where the core issue is." - "I see many issues, but I'm unsure which is the most important." - "I tend to think all issues are equally important." - "I need help identifying the principal contradiction" ### All modes should be executed: 2. **Methods for Identifying the Principal Contradiction**: - List 3-5 existing principal issues/contradictions - Evaluate each issue: * Scope of impact (local vs. global) * Urgency (immediate vs. long-term) * Leverage effect (how many other issues will solving it trigger) - Applying the "Pareto Principle": 20% of the problems determine 80% of the results. 3. **Identifying the Core Contradiction**: - Summarize the main contradiction in one sentence (usually "A's needs vs. B's constraints"). - Explain why this is the main contradiction rather than a secondary one. - Explain the leverage effect of resolving it. 4. **Resource Allocation Suggestions**: - Where should the main efforts be focused? - Which problems can be temporarily set aside? - Which problems will naturally resolve as the main contradiction is solved? 5. **Transition to the Next Step**: - **Rapid Generation/Hybrid Mode**: Proceed directly to the next step. - **Guided Interactive Mode**: "Having found the main contradiction, we now need to observe its dynamic changes—how advantages turn into disadvantages, and how disadvantages turn into advantages."

**Step 5: Question 4 - On Dynamics (Unity of Opposites)** **Execution Principles**: - **Rapid Generation Mode**: Directly analyze the transformation of strengths and weaknesses - **Guided Interaction Mode**: Guide users to think about dynamic changes - **Hybrid Mode**: Directly conduct analysis--- ### If using the "Guided Interaction Analysis" mode: 1. **Guide users to think** (using the askUserQuestion tool): Question text: "Things are always changing. What risks do you think are hidden in your current strengths? What opportunities are hidden in your weaknesses?" Option design: - "I see some possibilities for dynamic changes" - "I tend to look at the problem statically and don't consider transformation much" - "I'm worried about being overly optimistic or overly pessimistic" - "I want to understand how to promote favorable transformations" ### All modes should be executed: 2. **Analyze the "Risks in Strengths"**: - List 2-3 current main strengths - Analyze each strength: * How sustainable is this strength? (Technological iteration? Competitive follow-up?) * What blind spots will over-reliance on this strength lead to? * Under what circumstances will an advantage turn into a disadvantage? - 3. **Analyze "Opportunities in Disadvantages":** Provide specific case studies (e.g., OpenAI's commercialization speed advantage → security trust crisis). 4. **Analyze "Opportunities in Disadvantages":** - List 2-3 current major disadvantages/constraints. - Analyze each disadvantage: * Is this disadvantage forcing innovation? (e.g., computing power limitations → efficiency innovation) * Are competitors facing similar disadvantages? * How to transform disadvantages into differentiated advantages? - Provide specific case studies (e.g., Anthropic's defense contract failure → compliance brand assets). 5. **Design a Transformation Strategy:** - How to consolidate advantages and prevent them from turning into disadvantages? - How to leverage disadvantages to promote their transformation into advantages? - What conditions need to be created to promote favorable transformations? 6. **Transition to the Next Step:** - **Rapid Generation/Hybrid Mode:** Proceed directly to the next step. - **Guided Interactive Mode:** "Having understood the dynamic changes, we need to develop a long-term strategy—a blitzkrieg, a protracted war, or a positional war?"

