People & OrganisationTemplate / formMarketing organization design canvasHow should marketing capabilities be organized for the company's product, customer, and growth model?
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People & OrganisationTemplate / formMarketing organization design canvasHow should marketing capabilities be organized for the company's product, customer, and growth model?
People & OrganisationDecision guideMarketing investment priority canvasWhere should early marketing investment go based on product maturity, customer, and growth motion?Use the marketing investment priority canvas when several reasonable paths exist in marketing and communications, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how customer, product market fit, and acquisition motion will be judged before advocating an option.
People & OrganisationFramework / modelMarketing shared-services designWhich marketing capabilities should be centralized, embedded, or shared across business lines?Use the marketing shared services design when people working on marketing and communications are using different mental models for capability, scale benefit, and local context, and that difference is changing choices or coordination.
People & OrganisationFramework / modelMarketing function mapHow do growth, product marketing, brand, PR, and internal communications differ and connect?Use the marketing function map when people working on marketing and communications are using different mental models for function, objective, and audience, and that difference is changing choices or coordination.
MarketingFramework / modelMarketing channel analyticsWhen and how should marketing channel analytics be applied?Begin with a complete baseline of current activity, then establish an ongoing review and experiment cycle.
People & OrganisationTemplate / formMarketing leader scorecardWhich leadership, operational, narrative, and functional-breadth capabilities does this company need?
MarketingFramework / model4Ps of marketing (Kotler)How can 4ps of marketing (kotler) support strategic choice or positioning?Marketing and sales connect the customer's perspective with the organization's. Reviewing the four elements reveals how the organization currently interacts with customers, how it could serve prospective customers and how its offer is positioned in their minds. The mix is a tactical toolkit within marketing strategy, and repeated adjustment helps the organization respond to changing needs in a chosen segment while supporting corporate strategy.
MarketingFramework / modelValue-based marketingHow can value-based marketing improve people, teams, or organisational effectiveness?Increase the customer value and profitability of a product or service.
StrategyFramework / modelThe 4Ps marketing mix (McCarthy) and the purple cow (Godin)How can the 4ps marketing mix (mccarthy) and the purple cow (godin) support strategic choice or positioning?Use these ideas to examine the marketing consequences of a profit growth option, especially a new segment, changed price or differentiated offer.
MarketingFramework / modelSegmentation and personalised marketingHow can segmentation and personalised marketing support strategic choice or positioning?Match offers and experiences to materially different customer needs.
MarketingFramework / modelMultichannel marketingHow can multichannel marketing support strategic choice or positioning?To evaluate and combine routes to market.
MarketingTemplate / formPartner co-marketing briefHow should two brands align goals, audience, message, assets, roles, approvals, and distribution?
StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
OperationsTemplate / formLaunch planHow will a product move from readiness work through release, communication, support, and follow-up?
TemplateTemplate / formContracts Management PlanHow can contracts management plan improve people, teams, or organisational effectiveness?
MarketingFramework / modelPESTHow can pest support strategic choice or positioning?To assess four major macro factors that may shape a company’s future.
TemplateTemplate / formChange Management PlanHow can change management plan improve people, teams, or organisational effectiveness?
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
TemplateTemplate / formProgram Risk Management PlanHow can program risk management plan improve people, teams, or organisational effectiveness?
Organisational behaviourTemplate / formProduct team operating modelHow will a cross-functional product team divide responsibilities and run recurring work?
StrategyFramework / modelSWOT analysisHow can swot analysis support strategic choice or positioning?Use SWOT to connect internal resources and capabilities with the competitive conditions around the organisation. It can support the development and selection of strategy, or any other decision for which the objective and scope have first been defined clearly.
TemplateTemplate / formProcurement Management PlanHow can procurement management plan support strategic choice or positioning?
InnovationFramework / modelStage gate new product developmentHow can stage gate new product development support strategic choice or positioning?Use a stage gate process to manage the development and launch of products, services, technologies or substantial product changes when:
StrategyTemplate / formCustomer-facing roadmap strategyWhat should a public or customer-facing roadmap communicate, to whom, and with what confidence?
Organisational behaviourTemplate / formWays-of-working agreementHow will the team communicate, decide, coordinate work, handle conflict, and review its agreements?
FinanceFramework / modelValuing the firmWhen and how should valuing the firm be applied?Estimate a defensible price for an acquisition or disposal.
TemplateTemplate / formProgram Benefits Sustainment PlanHow can program benefits sustainment plan support strategic choice or positioning?
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
OperationsKPI / metricMetric definition cardWhat exactly does this metric mean, how is it calculated, and which decision should it support?
MarketingTemplate / formName due-diligence checklistHas a shortlisted name been checked across language, search, legal, product, and user contexts?
MarketingTemplate / formProduct naming briefWhat must be understood before generating and evaluating a product or feature name?
FinanceTemplate / formPricing readiness checklistHave product, finance, legal, operations, billing, sales, and customer implications of a price been addressed?
TemplateTemplate / formQuality Management PlanHow can quality management plan improve people, teams, or organisational effectiveness?
MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
MarketingTemplate / formPackaging experience briefHow should packaging balance brand recognition, product clarity, craft, accessibility, and environmental impact?
StrategyFramework / modelGap analysisHow can gap analysis support strategic choice or positioning?To identify and improve an important area of underperformance.
StrategyFramework / modelRating competitive positionHow can rating competitive position support strategic choice or positioning?Use it after identifying customer purchasing criteria and deriving the key success factors for a defined market.
InnovationTemplate / formProduct requirements documentWhat behavior, requirements, boundaries, edge cases, and validation criteria define the product?
OperationsTemplate / formImplementation reviewIs a solution ready to implement across product, process, systems, people, and controls?
OperationsTemplate / formBeta participant trackerHow can a team track recruitment, activation, usage, feedback, issues, and follow-up without losing context?
MarketingTemplate / formCo-brand asset review checklistDoes a shared-brand asset preserve clear attribution, balance, hierarchy, legibility, and approval rights?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
MarketingFramework / modelCompetitive intelligenceHow can competitive intelligence support strategic choice or positioning?Use CI to assess relative market strengths, weaknesses, intentions and vulnerabilities.
People & OrganisationTemplate / formBoard member specificationWhich experience, perspective, behavior, and time commitment should a board seat add?
StrategyTemplate / formCustomer problem recordWhat makes a customer problem sufficiently clear and evidenced for prioritization?
People & OrganisationTemplate / formExecutive calendar leverage auditDoes an executive's calendar reflect the few responsibilities that only they can perform?
StrategyTemplate / formBlockchain technology (Tapscott)How can blockchain technology (tapscott) support strategic choice or positioning?When several parties need a shared record, have limited trust in one another and cannot rely efficiently on a single intermediary—but only after comparing blockchain with a conventional database.
MarketingTemplate / formCreative briefWhat outcome, audience, message, constraints, assets, channels, and approvals should guide creative work?