frissonomics

Tell us what you run.

Then we will tell you what a dashboard could answer on day one — and, just as usefully, what it could not. No call required to find that out.

This takes about four minutes. Nothing here is required except a business name and a work email. A blank is more useful than a guess: a guess reconciles wrong in week six, and by then everyone has stopped questioning it.

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 five forms go Your roleOwner, marketing, operations… Your industryPicks the vocabulary and the questions your dashboard asks What the business doese.g. exterior remodeling, brewery, salon — in your own words Mobile phoneOptional — only reminders and quick questions, never marketing How should we follow up?Email unless you say otherwise

And the shape of it

Six 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 Your websiteDecides which free tools we set up with you Where do customers find you?Decides whether maps and local listings are part of the build

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 today used to, stopped not 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.

462 systems across 22 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.

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.

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.

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.

4 — what you want to know

The question you cannot answer today

What do you most want to know that you cannot answer right now? One sentence is plenty. This decides which parts we build first. Which numbers do you actually look at today? Revenue, jobs booked, cost per lead, review count… and if two of your systems disagree about one of them, say which.

5 — the experience

Five questions nobody asks you

These take a minute and they are the ones that produce the work worth paying for. Answer the ones you have an answer to.

Where does your customer experience break most often? How do you recognize a regular — and does everyone on the team? Tell us about a moment a customer still talks about. A real one. The story is the point. What happens when you get it wrong? How would you know, today, if the experience got worse?

What you attach goes to our own storage, checksummed, and is never committed to a code repository. We read column names to tell you what is answerable; we do not read the rows to do it. Nothing on this page is shared with anyone outside Frissonomics.