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Use when analyzing budget vs. actual, period-over-period changes, revenue or expense variances, or preparing variance commentary for leadership.","anthropics\u002Fknowledge-work-plugins","anthropics","https:\u002F\u002Favatars.githubusercontent.com\u002Fu\u002F76263028?v=4","01M697XGDPXJAVQ8391V2BCYTE","Anthropic","01M7188MPC48111TN566QNQE3X",35463,"Apache-2.0","https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Ffinance\u002Fskills\u002Fvariance-analysis\u002FSKILL.md",[18],{"categoryNo":19,"categoryName":20,"taxonomyType":21,"taxonomyTypeDesc":22},"01JBSEEDCAT000000000000040","财务","PROFESSION","适用职业",[24,25,26,27,28,29,30,31,32,33,34,35,36,37,38,39,40,41],"variance analysis","analysis","variance commentary","changes","with","comparison","use","for","decompose","analyzing","Budget","commentary","line","revenue","leadership","narrative","when","expense","2026-11-10 10:12:30",false,"---\nname: variance-analysis\ndescription: Decompose financial variances into drivers with narrative explanations and waterfall analysis. Use when analyzing budget vs. actual, period-over-period changes, revenue or expense variances, or preparing variance commentary for leadership.\nargument-hint: \"\u003Cline item> \u003Cperiod> vs \u003Ccomparison>\"\n---\n\n# Variance Analysis\n\n**Important**: This skill assists with variance analysis workflows but does not provide financial advice. All analyses should be reviewed by qualified financial professionals before use in reporting.\n\nTechniques for decomposing variances, materiality thresholds, narrative generation, waterfall chart methodology, and budget vs actual vs forecast comparisons.\n\n## Variance Decomposition Techniques\n\n### Price \u002F Volume Decomposition\n\nThe most fundamental variance decomposition. Used for revenue, cost of goods, and any metric that can be expressed as Price x Volume.\n\n**Formula:**\n```\nTotal Variance = Actual - Budget (or Prior)\n\nVolume Effect  = (Actual Volume - Budget Volume) x Budget Price\nPrice Effect   = (Actual Price - Budget Price) x Actual Volume\nMix Effect     = Residual (interaction term), or allocated proportionally\n\nVerification:  Volume Effect + Price Effect = Total Variance\n               (when mix is embedded in the price\u002Fvolume terms)\n```\n\n**Three-way decomposition (separating mix):**\n```\nVolume Effect = (Actual Volume - Budget Volume) x Budget Price x Budget Mix\nPrice Effect  = (Actual Price - Budget Price) x Budget Volume x Actual Mix\nMix Effect    = Budget Price x Budget Volume x (Actual Mix - Budget Mix)\n```\n\n**Example — Revenue variance:**\n- Budget: 10,000 units at $50 = $500,000\n- Actual: 11,000 units at $48 = $528,000\n- Total variance: +$28,000 favorable\n  - Volume effect: +1,000 units x $50 = +$50,000 (favorable — sold more units)\n  - Price effect: -$2 x 11,000 units = -$22,000 (unfavorable — lower ASP)\n  - Net: +$28,000\n\n### Rate \u002F Mix Decomposition\n\nUsed when analyzing blended rates across segments with different unit economics.\n\n**Formula:**\n```\nRate Effect = Sum of (Actual Volume_i x (Actual Rate_i - Budget Rate_i))\nMix Effect  = Sum of (Budget Rate_i x (Actual Volume_i - Expected Volume_i at Budget Mix))\n```\n\n**Example — Gross margin variance:**\n- Product A: 60% margin, Product B: 40% margin\n- Budget mix: 50% A, 50% B → Blended margin 50%\n- Actual mix: 40% A, 60% B → Blended margin 48%\n- Mix effect explains 2pp of margin compression\n\n### Headcount \u002F Compensation Decomposition\n\nUsed for analyzing payroll and people-cost variances.\n\n```\nTotal Comp Variance = Actual Compensation - Budget Compensation\n\nDecompose into:\n1. Headcount variance    = (Actual HC - Budget HC) x Budget Avg Comp\n2. Rate variance         = (Actual Avg Comp - Budget Avg Comp) x Budget HC\n3. Mix variance          = Difference due to level\u002Fdepartment mix shift\n4. Timing variance       = Hiring earlier\u002Flater than planned (partial-period effect)\n5. Attrition impact      = Savings from unplanned departures (partially offset by backfill costs)\n```\n\n### Spend Category Decomposition\n\nUsed for operating expense analysis when price\u002Fvolume is not applicable.