**Step 6: Question 5 - Regarding Strategy (Protracted War/Mass Line)** **Execution Principles**: - **Rapid Generation Mode**: Directly provide strategic suggestions - **Guided Interactive Mode**: Guide users to think about strategic choices - **Hybrid Mode**: Directly conduct analysis--- ### If using the "Guided Interactive Analysis" mode: 1. **Guide users to think** (using the askUserQuestion tool): Question text: "Faced with this question, what are your long-term goals? What strategies do you plan to adopt?" Option design: - "Rapid breakthrough, seize the initiative (blitzkrieg)" - "Steady progress, long-term accumulation (protracted war)" - "Maintain advantages, consolidate territory (positional warfare)" - "I haven't figured out my long-term strategy yet" ### All modes must be executed: 2. **Clarify long-term goals**: - What state do you want to achieve in 3 years? - What are the core indicators? (Market share? Technological leadership? Brand awareness?) - Does this goal match your resources and capabilities? 3. **Choose a strategy type**: Analyze suitable strategies based on resources, timing, and competitive landscape: **Blitzkrieg** (Suitable for: Ample resources + short window of opportunity + clear first-mover advantage): - Rapid deployment to seize key resources (talent/customers/channels) - Gain market position through speed - Risks: High costs, low tolerance for error **Protracted Warfare** (Suitable for: Limited resources + need for accumulation + time is on your side): - Small steps, rapid iteration - Establish long-term advantages (technology accumulation/user reputation/ecosystem) - Key: Patience and strategic focus **Positional Warfare** (Suitable for: Existing advantages + need for defense + mature market): - Consolidate existing territory and raise barriers - Refined operations to improve efficiency - Caution: Avoid complacency 4. **Identify the "Mass Line" (Whose power do you rely on)**: - Who are the core supporters? (Users? Developers? Partners? Investors?) - How to gain their support? (Interest alignment? Value recognition?) - How to transform their power into an advantage? 5. **Transition to the Next Step**: - **Rapid Generation/Hybrid Mode**: Directly move to the next step - **Guided Interaction Model:** "With a long-term strategy in place, the final step is to establish a validation mechanism—how to test our judgments in practice."

**Step 7: Question 6 - On Verification (Practice-Based Approach)** **Core Concept**: Strategic analysis is not a one-time conclusion, but a system of assumptions that needs to be continuously verified and adjusted in practice. **Execution Principles:** All models are executed directly without additional interaction. --- 1. **Extract Core Assumptions:** Based on the analysis of the first five questions, clearly list 3-5 **key assumptions:** Format: ``` Assumption 1: [Assumptions about factual aspects] For example: "The instant retail market will maintain a growth rate of over 30% in the next 3 years." Assumption 2: [Assumptions about the profit structure] For example: "The conflict of interest between platforms and merchants will intensify in the next 1-2 years." Assumption 3: [Assumptions about the main contradictions] For example: "Fulfillment costs are the core bottleneck restricting the profitability of instant retail." Assumption 4: [Assumptions about dynamic conversion] For example: "Douyin's content advantage will turn into an e-commerce disadvantage (user fatigue) within 2 years." Assumption 5: [Assumptions about strategic choices] For example: "A protracted war is the optimal strategy at the current stage." ``` 2. **Design Validation Metrics:** For each core assumption, design **observable and quantifiable** validation metrics: | Assumption | Validation Metric | Data Source | Observation Frequency | |------|---------|---------|----------| | Assumption 1 | Instant Retail GMV Annual Growth Rate | iResearch Consulting, Platform Financial Reports | Quarterly | | Assumption 2 | Merchant Complaint Rate, Platform Commission Rate Changes | Industry Reports, Merchant Interviews | Semi-annually | | Assumption 3 | Unit Fulfillment Cost (RMB/Order) | Financial Reports, Research Reports | Quarterly | | Assumption 4 | Douyin E-commerce Repurchase Rate, User Duration | Third-Party Data, Financial Reports | Quarterly | | Assumption 5 | Market Landscape Changes, Number of New Entrants | Industry Observations | Continuous Tracking | 3. **Establish an Observation Mechanism**: **Information Source Configuration**: - Subscribe to 3-5 core industry media/reports - Set up keyword tracking (Google Alert, etc.) - Mark key time nodes (earnings season, industry conferences, policy release windows) **Tracking Table Template**: ```markdown ## Strategic Assumption Tracking Table | Time | Observed Facts | Verified/Refuted Assumptions | Impact on Strategic Judgments | |------|------------|----------------|----------------| | [Record Date] | [Record Key Events/Data] | Assumption X is verified/refuted | Y needs adjustment | | ... | ... | ... | ... | ``` 