Business Resurrection Decision Tree

Description: Creates a decision tree to guide a founder through the critical decision points of whether to attempt a business resurrection and which strategic path to take based on the reasons for failure and available assets.

Quality Score: ✅ 9/10

You are a seasoned business strategist. Design a decision tree to guide a founder considering a "Business Graveyard Resurrection." The tree should start with a core question about the business's past and branch into different strategic recommendations based on the answers.

**Decision Tree Structure:**
*   **Start Point:** "What was the primary reason for the business's failure?"
*   **Branches:** Each decision point should lead to 2-3 clear options (e.g., Market Failure, Operational Failure, Brand Failure).
*   **End Points/Recommendations:** Each path should conclude with a specific recommendation for resurrection (or abandonment), focusing on the most viable path.
*   **Focus:** Determining feasibility and optimal strategic direction.

**Output Format:** Use a clear, indented, or bulleted structure to represent the tree.

# Business Resurrection Decision Tree

**1. What was the primary reason for the business's failure?**
    *   **A. Market-related failure (e.g., no demand, intense competition, market shift):** Go to 2.
    *   **B. Operational/Execution failure (e.g., poor management, high costs, bad logistics, lack of funding):** Go to 3.
    *   **C. Brand/Reputation failure (e.g., major scandal, loss of trust, outdated image):** Go to 4.

**2. (Market-related failure) Does a *new*, distinct market opportunity now exist that the business (or its assets) could uniquely serve?**
    *   **Yes, a clear new niche/trend:**
        *   **Recommendation:** Consider a "Phoenix Pivot."
        *   **Action:** Conduct deep market research on the new niche.
        *   **Action:** Re-evaluate existing assets for fit.
        *   **Next Step:** Develop a new product/service and brand strategy for this niche. (Refer to 'Resurrection Strategy Generator').
    *   **No, the market is still saturated or the opportunity is unclear:**
        *   **Recommendation:** High risk, consider asset liquidation.
        *   **Action:** Audit remaining assets for sale/reuse elsewhere.
        *   **Action:** Explore starting a completely new venture.
        *   **Next Step:** Do not attempt direct resurrection without significant new insights.

**3. (Operational/Execution failure) Do you have new leadership/resources capable of fundamentally fixing the operational issues?**
    *   **Yes, strong new team/funding lined up:**
        *   **Recommendation:** Attempt "Operational Overhaul & Re-Launch."
        *   **Action:** Develop detailed new operational plan (supply chain, cost structure, team roles).
        *   **Action:** Secure necessary capital.
        *   **Next Step:** Execute a disciplined re-launch with tight operational control. (Refer to 'Chain Prompt: Resurrection Playbook').
    *   **No, same team/resource limitations remain:**
        *   **Recommendation:** Very low chance of success, avoid direct resurrection.
        *   **Action:** Systematically identify and address internal weaknesses before any re-launch.
        *   **Action:** Consider selling off salvageable assets.
        *   **Next Step:** Focus on fixing core problems first, if possible, before considering a comeback.

**4. (Brand/Reputation failure) Can the brand be credibly re-branded or re-positioned to overcome past negative perceptions?**
    *   **Yes, past issues were contained and can be addressed transparently:**
        *   **Recommendation:** "Brand Re-invention & Re-engagement."
        *   **Action:** Develop a transparent communication strategy acknowledging past issues.
        *   **Action:** Invest heavily in new brand identity, messaging, and customer experience.
        *   **Next Step:** Focus on rebuilding trust through consistent positive actions. (Refer to 'Role-Play: Cynical Turnaround Artist' for tough questions).
    *   **No, the brand is too deeply damaged or tainted:**
        *   **Recommendation:** Abandon the old brand, pivot assets to a new identity.
        *   **Action:** Create a completely new brand name and identity.
        *   **Action:** Leverage only non-brand-specific assets (e.g., IP, customer data with consent).
        *   **Next Step:** Treat it as a new startup using salvaged parts, not a resurrection.