\n\n```\nTotal OpEx Variance = Actual OpEx - Budget OpEx\n\nDecompose by:\n1. Headcount-driven costs    (salaries, benefits, payroll taxes, recruiting)\n2. Volume-driven costs       (hosting, transaction fees, commissions, shipping)\n3. Discretionary spend       (travel, events, professional services, marketing programs)\n4. Contractual\u002Ffixed costs   (rent, insurance, software licenses, subscriptions)\n5. One-time \u002F non-recurring  (severance, legal settlements, write-offs, project costs)\n6. Timing \u002F phasing          (spend shifted between periods vs plan)\n```\n\n## Materiality Thresholds and Investigation Triggers\n\n### Setting Thresholds\n\nMateriality thresholds determine which variances require investigation and narrative explanation. Set thresholds based on:\n\n1. **Financial statement materiality:** Typically 1-5% of a key benchmark (revenue, total assets, net income)\n2. **Line item size:** Larger line items warrant lower percentage thresholds\n3. **Volatility:** More volatile line items may need higher thresholds to avoid noise\n4. **Management attention:** What level of variance would change a decision?\n\n### Recommended Threshold Framework\n\n| Comparison Type | Dollar Threshold | Percentage Threshold | Trigger |\n|----------------|-----------------|---------------------|---------|\n| Actual vs Budget | Organization-specific | 10% | Either exceeded |\n| Actual vs Prior Period | Organization-specific | 15% | Either exceeded |\n| Actual vs Forecast | Organization-specific | 5% | Either exceeded |\n| Sequential (MoM) | Organization-specific | 20% | Either exceeded |\n\n*Set dollar thresholds based on your organization's size. Common practice: 0.5%-1% of revenue for income statement items.*\n\n### Investigation Priority\n\nWhen multiple variances exceed thresholds, prioritize investigation by:\n\n1. **Largest absolute dollar variance** — biggest P&L impact\n2. **Largest percentage variance** — may indicate process issue or error\n3. **Unexpected direction** — variance opposite to trend or expectation\n4. **New variance** — item that was on track and is now off\n5. **Cumulative\u002Ftrending variance** — growing each period\n\n## Narrative Generation for Variance Explanations\n\n### Structure for Each Variance Narrative\n\n```\n[Line Item]: [Favorable\u002FUnfavorable] variance of $[amount] ([percentage]%)\nvs [comparison basis] for [period]\n\nDriver: [Primary driver description]\n[2-3 sentences explaining the business reason for the variance, with specific\nquantification of contributing factors]\n\nOutlook: [One-time \u002F Expected to continue \u002F Improving \u002F Deteriorating]\nAction: [None required \u002F Monitor \u002F Investigate further \u002F Update forecast]\n```\n\n### Narrative Quality Checklist\n\nGood variance narratives should be:\n\n- [ ] **Specific:** Names the actual driver, not just \"higher than expected\"\n- [ ] **Quantified:** Includes dollar and percentage impact of each driver\n- [ ] **Causal:** Explains WHY it happened, not just WHAT happened\n- [ ] **Forward-looking:** States whether the variance is expected to continue\n- [ ] **Actionable:** Identifies any required follow-up or decision\n- [ ] **Concise:** 2-4 sentences, not a paragraph of filler\n\n### Common Narrative Anti-Patterns to Avoid\n\n- \"Revenue was higher than budget due to higher revenue\" (circular — no actual explanation)\n- \"Expenses were elevated this period\" (vague — which expenses? why?)\n- \"Timing\" without specifying what was early\u002Flate and when it will normalize\n- \"One-time\" without explaining what the item was\n- \"Various small items\" for a material variance (must decompose further)\n- Focusing only on the largest driver and ignoring offsetting items\n\n## Waterfall Chart Methodology\n\n### Concept\n\nA waterfall (or bridge) chart shows how you get from one value to another through a series of positive and negative contributors. Used to visualize variance decomposition.