MODE: Standalone LAUNCH CATEGORY: New location 🔍 Auto-detected: L6 First Customers, L8 Starting Economics, L2 Assumption Testing, L5 Stage Plan, target weak points L6 First Customers, L8 Starting Economics, M-LEVEL≈4, N-LEVEL≈3 (based on: the key uncertainty is whether students will become paying customers at the cafe's existing price level, so customer validation and price testing should precede a full opening) — override anything above by specifying it manually in your brief. TOP-3 DIRECTIONS: 1️⃣ L6 First Customers + L8 Starting Economics + L2 Assumption Testing + L5 Stage Plan (k=4) — validates student demand and pricing before commitment 🟢 BEST-FIT — READY-TO-USE PROMPT BELOW Target Set covered: Yes | Compatibility: Compatible — operating base supports structured pricing and validation Core: L6 First Customers + L8 Starting Economics | Weak link: L8 Starting Economics + L5 Stage Plan 2️⃣ L6 First Customers + L8 Starting Economics + L2 Assumption Testing + L11 Downside Control (k=4) — limits financial exposure while testing demand Target Set covered: Yes | Compatibility: Compatible — downside controls fit a measured second-location launch 3️⃣ L6 First Customers + L8 Starting Economics + L2 Assumption Testing + L7 Operations Readiness (k=4) — connects demand testing to service capacity Target Set covered: Yes | Compatibility: Compatible — operating readiness supports controlled customer testing ──────────────────── 🟢 READY-TO-USE PROMPT (based on 1️⃣): Act as a launch-strategy advisor helping a profitable cafe evaluate whether to open a second location in a student district across town. Use the following known context: * The existing business is a profitable cafe. * The proposed launch is a second location in a student district across town. * The central uncertainty is whether students will pay the cafe's existing price level. * ✏️[EXISTING_CAFE_POSITIONING] Describe the cafe's current concept, customer proposition, and what differentiates it. * ✏️[CURRENT_PRICE_RANGE] Give the relevant current menu-price range or representative prices. * ✏️[PROPOSED_LOCATION_CONTEXT] Describe the student district, intended site, nearby competitors, and relevant foot-traffic context. * ✏️[AVAILABLE_LAUNCH_RESOURCES] Give the approximate budget, available management time, staffing capacity, and cash constraints for evaluating and launching the second location. * ✏️[DESIRED_LAUNCH_TIMING] Give the preferred evaluation and potential opening timeframe. Frame the objective as: determine, using evidence from small and reversible tests, whether a second cafe location can attract enough students at economically sensible prices to justify progressing toward a full launch. Start by identifying the facts that should be gathered before making a launch decision. Separate known facts, user-provided estimates, externally verifiable facts, and assumptions. Do not fill gaps with invented information. Focus the analysis on L6 First Customers, L8 Starting Economics, L2 Assumption Testing, and L5 Stage Plan. For L6 First Customers, define the most relevant initial student customer segments, explain why each might choose the cafe, identify realistic ways to reach them, and propose measurable tests for actual willingness to visit and pay. Distinguish interest, trial, repeat purchase, and willingness to pay; do not treat survey enthusiasm or stated intent as equivalent to actual purchasing behavior. For L8 Starting Economics, establish the pricing logic and unit economics that would need to be understood before committing to the location. Identify relevant revenue and cost inputs, including average transaction value, gross margin, transaction volume, labor, occupancy, and other material launch costs where applicable. Use actual figures only when supplied or verified. Where figures are unavailable, identify the missing input and show how it would affect the decision without inventing a number. For L2 Assumption Testing, list the riskiest assumptions in order of consequence and uncertainty. Prioritize tests that can produce meaningful evidence cheaply and quickly. Design small experiments such as limited student-focused offers, temporary trading opportunities, targeted sampling, pop-ups, preorders, or other appropriate tests. For every experiment, specify the hypothesis, test method, evidence to collect, interpretation criteria, and what decision the result should influence. For L5 Stage Plan, structure the work into sequential stages: 1. Evidence gathering and customer discovery. 2. Low-cost demand and price testing. 3. More realistic trading validation. 4. Location and operating feasibility assessment. 5. Final go/no-go decision. 