4. **Set Verification Time Window**: Clarify the **verification period** for each hypothesis: - **Short-term Verification** (3-6 months): Hypotheses about market trends and competitive dynamics - **Mid-term Verification** (6-12 months): Hypotheses about business models and user behavior - **Long-term Verification** (1-3 years): Hypotheses about industry structure and technological evolution **Key Time Nodes** (using relative time expressions): - Next earnings season (approximately 3 months later): Observe [specific indicators] - Six months later: Determine if [specific hypotheses] are valid - One year later: Review overall strategic judgment 5. **Scenario Analysis: If the hypothesis is refuted**: For each core hypothesis, pre-determine **how to adjust the strategic judgment if it is refuted**: ``` If hypothesis 1 is refuted (instant retail growth < 20%): → Indicates a bottleneck on the demand side → The main contradiction may shift from "fulfillment costs" to "insufficient user demand" → Strategic recommendation: Shift from "scale expansion" to "deepening cultivation of existing users". If assumption 3 is overturned (fulfillment costs increase instead of decrease): → This indicates that the scale effect is not valid, or that labor costs have risen more than expected → It is necessary to reassess the profitability feasibility of instant retail → Strategic recommendation: Focus on breakthroughs in automated delivery technology. 6. **Review Mechanism**: **Suggested Review Frequency**: - **Monthly Review** (15 minutes): Quickly scan key indicators and record significant changes. - **Quarterly Review** (2 hours): In-depth analysis to verify results and update assumptions. - **Annual Review** (1 day): Re-run the six-question analysis method to comprehensively refresh strategic judgments. **Review Checklist**: □ Which assumptions were verified? What is the confidence level? □ Which assumptions were overturned? What were the reasons? □ Have any new variables emerged that were not foreseen in the analysis? □ Has the distribution of interests changed significantly? □ Has the main contradiction shifted? □ Are the current strategic choices still applicable? □ What judgments need to be adjusted? What is the basis for this adjustment? 7. **Learning from Case Studies:** List 2-3 validation cases in relevant fields and extract lessons learned. 8. **Summary:** "Practice is the sole criterion for testing truth. This analysis is not the end, but the beginning. We recommend that you: - Record your core assumptions and validation metrics. - Set calendar reminders for timely reviews. - Remain sensitive to new information and be prepared to adjust your judgments at any time. - After 3 months, re-run the six-question analysis method and compare the changes. Remember: The value of strategy lies not in being 'correct the first time,' but in 'continuous refinement.'"

**Step 8: Generate a Structured Analysis Document** Use the write tool to create a complete analysis document with the following structure: ```markdown # [Problem Title]: Six-Question Analysis Method Strategic Judgment > Analysis Time: [Current Date] > Analysis Framework: Realistic Approach + Interest Analysis + Main Contradictions + Dynamic Transformation + Strategic Resolve + Practical Verification > Analysis Mode: [User-Selected Mode] --- ## Introduction: Problem Overview [1-2 paragraphs, explaining: - What is the core problem to be analyzed? - Why is this problem important? - Purpose and scope of the analysis] --- ## Question 1: About the Facts (Realistic Approach) ### What are the objective facts? [Organize the hard data found, list them in bullet points, with reference links] ### Which are facts, and which are opinions? **Verified Facts:** - [List] **Opinions/Speculations to Be Wary Of:** - [List] **Issues Requiring Further Investigation:** - [List] --- ## Question 2: About the Structure (Interest Analysis) ### Core Players and Their Interests [Expanded by level, each level includes: - Representatives - Core Interests - Source of Power - Current Situation] ### Relationship Network **Cooperative Relationships:** [Analysis] **Competitive Relationships:** [Analysis] **Opposing Relationships:** [Analysis] **Key Insights:** [2-3 In-depth Insights] --- ## Question 3: On the Focus (Principal Contradiction) ### The most critical issue at the current stage [Summarize the principal contradiction in one sentence] ### Why is this the principal contradiction? [Explanation of the analytical logic] ### Solving it will solve other problems [Explain the leverage effect] ### Resource Allocation Suggestions - Focus main efforts on: [Specific direction] - Temporarily set aside: [Secondary issues] - Issues that will resolve naturally: [List] --- ## Question 4: On Dynamics (Unity of Opposites) ### Risks Hidden in Advantages [Analyze the possibility of each major advantage transforming into a disadvantage] ### Opportunities Hidden in Disadvantages [Analyze the path of each major disadvantage transforming into an advantage] ### Transformation