\n\n### Data Structure\n\n```\nStarting value:  [Base\u002FBudget\u002FPrior period amount]\nDrivers:         [List of contributing factors with signed amounts]\nEnding value:    [Actual\u002FCurrent period amount]\n\nVerification:    Starting value + Sum of all drivers = Ending value\n```\n\n### Text-Based Waterfall Format\n\nWhen a charting tool is not available, present as a text waterfall:\n\n```\nWATERFALL: Revenue — Q4 Actual vs Q4 Budget\n\nQ4 Budget Revenue                                    $10,000K\n  |\n  |--[+] Volume growth (new customers)               +$800K\n  |--[+] Expansion revenue (existing customers)      +$400K\n  |--[-] Price reductions \u002F discounting               -$200K\n  |--[-] Churn \u002F contraction                          -$350K\n  |--[+] FX tailwind                                  +$50K\n  |--[-] Timing (deals slipped to Q1)                 -$150K\n  |\nQ4 Actual Revenue                                    $10,550K\n\nNet Variance: +$550K (+5.5% favorable)\n```\n\n### Bridge Reconciliation Table\n\nComplement the waterfall with a reconciliation table:\n\n| Driver | Amount | % of Variance | Cumulative |\n|--------|--------|---------------|------------|\n| Volume growth | +$800K | 145% | +$800K |\n| Expansion revenue | +$400K | 73% | +$1,200K |\n| Price reductions | -$200K | -36% | +$1,000K |\n| Churn \u002F contraction | -$350K | -64% | +$650K |\n| FX tailwind | +$50K | 9% | +$700K |\n| Timing (deal slippage) | -$150K | -27% | +$550K |\n| **Total variance** | **+$550K** | **100%** | |\n\n*Note: Percentages can exceed 100% for individual drivers when there are offsetting items.*\n\n### Waterfall Best Practices\n\n1. Order drivers from largest positive to largest negative (or in logical business sequence)\n2. Keep to 5-8 drivers maximum — aggregate smaller items into \"Other\"\n3. Verify the waterfall reconciles (start + drivers = end)\n4. Color-code: green for favorable, red for unfavorable (in visual charts)\n5. Label each bar with both the amount and a brief description\n6. Include a \"Total Variance\" summary bar\n\n## Budget vs Actual vs Forecast Comparisons\n\n### Three-Way Comparison Framework\n\n| Metric | Budget | Forecast | Actual | Bud Var ($) | Bud Var (%) | Fcast Var ($) | Fcast Var (%) |\n|--------|--------|----------|--------|-------------|-------------|---------------|---------------|\n| Revenue | $X | $X | $X | $X | X% | $X | X% |\n| COGS | $X | $X | $X | $X | X% | $X | X% |\n| Gross Profit | $X | $X | $X | $X | X% | $X | X% |\n\n### When to Use Each Comparison\n\n- **Actual vs Budget:** Annual performance measurement, compensation decisions, board reporting. Budget is set at the beginning of the year and typically not changed.\n- **Actual vs Forecast:** Operational management, identifying emerging issues. Forecast is updated periodically (monthly or quarterly) to reflect current expectations.\n- **Forecast vs Budget:** Understanding how expectations have changed since planning. Useful for identifying planning accuracy issues.\n- **Actual vs Prior Period:** Trend analysis, sequential performance. Useful when budget is not meaningful (new business lines, post-acquisition).\n- **Actual vs Prior Year:** Year-over-year growth analysis, seasonality-adjusted comparison.\n\n### Forecast Accuracy Analysis\n\nTrack how accurate forecasts are over time to improve planning:\n\n```\nForecast Accuracy = 1 - |Actual - Forecast| \u002F |Actual|\n\nMAPE (Mean Absolute Percentage Error) = Average of |Actual - Forecast| \u002F |Actual| across periods\n```\n\n| Period | Forecast | Actual | Variance | Accuracy |\n|--------|----------|--------|----------|----------|\n| Jan    | $X       | $X     | $X (X%)  | XX%      |\n| Feb    | $X       | $X     | $X (X%)  | XX%      |\n| ...    | ...      | ...    | ...      | ...      |\n| **Avg**|          |        | **MAPE** | **XX%**  |\n\n### Variance Trending\n\nTrack how variances evolve over the year to identify systematic bias:\n\n- **Consistently favorable:** Budget may be too conservative (sandbagging)\n- **Consistently unfavorable:** Budget may be too aggressive or execution issues\n- **Growing unfavorable:** Deteriorating performance or unrealistic targets\n- **Shrinking variance:** Forecast accuracy improving through the year (normal pattern)\n- **Volatile:** Unpredictable business or poor forecasting methodology\n","# Variance Analysis\n\n**Important**: This skill assists with variance analysis workflows but does not provide financial advice. All analyses should be reviewed by qualified financial professionals before use in reporting.