Marketing Compass

articulate-marketing-problem

Turn scattered marketing or business symptoms, metrics, stakeholder statements, disagreements, and vague concerns into an evidence-bounded, testable problem definition before structural diagnosis or solution design. Use when a user says the issue is unclear, teams describe different problems, observations exist only as disconnected points, a request already jumps to ads/CRM/MA/reorganization, metrics conflict, definitions may have changed, or source data and interviews must be gathered to create an analysis-ready brief. Separate facts, measurements, interpretations, emotions, hypotheses, requests, and proposed solutions; connect points without inventing causality; identify competing explanations; and specify or perform the minimum evidence acquisition that can change the decision.

assess-ma-crm-ltv

Assess whether marketing automation, CRM, lifecycle messaging, customer success, retention programs, or LTV initiatives fit the business and what must be fixed first. Use when a user asks whether to introduce or strengthen MA, why CRM is not increasing revenue, how to separate strategic CRM, operational CRM, MA, and CS, why retention or renewal is weak, how to improve LTV, how to design lifecycle journeys or automation, or how to distinguish accounting LTV, acquisition economics, and the strategic lifetime of customer choice.

audit-marketing-reasoning

Audit marketing proposals, analyses, reports, dashboards, case studies, and frameworks for causal validity, evidence quality, reproducibility, context transfer, information freshness, ethical risk, and real-world implementability. Use when evaluating whether correlation supports causation, whether a successful case generalizes, whether metrics or models justify a decision, why a theoretically sound proposal may fail in practice, or how to rewrite a marketing claim into a falsifiable and operational form. Route measurement-system design and metric calculations primarily to design-marketing-measurement; route broad growth diagnosis primarily to diagnose-marketing-structure.

design-btob-growth

Diagnose and design B2B growth across ICP and demand triggers, contact and recall, first meetings, problem resolution, comparison, buying committees, internal approval, procurement, implementation, value realization, and continuing relationships. Use when a user asks why B2B leads, meetings, opportunities, proposals, or wins are not growing; how to improve discovery or first sales meetings; why deals stall; how to follow up content downloads; how to create ROI, comparison, approval, or internal-selling materials; or how to separate automation from human intervention.

design-marketing-communications

Design marketing communications from a defined customer-state transition, meaning, recall, trust, comparison, expectation, and action path rather than from channels. Use when a user asks for a communications strategy, brand message, awareness or recall plan, PESO or touchpoint roles, TV/PR/SNS/Web/store integration, a functional-versus-emotional message decision, expectation and UX alignment, word-of-mouth or buzz design, or a route from paid contact into owned assets, search, sales, store, product, or customer success.

design-marketing-measurement

Design or audit marketing measurement systems, KPI trees, effect measurement, experiments, MMM interpretation, and continuation or withdrawal rules. Use when a user asks what to measure, how to connect a marketing objective to KGI and KPI, whether sales or ROAS is an appropriate success metric, how to choose among A/B tests, Geo tests, surveys, logs, MMM, or proxy signals, how much causal confidence a result supports, or how to define Baseline, Desired Signal, Counter-signal, Guardrail, review window, and action thresholds.

diagnose-marketing-structure

Diagnose ambiguous marketing, growth, revenue, acquisition, retention, brand, channel, or go-to-market problems before recommending tactics. Use when a user asks why sales are not growing, what marketing should prioritize, whether to invest in ads/SEO/SNS/CRM/MA, how to choose among competing initiatives, or needs the business and customer-decision structure decomposed into demand, recall/acquisition, choice/value realization, availability, continuation, and relationship. Identify the maximum bottleneck, evidence gaps, what not to do, and whether a specialist measurement, advertising, B2B, CRM/LTV, communications, or reasoning audit is needed.

evaluate-ad-investment

Evaluate whether an advertising plan, channel, budget, brand campaign, performance campaign, TV campaign, or media reduction qualifies as an investment and under what conditions. Use when a user asks whether advertising is worth it, how to compare brand and performance advertising, whether to cut or increase media, what return and time horizon to use, how to classify current-value, non-current-value, or organizational advertising, or how to define incremental return, residual value, safe floors, signals, guardrails, and withdrawal rules.