Strategies - How to consolidate advantages: [Specific measures] - How to utilize disadvantages: [Specific measures] - Conditions to be Created: [List] --- ## Question 5: On Strategy (Protracted War/Mass Line) ### Long-Term Goals [3-Year Goals and Core Indicators] ### Strategic Type Selection [Blitzkrieg/Protracted War/Positional Warfare, Explain the Reasons] ### Specific Strategies [Phase-by-Phase Implementation] ### Sources of Power (Mass Line) - Core Supporters: [Who] - How to Obtain Support: [Methods] - How to Transform It into an Advantage: [Mechanism] --- ## Question 6: On Verification (Practice-Based Approach) ### List of Core Assumptions 1. **Assumption 1**: [Assumptions about Factual Levels] 2. **Assumption 2**: [Assumptions about the Interest Structure] 3. **Assumption 3**: [Assumptions about the Principal Contradiction] 4. **Assumption 4**: [Assumptions about Dynamic Transformation] 5. **Assumption 5**: [Assumptions about Strategic Choices] ### Verification Indicators and Observation Mechanisms | Assumptions | Verification Indicators | Data Sources | Observation Frequency | Verification Period | |------|---------|---------|----------|----------| | Assumption 1 | [Specific Indicator] | [Source] | [Frequency] | [Duration] | | Assumption 2 | [Specific Indicator] | [Source] | [Frequency] | [Duration] | | ... | ... | ... | ... | ... | ### Information Source Configuration Recommendations **Recommended Subscriptions**: - [Specific Media/Report 1] - [Specific Media/Report 2] - [Specific Media/Report 3] **Key Time Nodes** (Based on the analysis time [current date]): - First earnings season (approximately 3 months later): Observe [Specific Events/Indicators] - Six months later: Determine if [Specific Assumptions] hold true - One year later: Comprehensive review of strategic judgment ### Scenario Analysis: If Assumptions are Overturned **If Assumption 1 is Overturned**: - Explanation: [Analysis] - Strategic Adjustment: [Recommendation] **If Assumption 3 is Overturned**: - Explanation: [Analysis] - Strategic Adjustment: [Recommendation] [Expand on Key Assumptions] ### Strategic Assumption Tracking Table | Time | Observed Facts | Hypotheses Verified/Refuted | Impact on Strategic Judgments | |------|------------|----------------|----------------| | [Blank reserved for users to fill in during actual observation] | | | | **Instructions for Use**: Please fill in this form during actual observation and review it quarterly. ### Learning from Case Studies [List 2-3 relevant verification cases and extract lessons learned] ### Review Mechanism **Suggested Review Frequency**: - Monthly Review (15 minutes): Quickly scan key indicators - Quarterly Review (2 hours): In-depth analysis and verification of results - Annual Review (1 day): Rerun the six-question analysis method **Review Checklist**: - [ ] Which assumptions were verified? - [ ] Which assumptions were refuted? - [ ] Have new variables emerged? - [ ] Has the interest structure changed? - [ ] Has the main contradiction shifted? - [ ] Are the strategic choices still applicable? --- ## Comprehensive Assessment ### What stage are we currently in? [Judgment] ### Key variables for the next 6-12 months [3-5] ### What should you focus on if you are in a different role? **If you are an observer/researcher**: - Focus on tracking: [Indicators] - In-depth research: [Direction] **If you are an investor**: - Focus on: [Investment opportunities/risks] - Decision Basis: [Key Indicators] **If you are an entrepreneur/executor**: - Entry Point: [Specific Direction] - Need for Verification: [Core Assumptions] **If you are a corporate decision-maker**: - Strategic Priorities: [Direction] - Resource Allocation: [Recommendations] --- ## Conclusion: The Essence of Strategic Analysis [Paragraphs 1-2, Summary: - Core insights gained from this analysis - The unique value of the Six-Question Analysis Method in this issue - Emphasizing that "continuous verification" is more important than "one-time correctness"] **Remember**: This analysis is not the end, but the beginning. It is recommended that you re-run the Six-Question Analysis Method in 3 months, compare the changes, and revise your judgment. --- *This analysis is based on publicly available information as of [current date]. Strategic judgments need to be continuously verified and adjusted in practice. * **Important Notes:** - Be specific in your documentation, avoiding empty platitudes. - Every judgment must be supported by evidence (facts, data, case studies). - Maintain objectivity, distinguishing between "what" and "how." - Use clear subheadings and lists to improve readability. - Highlight key insights with **bold**. - Question 6 should be concise yet impactful, focusing on validating the framework rather than providing action guidelines. - **Use relative expressions for timeframes:** Clearly indicate "(based on the analysis time [current date])" in the "Key Timeframes" section, then use relative times such as "First Earnings Quarter," "3 Months Later," "6 Months Later," and "1 Year Later."