\n\nTechniques for decomposing variances, materiality thresholds, narrative generation, waterfall chart methodology, and budget vs actual vs forecast comparisons.\n\n## Variance Decomposition Techniques\n\n### Price \u002F Volume Decomposition\n\nThe most fundamental variance decomposition. Used for revenue, cost of goods, and any metric that can be expressed as Price x Volume.\n\n**Formula:**\n```\nTotal Variance = Actual - Budget (or Prior)\n\nVolume Effect  = (Actual Volume - Budget Volume) x Budget Price\nPrice Effect   = (Actual Price - Budget Price) x Actual Volume\nMix Effect     = Residual (interaction term), or allocated proportionally\n\nVerification:  Volume Effect + Price Effect = Total Variance\n               (when mix is embedded in the price\u002Fvolume terms)\n```\n\n**Three-way decomposition (separating mix):**\n```\nVolume Effect = (Actual Volume - Budget Volume) x Budget Price x Budget Mix\nPrice Effect  = (Actual Price - Budget Price) x Budget Volume x Actual Mix\nMix Effect    = Budget Price x Budget Volume x (Actual Mix - Budget Mix)\n```\n\n**Example — Revenue variance:**\n- Budget: 10,000 units at $50 = $500,000\n- Actual: 11,000 units at $48 = $528,000\n- Total variance: +$28,000 favorable\n  - Volume effect: +1,000 units x $50 = +$50,000 (favorable — sold more units)\n  - Price effect: -$2 x 11,000 units = -$22,000 (unfavorable — lower ASP)\n  - Net: +$28,000\n\n### Rate \u002F Mix Decomposition\n\nUsed when analyzing blended rates across segments with different unit economics.\n\n**Formula:**\n```\nRate Effect = Sum of (Actual Volume_i x (Actual Rate_i - Budget Rate_i))\nMix Effect  = Sum of (Budget Rate_i x (Actual Volume_i - Expected Volume_i at Budget Mix))\n```\n\n**Example — Gross margin variance:**\n- Product A: 60% margin, Product B: 40% margin\n- Budget mix: 50% A, 50% B → Blended margin 50%\n- Actual mix: 40% A, 60% B → Blended margin 48%\n- Mix effect explains 2pp of margin compression\n\n### Headcount \u002F Compensation Decomposition\n\nUsed for analyzing payroll and people-cost variances.\n\n```\nTotal Comp Variance = Actual Compensation - Budget Compensation\n\nDecompose into:\n1. Headcount variance    = (Actual HC - Budget HC) x Budget Avg Comp\n2. Rate variance         = (Actual Avg Comp - Budget Avg Comp) x Budget HC\n3. Mix variance          = Difference due to level\u002Fdepartment mix shift\n4. Timing variance       = Hiring earlier\u002Flater than planned (partial-period effect)\n5. Attrition impact      = Savings from unplanned departures (partially offset by backfill costs)\n```\n\n### Spend Category Decomposition\n\nUsed for operating expense analysis when price\u002Fvolume is not applicable.\n\n```\nTotal OpEx Variance = Actual OpEx - Budget OpEx\n\nDecompose by:\n1. Headcount-driven costs    (salaries, benefits, payroll taxes, recruiting)\n2. Volume-driven costs       (hosting, transaction fees, commissions, shipping)\n3. Discretionary spend       (travel, events, professional services, marketing programs)\n4. Contractual\u002Ffixed costs   (rent, insurance, software licenses, subscriptions)\n5. One-time \u002F non-recurring  (severance, legal settlements, write-offs, project costs)\n6. Timing \u002F phasing          (spend shifted between periods vs plan)\n```\n\n## Materiality Thresholds and Investigation Triggers\n\n### Setting Thresholds\n\nMateriality thresholds determine which variances require investigation and narrative explanation. Set thresholds based on:\n\n1. **Financial statement materiality:** Typically 1-5% of a key benchmark (revenue, total assets, net income)\n2. **Line item size:** Larger line items warrant lower percentage thresholds\n3. **Volatility:** More volatile line items may need higher thresholds to avoid noise\n4. **Management attention:** What level of variance would change a decision?