StrategyTemplate / formCustomer-facing roadmap strategyWhat should a public or customer-facing roadmap communicate, to whom, and with what confidence?
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StrategyTemplate / formCustomer-facing roadmap strategyWhat should a public or customer-facing roadmap communicate, to whom, and with what confidence?
StrategyTemplate / formCustomer problem recordWhat makes a customer problem sufficiently clear and evidenced for prioritization?
MarketingFramework / modelCustomer online engagement levelHow can customer online engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “How well are we engaging our customers online?”
MarketingFramework / modelCustomer value propositionHow can customer value proposition support strategic choice or positioning?To create a compelling purchase motive.
MarketingKPI / metricCustomer retention rateHow should customer retention rate be measured and interpreted?Answer the key performance question: “To what extent are we keeping the customers we have acquired?”
MarketingKPI / metricCustomer turnover rateHow should customer turnover rate be measured and interpreted?Answer the key performance question: “How well are we retaining customers?”
MarketingFramework / modelCustomer journey mapsHow can customer journey maps support strategic choice or positioning?Use it to assess current marketing, sales and service performance.
FinanceFramework / modelCustomer lifetime valueWhen and how should customer lifetime value be applied?Use it to estimate the economic contribution of a customer over the relationship.MarketingFramework / modelCustomer lifetime valueHow can customer lifetime value improve people, teams, or organisational effectiveness?Answer the key performance question: “How well do we understand the financial value from our customer relationships?”
MarketingFramework / modelCustomer complaintsHow can customer complaints improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are we satisfying our customers?”
MarketingKPI / metricCustomer profitability scoreHow should customer profitability score be measured and interpreted?Answer the key performance question: “To what extent are we generating profits from our customers?”MarketingFramework / modelCustomer lifetime valueWhen and how should customer lifetime value be applied?Use it to estimate future customer contribution.
MarketingFramework / modelCustomer satisfaction analysisHow can customer satisfaction analysis improve people, teams, or organisational effectiveness?Measure satisfaction continuously enough to detect change before it becomes lost revenue or reputational damage. A dissatisfied customer is not automatically a lost customer; the organisation’s response can convert a failure into trust.
MarketingFramework / modelCustomer satisfaction indexHow can customer satisfaction index improve people, teams, or organisational effectiveness?Answer the key performance question: “How well are we satisfying our customers?”
FinanceKPI / metricCustomer profitability analyticsHow should customer profitability analytics be measured and interpreted?Use this analysis continuously to understand where customer value is being created, and give it particular attention when revenue is falling, costs are rising or margins are under pressure. It can reveal whether the problem comes from customer mix, acquisition channels, service demands, pricing or operational cost.
MarketingFramework / modelCustomer engagementHow can customer engagement improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our customers engaged with our organisation?”
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?
MarketingFramework / modelCustomer segmentation analyticsHow can customer segmentation analytics support strategic choice or positioning?Keep the segmentation current because it should guide targeting, service design and marketing investment. Review it before a major campaign to confirm that the audience and offer fit. In a stable market an annual refresh may be sufficient; in a volatile one, monitor segment size, behaviour and economics more often.
MarketingFramework / modelCustomer engagement analyticsHow can customer engagement analytics improve people, teams, or organisational effectiveness?Review the full model at least every six months and monitor leading signals between reviews. Reassess it when a product, service or system changes the experience.
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.
InnovationKPI / metricCustomer research evidence metricsIs the customer evidence behind active decisions current and sufficiently representative of the priority research space?
MarketingFramework / modelCustomer churn analyticsHow can customer churn analytics support strategic choice or positioning?Set frequency according to industry dynamics and Customer Lifetime Value Analytics, but a monthly stream is a useful default. In highly competitive subscription markets, monitor frequently enough to intervene before departure and to evaluate retention tests.
MarketingFramework / modelCustomer acquisition analyticsWhen and how should customer acquisition analytics be applied?Use it to locate failure across marketing, product, delivery, sales and ordering. Complete a broad review at least annually and monitor campaign economics continuously or whenever the process changes. If radio prices rise or response falls, a business should discover the change immediately rather than after six months of unprofitable spend.
MarketingFramework / modelCustomer lifetime value analyticsWhen and how should customer lifetime value analytics be applied?Review frequency depends on market change. Banking once enjoyed long relationships because switching accounts and direct debits was burdensome; easier switching has shortened that assumption. Insurance customers likewise compare alternatives more actively.
MarketingProcess / methodCustomer persona research planWhen are personas appropriate and how should they be researched, validated, sized, adopted, and maintained?
StrategyTemplate / formTop customer asks reviewHow should leaders review the most consequential customer problems and decide next actions?
StrategyFramework / modelAssessing customer purchasing criteriaHow can assessing customer purchasing criteria support strategic choice or positioning?Whenever a strategy, proposition or competitive assessment must begin with evidence about what customers value.
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.
FinanceTemplate / formPricing readiness checklistHave product, finance, legal, operations, billing, sales, and customer implications of a price been addressed?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
People & OrganisationTemplate / formDistribution asset inventoryWhich channels, customer relationships, defaults, integrations, and communities can support new growth?
People & OrganisationTemplate / formBoard engagement plannerHow can a company use each board member's coaching, recruiting, customer, and strategic strengths?
People & OrganisationTemplate / formMarketing organization design canvasHow should marketing capabilities be organized for the company's product, customer, and growth model?
OperationsTemplate / formProduct review agendaHow should a product team review customer evidence, product quality, metrics, roadmap, and decisions?
MarketingTemplate / formProduct positioning statementHow can a team express target customer, need, category, benefit, and differentiation in one sentence?
StrategyTemplate / formProduct charterWhat enduring customer and business purpose should guide a product area?
People & OrganisationDecision guideTarget-persona expansion decisionShould a company deepen its original customer focus or expand to a new segment or use case?Use the target persona expansion decision when several reasonable paths exist in responsible scaling, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how core persona, remaining potential, and customer adjacency will be judged before advocating an option.
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 / 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.
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.
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.
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:
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.
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
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.
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
OperationsTemplate / formLaunch readiness scorecardIs the launch ready to proceed, and which gaps or exceptions still require a decision?
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.