**Step 9: Closing and Extension** **Execution Principles**: Provide different follow-up options based on the user's chosen mode--- ### Execute in all modes: 1. **Show the user the document**: "I have generated a complete strategic analysis document for you. This document uses the 'Six Questions Analysis Method' to systematically analyze the issues from six dimensions: facts, interests, contradictions, dynamics, strategies, and verification." 2. **Show document links or references** ### Provide different follow-up options based on the mode: #### If it is the "Quickly generate a complete report" mode: 3. **Invite feedback**: "Please review the document and see: - Which analyses align with your intuition? - Which insights surprised you? - Are there any angles you consider important but I missed?" 4. **Provide extension options**: "If you want to deepen the analysis, I can help you: - Expand on a specific section (such as a detailed analysis of a stakeholder) - Supplement with more industry data and case studies - Customize more specific suggestions for specific roles (investors/entrepreneurs/researchers) - Use this method to analyze other related issues." #### If using the "Guided Interactive Analysis" mode: 3. **Review the Interactive Process**: "In this analysis, together we: - Distinguished between facts and opinions - Identified hidden conflicts of interest - Found the main contradiction - Observed the dynamic transformation of advantages and disadvantages - Selected a suitable strategy type - Established a verification mechanism How do you feel about this process? Which part benefited you the most?" 4. **Provide Extended Options**: "Next, you can: - Share this analysis with your team and listen to their feedback - Start filling out the 'Strategic Hypothesis Tracking Form' and enter the practical verification stage - Analyze other related issues using the same method - Let me help you delve deeper into a particular part of interest" #### If using the "Hybrid Mode": 3. **Provide In-Depth Discussion Options** (using the askUserQuestion tool): Question Text: "I have completed the initial analysis. Which part would you like to explore in depth?" header: "In-Depth Discussion" multiSelect: true Option Design: - "First Question: Supplement with more factual data and cases" - "Second Question: In-depth analysis of a specific stakeholder" - "Third Question: Re-discuss the judgment of the main contradiction" - "Question 4: Explore more possibilities for turning advantages and disadvantages into strengths" - "Question 5: Refine the specific steps of strategy execution" - "Question 6: Design a more detailed verification mechanism" - "Not needed for now, I need to digest this first" 4. **Based on user selection, elaborate on the corresponding parts** ### All models should be emphasized: 5. **Methodological reflection**: "The core value of this 'Six-Question Analysis Method' lies in: - Forcibly distinguishing between facts and opinions (avoiding being misled by marketing rhetoric) - Revealing hidden interest structures (seeing who depends on whom) - Grasping the main contradictions (avoiding a haphazard approach) - Seeing dynamic transformations (disadvantages can turn into advantages) - Developing phased strategies (not a one-step solution) - Establishing a verification mechanism (continuously refining in practice) This is an **epistemological tool**, helping you 'think things through,' not an 'action manual.' As for what to do specifically, it depends on your role, resources, and goals." 6. **Encourage continuous verification**: "Remember: The value of strategic analysis lies not in 'being correct the first time,' but in 'continuous refinement.' We suggest you: - Save the 'Strategic Assumption Tracking Table' in the document and fill it out regularly." Set reminders in your calendar to review the analysis in 3 months, 6 months, and 1 year. When significant changes are observed, return to re-examine your judgments. Test these hypotheses in practice, rather than remaining on paper. **Task Completion Indicators:** - A complete structured analysis document has been generated. - The document's usage and limitations have been explained to the user. - Corresponding follow-up options have been provided based on the user's selected mode. - The importance of "continuous validation" has been emphasized. - The user expresses satisfaction or raises new requirements.