1 — who you are
The basics
The email domain is how we recognize your colleagues when they
get in touch later. It is never used to decide who can see a dashboard — that
is a separate question we ask you directly.
Business nameAs your customers see it
Websiteyourbusiness.com
Your name
Work emailWhere the four forms go
Your roleOwner, marketing, operations…
What the business doese.g. exterior remodeling, brewery, salon
And the shape of it
Four short ones that change what we build rather than how it looks.
A dashboard that says “customers” to a club that says “fans”
reads as somebody else’s product, and a business run across four shops needs
every number to split four ways from day one — that is not a setting we can
add later without re-cutting the history.
How many locations, shops, venues or territories?
And what do you call them internally
What do you call your customers?
Clients, guests, fans, members, homeowners…
What do you call one piece of work or one visit?
A job, an appointment, a match, a cover, an order
Which system does your accountant treat as the truth?
When two systems disagree about revenue, which one wins
2 — what you run
Every system, grouped by what it is for
People do not forget systems they use daily. They forget the ones somebody set up for them, the ones that only the office manager touches, and the ones that were switched off last year — which are exactly the ones that explain a number nobody can account for.
Tap a name to cycle it. Each tap moves through:
in use → used to → not used → not sure → blank.
in use todayused to , stoppednot used not sure — someone here would know
For anything marked yes: whose account is it in — yours, or an agency's? Ad accounts and analytics owned by a vendor do not transfer, and the history goes with them.
446 systems across 21 areas.
Nobody runs all of them — the list is long on purpose, so the two or three you
would have forgotten are in front of you rather than behind you. 16 of them
we read automatically today; the rest we can still use, and the ones marked
new we have not researched yet, which telling us is how to change.
3 — what you already have
The four strategies
Most businesses arrive saying they have a brand strategy, or a
marketing plan. Sometimes that is true and the document is good. Usually there
is a deck from two years ago with three slides that still matter.
Not having one is not a problem here — it is the engagement. We would
rather see a thin version now and say what is missing than accept it and find
the hole in week six. Attach what exists, or say you do not have one. Up to
four files, 25 MB each.
Data
Any prior audit, analytics review, agency reporting, system list or data inventory.
Whether we re-verify or inherit. An audit that does not separate what was verified from what was assumed cannot be built on — you inherit its guesses as facts.
We have one Something, but thin We do not have one
Brand
Brand guide, messaging doc, positioning, tone of voice, anything written in your voice.
Who the buyer is beyond a demographic band, and what you can prove that a competitor cannot. Without it anything drafted for you reads generic.
We have one Something, but thin We do not have one
Customer experience
Journey maps, service standards, survey results, complaint logs, review exports.
Where the experience breaks and who your regulars actually are. This is the half most businesses have never written down.
We have one Something, but thin We do not have one
Marketing strategy
Marketing plan, growth plan, annual goals, budget by channel, board deck.
A number and a date per goal. 'Grow revenue' cannot be rendered on a scorecard, and a goal with no owner has nobody to send the monthly read to.
We have one Something, but thin We do not have one