\n\n### Recommended Threshold Framework\n\n| Comparison Type | Dollar Threshold | Percentage Threshold | Trigger |\n|----------------|-----------------|---------------------|---------|\n| Actual vs Budget | Organization-specific | 10% | Either exceeded |\n| Actual vs Prior Period | Organization-specific | 15% | Either exceeded |\n| Actual vs Forecast | Organization-specific | 5% | Either exceeded |\n| Sequential (MoM) | Organization-specific | 20% | Either exceeded |\n\n*Set dollar thresholds based on your organization's size. Common practice: 0.5%-1% of revenue for income statement items.*\n\n### Investigation Priority\n\nWhen multiple variances exceed thresholds, prioritize investigation by:\n\n1. **Largest absolute dollar variance** — biggest P&L impact\n2. **Largest percentage variance** — may indicate process issue or error\n3. **Unexpected direction** — variance opposite to trend or expectation\n4. **New variance** — item that was on track and is now off\n5. **Cumulative\u002Ftrending variance** — growing each period\n\n## Narrative Generation for Variance Explanations\n\n### Structure for Each Variance Narrative\n\n```\n[Line Item]: [Favorable\u002FUnfavorable] variance of $[amount] ([percentage]%)\nvs [comparison basis] for [period]\n\nDriver: [Primary driver description]\n[2-3 sentences explaining the business reason for the variance, with specific\nquantification of contributing factors]\n\nOutlook: [One-time \u002F Expected to continue \u002F Improving \u002F Deteriorating]\nAction: [None required \u002F Monitor \u002F Investigate further \u002F Update forecast]\n```\n\n### Narrative Quality Checklist\n\nGood variance narratives should be:\n\n- [ ] **Specific:** Names the actual driver, not just \"higher than expected\"\n- [ ] **Quantified:** Includes dollar and percentage impact of each driver\n- [ ] **Causal:** Explains WHY it happened, not just WHAT happened\n- [ ] **Forward-looking:** States whether the variance is expected to continue\n- [ ] **Actionable:** Identifies any required follow-up or decision\n- [ ] **Concise:** 2-4 sentences, not a paragraph of filler\n\n### Common Narrative Anti-Patterns to Avoid\n\n- \"Revenue was higher than budget due to higher revenue\" (circular — no actual explanation)\n- \"Expenses were elevated this period\" (vague — which expenses? why?)\n- \"Timing\" without specifying what was early\u002Flate and when it will normalize\n- \"One-time\" without explaining what the item was\n- \"Various small items\" for a material variance (must decompose further)\n- Focusing only on the largest driver and ignoring offsetting items\n\n## Waterfall Chart Methodology\n\n### Concept\n\nA waterfall (or bridge) chart shows how you get from one value to another through a series of positive and negative contributors. Used to visualize variance decomposition.\n\n### Data Structure\n\n```\nStarting value:  [Base\u002FBudget\u002FPrior period amount]\nDrivers:         [List of contributing factors with signed amounts]\nEnding value:    [Actual\u002FCurrent period amount]\n\nVerification:    Starting value + Sum of all drivers = Ending value\n```\n\n### Text-Based Waterfall Format\n\nWhen a charting tool is not available, present as a text waterfall:\n\n```\nWATERFALL: Revenue — Q4 Actual vs Q4 Budget\n\nQ4 Budget Revenue                                    $10,000K\n  |\n  |--[+] Volume growth (new customers)               +$800K\n  |--[+] Expansion revenue (existing customers)      +$400K\n  |--[-] Price reductions \u002F discounting               -$200K\n  |--[-] Churn \u002F contraction                          -$350K\n  |--[+] FX tailwind                                  +$50K\n  |--[-] Timing (deals slipped to Q1)                 -$150K\n  |\nQ4 Actual Revenue                                    $10,550K\n\nNet Variance: +$550K (+5.5% favorable)\n```\n\n### Bridge Reconciliation Table\n\nComplement the waterfall with a reconciliation table:\n\n| Driver | Amount | % of Variance | Cumulative |\n|--------|--------|---------------|------------|\n| Volume growth | +$800K | 145% | +$800K |\n| Expansion revenue | +$400K | 73% | +$1,200K |\n| Price reductions | -$200K | -36% | +$1,000K |\n| Churn \u002F contraction | -$350K | -64% | +$650K |\n| FX tailwind | +$50K | 9% | +$700K |\n| Timing (deal slippage) | -$150K | -27% | +$550K |\n| **Total variance** | **+$550K** | **100%** | |\n\n*Note: Percentages can exceed 100% for individual drivers when there are offsetting items.