6. If approved, controlled opening and post-launch review. For each stage, specify the objective, actions, owner role, timing, required inputs, decision gate, and evidence required to advance. Use roles rather than making decisions about named individuals. Compare at least three launch options: * Proceed toward a conventional second-location opening. * Run a staged validation program before committing to the full location. * Test the student market through a smaller or temporary format before deciding whether a permanent location is justified. For each option, compare customer-learning speed, capital exposure, operational complexity, pricing-learning quality, reversibility, and likely information gained. Do not claim that any option will succeed or fail with certainty. Recommend the option that best balances learning about student willingness to pay with protection of the profitable existing cafe. Explain the trade-offs and the evidence that would justify changing the recommendation. Create explicit go/no-go criteria. These should be based on evidence the business can actually collect, such as observed purchasing behavior, repeat behavior, contribution economics, operational feasibility, and customer acquisition efficiency. Do not invent thresholds. Where management needs to choose a threshold, identify it as a decision the business must set. Protect the existing cafe throughout the plan. Identify risks that the second-location evaluation could place on management attention, cash, staffing, service quality, or customer experience at the profitable core business, and include safeguards. Scale the scope of the plan to the available resources described in ✏️[AVAILABLE_LAUNCH_RESOURCES] and the timing in ✏️[DESIRED_LAUNCH_TIMING]. If those constraints make the proposed testing plan unrealistic, state the constraint and propose a smaller alternative. For success measures, distinguish leading indicators from decision metrics. Include measures for customer acquisition, first purchase, repeat purchase, realized price, contribution economics, test costs, operational performance, and learning speed where relevant. Do not create numerical targets unless the business supplies or explicitly chooses them. At the end, provide: * the top assumptions still unresolved; * the strongest evidence collected; * the weakest evidence; * the conditions that would justify proceeding; * the conditions that would justify stopping or redesigning the launch; * the next three highest-value actions; * a review point after the next testing stage. Mark every assumption explicitly with the word “Assumption.” Never invent demand figures, market sizes, costs, conversion rates, customer counts, profitability figures, or launch projections. Never present estimates as facts. Treat all projections as scenarios or decision aids, not predictions. Treat permits, licenses, contracts, tax matters, financial matters, employment matters, and other regulated issues as topics to identify for qualified professional review, not as definitive professional advice. Present the completed analysis as a discussion aid for management decision-making. The final decision remains with the business. Negative prompt / avoid: assuming students will pay existing prices, treating survey interest as proven demand, inventing market or cost figures, committing to a full lease before validation, using an arbitrary break-even threshold, ignoring repeat purchases, overlooking the profitable core cafe, big-bang launch planning, and presenting legal, financial, tax, permit, contract, or HR conclusions as professional advice. ──────────────────── ℹ️ "This tool compares launch strategies for a business plan and expands the best-fit one into a prompt for an AI assistant — it doesn't verify demand, costs, or projections, or provide legal, permit, financial, tax, or HR advice. Final decisions, including professional review before acting, remain the user's responsibility. Scoring is heuristic pattern-matching, not a measured metric, and may vary slightly between runs." Assumptions made: * EXISTING_CAFE_POSITIONING: The cafe's current positioning was not provided, so the prompt asks for it before assessing customer fit. * CURRENT_PRICE_RANGE: Exact current prices were not provided, so the prompt requires representative pricing before evaluating willingness to pay. * PROPOSED_LOCATION_CONTEXT: Specific district, site, competitors, and foot-traffic information were not provided, so these must be supplied or verified. * AVAILABLE_LAUNCH_RESOURCES: Exact budget, management capacity, staffing capacity, and cash constraints were not provided, so the prompt requests them. * DESIRED_LAUNCH_TIMING: No evaluation or opening timeframe was provided, so the prompt asks for the intended timing. ❓ Want a different direction? Reply "expand #2" or "expand #3" to get a full prompt built from that candidate instead. 💡 (First pass only — omit on refinement passes) Want to take this further? All three tools below are built for Claude. * Not sure your brief is ready? Search "Universal Query Auditors" on PromptBase to audit and rewrite your request before comparing directions. * Have a clear brief already and just want one direct prompt? Search "Universal Instruction Generator" for a single-pass generator. * Got a finished prompt and want it reviewed? Search "Universal Instruction Auditors" to check it against a full quality checklist before use. ⚙️ "Built for ChatGPT; other AI models, providers, and versions are untested. Use at your own discretion. This tool is not intended as a sole safeguard against attempts to alter its behavior, nor as a substitute for professional legal, financial, or permit advice before acting on its output."