MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
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MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
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.
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
StrategyTemplate / formProduct strategy quality checklistDoes a product strategy make differentiated, evidence-backed choices rather than describe a vision or plan?
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:
StrategyFramework / modelSizing the market and marketcraftingHow can sizing the market and marketcrafting support strategic choice or positioning?Use marketcrafting or another market sizing method when no adequate third party estimate exists and the organisation must construct a market view from primary evidence and informed assumptions.
StrategyKPI / metricStrategic due diligence and the market contextual plan reviewHow should strategic due diligence and the market contextual plan review be measured and interpreted?Use strategic due diligence and the Market Contextual Plan Review to refine a strategy or business plan before committing capital. The ambition is a plan robust enough to survive forensic examination by a specialist adviser acting for a demanding investor.
MarketingFramework / modelMarket sizingHow can market sizing support strategic choice or positioning?To estimate the volume and value of an existing or potential market.
StrategyKPI / metricDeliberate and emergent strategy (Mintzberg)How should deliberate and emergent strategy (mintzberg) be measured and interpreted?Use the distinction when the market is changing faster than the planning cycle, when frontline teams are discovering opportunities that senior leaders did not foresee, or when actual investment and operating decisions no longer match the formal plan. It is also valuable during a strategy review because it separates three questions that are often confused: What did we intend? What did we actually do? What should we now choose to continue?
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?”
StrategyKPI / metricMintzberg’s 5Ps for strategyHow should mintzberg’s 5ps for strategy be measured and interpreted?Use the five Ps when:
StrategyKPI / metricStrategy mapsHow should strategy maps be measured and interpreted?Use a strategy map to describe strategic objectives across the four balanced scorecard perspectives and to show how contributions are expected to connect. Combined with indicators, targets and initiatives, it gives management an architecture for steering execution.
StrategyKPI / metricCorporate strategy: parenting advantageHow should corporate strategy: parenting advantage be measured and interpreted?Use it to understand how the businesses inside one corporation fit together.
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?”
StrategyKPI / metricInternationalisation strategy frameworkHow should internationalisation strategy framework be measured and interpreted?Use the framework before entering a country, when selecting an operating model after entry or when rationalising a historically accumulated international footprint. It offers five patterns:
StrategyKPI / metricBalanced scorecard and strategy map (Kaplan and Norton)How should balanced scorecard and strategy map (kaplan and norton) be measured and interpreted?To implement and monitor a chosen strategy; the scorecard is generally stronger for execution than for developing the strategy itself.
StrategyFramework / modelThe market-driven organisation (Day)How can the market-driven organisation (day) support strategic choice or positioning?Use the framework when the organisation needs to become more responsive to customers, competitors and market change.
MarketingFramework / modelMarket orientationHow can market orientation support strategic choice or positioning?To assess whether the firm can understand, anticipate and shape market 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.
MarketingFramework / modelMarket trend analyticsHow can market trend analytics support strategic choice or positioning?Review important markets on a regular cadence—at least annually and, where data and decision speed justify it, every six months. Use the analysis for portfolio planning, capacity decisions, entry, repositioning and responsible exit.
MarketingTemplate / formPartner co-marketing briefHow should two brands align goals, audience, message, assets, roles, approvals, and distribution?
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.
People & OrganisationTemplate / formMarketing organization design canvasHow should marketing capabilities be organized for the company's product, customer, and growth model?
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.
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 / modelMultichannel marketingHow can multichannel marketing support strategic choice or positioning?To evaluate and combine routes to market.
StrategyTemplate / formCustomer-facing roadmap strategyWhat should a public or customer-facing roadmap communicate, to whom, and with what confidence?
StrategyTemplate / formMarket-needs assessmentWhich segments and unmet needs create the most attractive strategic opportunity?
StrategyTemplate / formStrategy review agendaHow should leaders review evidence, choices, progress, and changed assumptions?
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 / modelStrategy-to-metrics mapHow do strategic choices connect to charter, operating, and activity metrics?Use the strategy to metrics map when people working on product strategy and roadmaps are using different mental models for choice to outcome chain, metric levels, and leading/lagging links, and that difference is changing choices or coordination.
People & OrganisationFramework / modelCapital-cycle resilience planHow should financing strategy account for public-market comparables, capital availability, and cycle risk?Use the capital cycle resilience plan when people working on finance and company transactions are using different mental models for market scenarios, runway, and valuation sensitivity, and that difference is changing choices or coordination.
TemplateKPI / metricCommunications StrategyHow should communications strategy be measured and interpreted?
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?”
StrategyKPI / metricGood strategy, bad strategy (Rumelt)How should good strategy, bad strategy (rumelt) be measured and interpreted?Use the framework to develop a strategy, test whether an existing plan is genuinely strategic and replace broad aspiration with a focused response to a consequential problem.
MarketingFramework / modelMarket size analyticsHow can market size analytics improve people, teams, or organisational effectiveness?Use market size analytics in strategic planning, investment appraisal and product development. It helps reveal whether a market is expanding, maturing or declining before the change is fully visible in company revenue.
MarketingFramework / modelEthnographic market researchHow can ethnographic market research improve people, teams, or organisational effectiveness?To understand how customers actually use a product or service and identify improvements.
MarketingTemplate / formPartner launch briefHow should a joint launch define proposition, responsibilities, dependencies, assets, approvals, and success?
People & OrganisationTemplate / formMarketing leader scorecardWhich leadership, operational, narrative, and functional-breadth capabilities does this company need?
People & OrganisationTemplate / formVP Product role scorecardWhat must a VP Product deliver in strategy, talent, discipline, and cross-company process?
InnovationProcess / methodProduct development lifecycleWhat sequence of strategy, definition, design, build, validation, and launch should a team follow?
Organisational behaviourMatrix / portfolioBuild-maintain-launch responsibility mapWho owns building, maintaining, and bringing each capability to market?
People & OrganisationFramework / modelProduct manager role mapWhat outcomes should product managers own across strategy, prioritization, execution, and communication?Use the product manager role map when people working on product leadership are using different mental models for vision, customer, and priorities, and that difference is changing choices or coordination.
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.
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.