*\n\n### Waterfall Best Practices\n\n1. Order drivers from largest positive to largest negative (or in logical business sequence)\n2. Keep to 5-8 drivers maximum — aggregate smaller items into \"Other\"\n3. Verify the waterfall reconciles (start + drivers = end)\n4. Color-code: green for favorable, red for unfavorable (in visual charts)\n5. Label each bar with both the amount and a brief description\n6. Include a \"Total Variance\" summary bar\n\n## Budget vs Actual vs Forecast Comparisons\n\n### Three-Way Comparison Framework\n\n| Metric | Budget | Forecast | Actual | Bud Var ($) | Bud Var (%) | Fcast Var ($) | Fcast Var (%) |\n|--------|--------|----------|--------|-------------|-------------|---------------|---------------|\n| Revenue | $X | $X | $X | $X | X% | $X | X% |\n| COGS | $X | $X | $X | $X | X% | $X | X% |\n| Gross Profit | $X | $X | $X | $X | X% | $X | X% |\n\n### When to Use Each Comparison\n\n- **Actual vs Budget:** Annual performance measurement, compensation decisions, board reporting. Budget is set at the beginning of the year and typically not changed.\n- **Actual vs Forecast:** Operational management, identifying emerging issues. Forecast is updated periodically (monthly or quarterly) to reflect current expectations.\n- **Forecast vs Budget:** Understanding how expectations have changed since planning. Useful for identifying planning accuracy issues.\n- **Actual vs Prior Period:** Trend analysis, sequential performance. Useful when budget is not meaningful (new business lines, post-acquisition).\n- **Actual vs Prior Year:** Year-over-year growth analysis, seasonality-adjusted comparison.\n\n### Forecast Accuracy Analysis\n\nTrack how accurate forecasts are over time to improve planning:\n\n```\nForecast Accuracy = 1 - |Actual - Forecast| \u002F |Actual|\n\nMAPE (Mean Absolute Percentage Error) = Average of |Actual - Forecast| \u002F |Actual| across periods\n```\n\n| Period | Forecast | Actual | Variance | Accuracy |\n|--------|----------|--------|----------|----------|\n| Jan    | $X       | $X     | $X (X%)  | XX%      |\n| Feb    | $X       | $X     | $X (X%)  | XX%      |\n| ...    | ...      | ...    | ...      | ...      |\n| **Avg**|          |        | **MAPE** | **XX%**  |\n\n### Variance Trending\n\nTrack how variances evolve over the year to identify systematic bias:\n\n- **Consistently favorable:** Budget may be too conservative (sandbagging)\n- **Consistently unfavorable:** Budget may be too aggressive or execution issues\n- **Growing unfavorable:** Deteriorating performance or unrealistic targets\n- **Shrinking variance:** Forecast accuracy improving through the year (normal pattern)\n- **Volatile:** Unpredictable business or poor forecasting methodology\n",{"name":5,"description":7,"argument-hint":47},"\u003Cline item> \u003Cperiod> vs \u003Ccomparison>","main","e605d8ddbfb688da57dfaaceebd93f12a64ef1d3","finance\u002Fskills\u002Fvariance-analysis",3926,"https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins","https:\u002F\u002Fgithub.com\u002Fanthropics","https:\u002F\u002Fanthropic.com","2026-11-11 15:25:16",{"source":8,"skillName":5,"commands":57,"prompt":67,"zipAvailable":68},[58,61,64],{"tool":59,"command":60},"npx","npx skills add anthropics\u002Fknowledge-work-plugins --skill variance-analysis",{"tool":62,"command":63},"bunx","bunx skills add anthropics\u002Fknowledge-work-plugins --skill variance-analysis",{"tool":65,"command":66},"pnpm","pnpm dlx skills add anthropics\u002Fknowledge-work-plugins --skill variance-analysis","安装技能，技能地址：https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Ffinance\u002Fskills\u002Fvariance-analysis\u002FSKILL.md",true,[],[71,97,122,144,171,197],{"skillNo":72,"name":73,"nameZh":6,"description":74,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":75,"categories":76,"keywords":77,"publishedAt":42},"01M718Y97HCGW12Q53PSJDY03W","ticket-deflector","Reads a forwarded