01. What do we know before recommending more?
In this example, marketing counts submitted forms while sales records outcomes in a separate sheet. A sample review finds inquiries whose current status is missing. That is an information gap, not evidence that the contacts are unsuitable.
Observed in the example
Form submissions and sales outcomes use different records. The website explains the project but leaves some viewing questions unanswered.
Working hypothesis
The handover and missing information may be limiting progression. Advertising quality may also need attention.
Still to establish
Which inquiries were reached, which were relevant, and why people accepted or declined a viewing.
The sample does not establish a conversion uplift or a cause. The next investigation must connect inquiry records with commercial feedback.
02. The decision to make now.
Keep the existing media budget while making the inquiry-to-viewing journey visible. Ask sales to record contact status and the reason for the next decision. Update the viewing information on the website after checking the recurring questions.
| Priority | Owner | Ready when |
|---|---|---|
| Shared inquiry record | Client sales lead, supported by a measurement specialist | The agreed inquiry sample has a source, contact status and next action. |
| Viewing information | Client coordinator and copy/design team | Availability, location, viewing steps and contact expectations are approved and published. |
| Campaign review | Media specialist and sales lead | Sources are reviewed against agreed qualification criteria, not form volume alone. |
The owner names are roles in the example. Actual people, access and responsibilities are agreed for each engagement.
03. A 90-day sequence, with conditions.
The 90 days describe the implementation horizon after the investigation. They are not the time needed to produce the Diagnostic, or a promise of sales.
| Window | Work to take forward | Decision before moving on |
|---|---|---|
| Days 1 to 30 | Align records, check the handover and publish the agreed information. | Can the team trace an inquiry through the relevant steps? |
| Days 31 to 60 | Review contact reasons and test one material message or journey change. | Is the sample sufficient and comparable enough to interpret? |
| Days 61 to 90 | Review suitable inquiries, viewings and capacity together. | Maintain, redirect or increase investment only if the evidence and resources support it. |
The sequence changes if access, sales capacity or evidence is insufficient. The proposal defines which implementation work, if any, NOT MORE. takes on.
04. What the team takes away.
The handover is a usable record of the decisions, rather than a list of ideas without owners.
Decision document
Evidence, assumptions, priority order, dependencies and the reasons behind the recommendation.
Working plan
Named responsibilities, required inputs, completion criteria and the first review date.
A way to change course
If relevant inquiries reach sales but viewings remain low, investigate the offer, availability and follow-up before expanding acquisition.
The client can implement with its own team or another partner. Further delivery and support are scoped separately.
A useful Growth Map makes the next decision easier to act on and easier to revisit when the evidence changes.