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.
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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.
MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
MarketingKPI / metricGo-to-market launch quality scoreDid a launch reach its intended audience with a complete offer, prepared channels, and measurable response?
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.
MarketingTemplate / formPartner co-marketing briefHow should two brands align goals, audience, message, assets, roles, approvals, and distribution?
People & OrganisationTemplate / formMarketing organization design canvasHow should marketing capabilities be organized for the company's product, customer, and growth model?
MarketingFramework / modelSegmentation and personalised marketingHow can segmentation and personalised marketing support strategic choice or positioning?Match offers and experiences to materially different customer needs.
StrategyFramework / modelProduct strategy stackHow should vision, product strategy, pillar strategies, roadmaps, and near-term goals fit together?Use the product strategy stack when people working on product strategy and roadmaps are using different mental models for five artifact levels, purpose, and owner, and that difference is changing choices or coordination.
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:
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.
OperationsFramework / modelTime to marketHow can time to market improve people, teams, or organisational effectiveness?Answer the performance question: “How quickly are we getting products/services to market?”
People & OrganisationFramework / modelProduct-to-distribution strategyHow can a company treat customer access and distribution as strategic assets for future products?Use the product to distribution strategy when people working on product leadership are using different mental models for core product, customer base, and channels, and that difference is changing choices or coordination.
OperationsMatrix / portfolioProduct service positioning matrixHow can product service positioning matrix support strategic choice or positioning?Position an offer according to customers’ perceptions of product quality and service value.
FinanceFramework / modelNew product pricing (Gabor–Granger and van Westendorp)When and how should new product pricing (gabor–granger and van westendorp) be applied?To research price perceptions and purchase intent for a new or existing offer.
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.
MarketingTemplate / formProduct positioning statementHow can a team express target customer, need, category, benefit, and differentiation in one sentence?
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.
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.
MarketingFramework / modelMultichannel marketingHow can multichannel marketing support strategic choice or positioning?To evaluate and combine routes to market.
MarketingFramework / modelCustomer value propositionHow can customer value proposition support strategic choice or positioning?To create a compelling purchase motive.
MarketingMatrix / portfolioCommercial role-to-jobs mapWhich jobs must each commercial role perform across discovery, selection, commitment, launch, and growth?
FinanceTemplate / formPricing readiness checklistHave product, finance, legal, operations, billing, sales, and customer implications of a price been addressed?
People & OrganisationKPI / metricAlgorithmic canary metricWhich early warning indicators should flag unintended, unequal, or unsafe product outcomes?
StrategyFramework / modelCustomer problem source of truthHow should a company maintain one governed view of validated customer problems?Use the customer problem source of truth when people working on feedback and customer insight are using different mental models for problem record, evidence, and taxonomy, and that difference is changing choices or coordination.
MarketingFramework / modelMarket sizingHow can market sizing support strategic choice or positioning?To estimate the volume and value of an existing or potential market.
MarketingProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Decide how to position and invest in a specific product.
StrategyFramework / modelProduct metric treeHow do target population, problem prevalence, solution efficacy, adoption, and customer outcome connect?Use the product metric tree when people working on metrics, goals, and business reviews are using different mental models for metric tree, definitions, and equations, and that difference is changing choices or coordination.
StrategyFramework / modelCustomer-first product metricsWhich measures show who the customer is, what problem exists, whether the solution works, whether it is adopted, and whether outcomes improve?
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.
MarketingTemplate / formProduct naming briefWhat must be understood before generating and evaluating a product or feature name?
People & OrganisationTemplate / formProduct manager reference guideWhat past evidence best distinguishes product leadership from proximity to a successful product?
OperationsTemplate / formProduct review agendaHow should a product team review customer evidence, product quality, metrics, roadmap, and decisions?
StrategyTemplate / formProduct charterWhat enduring customer and business purpose should guide a product area?
People & OrganisationChecklist / diagnosticProduct-manager conversion readinessIs the organization ready to move someone from another function into product management?
MarketingTemplate / formPackaging experience briefHow should packaging balance brand recognition, product clarity, craft, accessibility, and environmental impact?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
MarketingFramework / modelSIMALTOHow can simalto improve people, teams, or organisational effectiveness?Use SIMALTO to identify how much value customers place on possible product or service improvements.
OperationsProcess / methodCreative asset approval workflowHow should creative work move from brief through production, checks, approval, release, and archive?
MarketingFramework / modelNon-customer analyticsHow can non-customer analytics support strategic choice or positioning?Use it when a market is stagnant, declining or narrowly contested, or when customer only research keeps reproducing the same opportunities.
OperationsFramework / modelVroom–Yetton–Jago decision modelHow can vroom–yetton–jago decision model support strategic choice or positioning?Use the model for a consequential decision when you are unsure whether deciding alone, consulting others or sharing the decision will produce the best outcome.
OperationsMatrix / portfolioLaunch tiering matrixWhat launch rigor is proportionate to user, technical, brand, fraud, support, and continuity risk?
StrategyKPI / metricProduct recycling rateHow should product recycling rate be measured and interpreted?Use it to answer the key performance question: “To what extent are we minimising the environmental impact of the products we produce or sell?”
MarketingFramework / modelRelative market shareHow can relative market share support strategic choice or positioning?Answer the key performance question: “How well are we developing our market share in comparison to our competitors?”
StrategyFramework / modelThe HOOF approach to demand forecastingHow can the hoof approach to demand forecasting support strategic choice or positioning?Use the process whenever a decision depends on future market demand.
MarketingKPI / metricMarket growth rateHow should market growth rate be measured and interpreted?Answer the key performance question: “To what extent are we operating in markets with future potential?”
StrategyFramework / modelStick to the knitting (Peters and Waterman)How can stick to the knitting (peters and waterman) support strategic choice or positioning?Keep the maxim in view whenever strategy proposes entry into unfamiliar products, markets or operating models.
StrategyFramework / modelProduct quality and satisfaction (Kano)How can product quality and satisfaction (kano) support strategic choice or positioning?Use it when product development is part of a growth option.