customer email or ticket, pulls order and refund status from a payments connector (PayPal, Square, or Stripe) or Shopify, account history from the CRM, and open tickets from a support desk (Zoho Desk), drafts a tone-matched reply in the owner's writing voice, and can issue a refund through the payments connector with explicit owner approval. With Shopify connected it also runs a proactive order-triage mode that surfaces orders needing attention — unfulfilled past the promised window, payment problems, pending refunds, stuck shipments — and drafts the next action for each before the customer has to ask. Use when the user says \"draft a response,\" \"answer this customer,\" \"where's my order,\" \"I want a refund,\" \"check my orders,\" or \"anything about to blow up.\"","https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Fsmall-business\u002Fskills\u002Fticket-deflector\u002FSKILL.md",[],[78,79,80,81,82,83,84,40,85,86,87,88,89,90,91,92,93,94,95,96],"ticket","ticket deflector","mode","up","payments","open","writing","workflow","ask","Connector","text","mail","window","next","customer","support","crm","past","read",{"skillNo":98,"name":99,"nameZh":6,"description":100,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":101,"categories":102,"keywords":103,"publishedAt":42},"01M718Y55HFAN5705ME5VEDZ9K","tax-season-organizer","Prepares tax-season materials for the owner's accountant, not tax advice. US federal tax; a non-US business gets its closed-books packet instead. Two modes: (1) quarterly estimated tax from YTD net income in the ledger (MYOB, NetSuite, QuickBooks, Xero, or Zoho Books); (2) year-end 1099 prep, scanning the ledger, PayPal, and Stripe for contractors paid over USD 600 into a 1099-NEC list with missing W-9 flags.\nAny tax request routes first to \u002Ftax-prep, which confirms the books are closed and reconciled before running this skill. Use this skill directly only when the owner says the period's books are already closed: \"books are closed, now do the 1099s,\" \"run the quarterly estimate off the closed numbers,\" or \"just the contractor W-9 list.\"","https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Fsmall-business\u002Fskills\u002Ftax-season-organizer\u002FSKILL.md",[],[104,105,106,107,108,109,110,111,112,113,40,114,115,116,117,118,96,119,120,121],"tax season organizer","tax","us federal","which","netsuite","paid","end","usd","only","now","books","xero","scanning","run","request","flags","list","stripe",{"skillNo":123,"name":124,"nameZh":6,"description":125,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":126,"categories":127,"keywords":128,"publishedAt":42},"01M718Y13VVPHDD9NTDBVFJ2AZ","tax-prep","Prepares tax materials as a two-link chain — month-end-prep confirms the books are closed and reconciled first, then tax-season-organizer calculates the quarterly estimated payment or builds the year-end 1099-NEC list and accountant packet from those closed numbers. Requires a ledger (MYOB, NetSuite, QuickBooks, Xero, or Zoho Books); uses Gusto, PayPal, and Stripe when connected, else CSV upload. US federal tax math; a non-US business gets the closed-books packet. Prep material for a CPA, never tax advice, nothing filed. Trigger on \"quarterly taxes,\" \"estimated tax payment,\" \"how much should I set aside,\" \"1099s,\" \"1099-NEC,\" \"W-9s,\" \"year-end tax prep,\" \"get my books ready for my accountant,\" any phrasing that suggests a tax deadline is coming, or a question about net profit or YTD income that sounds like worry about a tax bill. An owner who says the period's books are already closed routes to tax-season-organizer directly.","https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Fsmall-business\u002Fskills\u002Ftax-prep\u002FSKILL.md",[],[129,105,130,131,106,132,133,108,134,135,136,137,138,31,139,110,140,141,142,143],"tax prep","prep","SET","as","ready","never","zoho books","get","chain","profit","trigger","material","question","paypal","business",{"skillNo":145,"name":146,"nameZh":6,"description":147,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":148,"categories":149,"keywords":153,"publishedAt":42},"01M718XWTWQZ01GYSG9T8RW8TW","speed-to-lead","Makes sure no inbound lead goes unanswered. Watches web forms, the shared inbox, and the CRM for new inquiries, qualifies each one against the owner's criteria, drafts a reply in the owner's voice with real meeting times for the owner to approve and send, routes anything hot to a human right away, and logs the whole thing to the CRM. Never sends on its own. Built to run on a schedule so overnight inquiries are drafted and sorted by morning, and works from forwarded or pasted inquiries when no connector is available. Use this whenever the owner is worried about inbound leads or response time — including phrasings like \"leads are going cold,\" \"did anyone answer that inquiry,\" \"I keep missing form submissions,\" \"nothing falls through the cracks,\" \"handle my inbound,\" \"respond to this lead,\" or \"we lose people because nobody gets back fast enough.\" Reach for it for a single unanswered inquiry as readily as for a standing setup.","https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Fsmall-business\u002Fskills\u002Fspeed-to-lead\u002FSKILL.md",[150],{"categoryNo":151,"categoryName":152,"taxonomyType":21,"taxonomyTypeDesc":22},"01JBSEEDCAT000000000000034","行政与办公人员",[154,155,156,157,158,159,134,160,161,162,163,164,165,166,40,167,168,87,169,170],"speed to lead","lead","speed","shared","back","cold","time","inbox","send","respond","new","web forms","people","schedule","logs","sure","human",{"skillNo":172,"name":173,"nameZh":6,"description":174,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":175,"categories":176,"keywords":180,"publishedAt":42},"01M718XQYMN1KY3TPS33967FK0","social-content-engine","Runs the owner's content operation as a standing thing rather than a one-off: keeps a rolling posting calendar, learns the owner's voice, generates on-brand Canva graphics, writes captions that sound like them, repurposes one asset into every channel format, and stages posts for approval instead of publishing on its own. Pulls product photos and prices from Shopify when connected; with no connectors, drafts the calendar and asset briefs for manual posting. Use this whenever the owner talks about posting, content, or social — including \"I need to post more,\" \"we've gone quiet on Instagram,\" \"what should we post this month,\" \"make the content,\" \"give me a month of posts,\" \"write this in my voice,\" \"repurpose this,\" or \"set up our content calendar.\" Reach for it for a single post as readily as for a full quarter. One handoff: a finished, approved campaign brief goes to canva-creator; this skill owns the standing operation.","https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Fsmall-business\u002Fskills\u002Fsocial-content-engine\u002FSKILL.md",[177],{"categoryNo":178,"categoryName":179,"taxonomyType":21,"taxonomyTypeDesc":22},"01JBSEEDCAT000000000000036","内容创作者",[181,182,183,184,185,186,131,187,188,189,190,81,191,40,192,193,194,96,195,196],"social","social content engine","engine","content engine","social content","content","brief","posts","Captions","prices","campaign","me","product","calendar","write","drafts",{"skillNo":198,"name":199,"nameZh":6,"description":200,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":201,"categories":202,"keywords":203,"publishedAt":42},"01M718XMPJVH0EVRVP998BVZPC","smb-router","The front door to the Small Business plugin. Listens to what the owner needs right now — vague or specific — and routes them to the best skill or slash command for the moment. Also serves as a guide: explains what's available, suggests what to try next, and adapts recommendations based on stored business context. Trigger whenever the owner asks \"what can you do,\" \"help me with my business,\" \"what should I focus on,\" \"I don't know where to start,\" or any open-ended business request that doesn't clearly match a single skill.","https:\u002F\u002Fgithub.com\u002Fanthropics\u002Fknowledge-work-plugins\u002Fblob\u002Fmain\u002Fsmall-business\u002Fskills\u002Fsmb-router\u002FSKILL.md",[],[204,205,206,132,207,31,139,208,83,209,113,143,210,211,212,28,213,192,214,91],"router","smb","smb router","do","front","single","you","vague","can","plugin","focus"]