the compass assessment

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Welcome to the Marketer's Compass Assessment

Intro text for the survey and overview.

CORE

Your Core is the foundation of your organization—why you exist, what you stand for, and the assets you use to operate consistently.

Why It Matters
Without a clear Core, decisions drift, messaging changes, and growth creates confusion instead of momentum.

When This Becomes Critical

Decisions feel inconsistent or reactive
Teams explain your mission differently
Work is constantly being recreated instead of reused

Quick Gut Check
If you paused your team and asked “what do we stand for?”, would you get the same answer?

How critical is this area to improving your organization’s results over the next 3–6 months?^*

Not a priority right now

Somewhat important

Important

Critical to success

Not sure

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Purpose

The fundamental reason your organization exists — the why behind what you do. This goes deeper than products or services to the core belief or need you're organized around.

How well is the fundamental reason your organization exists understood and used by everyone?^*

We don't have a clear, written reason for existing. Different people would give different answers, or it's mostly based on instinct.

Our leaders understand why we exist, and the team generally picks it up from our actions, but it's not formally written down or widely shared.

The reason we exist is clearly written down and shared with everyone, including new hires. Most of us can explain it and refer to it when making some decisions.

Our fundamental reason for existing guides almost every decision we make, from who we hire to our products and partnerships. It's clear to us, our customers, and our partners.

Not sure / Need to think about this

How well is your organization's core purpose written down and used to guide your work?^*

Our purpose isn't formally documented or consistently used for decisions.

Our purpose is clear to leadership and consistently articulated, but not formally written down.

Our purpose is clearly documented, shared, and accessible to everyone in the organization.

Our purpose is documented, regularly reviewed, and actively used as a clear filter for our decisions.

Not sure

What happens when your organization needs to make a big decision or take on a new opportunity related to its core purpose?^*

Different people have completely different ideas about why our organization exists, making it tough for new hires to understand what's truly important.

We often take on projects or clients that seem good on their own, but don't really help us build towards a clear, shared direction.

Different teams or departments interpret our core purpose in their own way, which sometimes leads to conflicting priorities.

We can clearly explain our purpose, but it's hard to measure if our daily work truly helps us achieve that mission.

Not sure / It varies

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Stances

The issues, topics, and positions your organization publicly takes a stand on. This includes what you speak up about, what you stay silent on, and the principles that guide those choices.

How does your organization determine its point of view on important issues and topics in your field?^*

We decide our point of view on important issues as they come up, usually based on quick discussions or what feels right at the moment.

Our organization's general point of view is usually understood by key people, but it's not written down. Others infer it from our past actions and internal discussions.

We have clear, documented points of view on core issues. These are used internally to guide our public comments, content, and partnerships.

Our points of view are a clear part of our identity and are deeply integrated into how we operate. They are widely understood by our audience and consistently guide all our decisions.

Not sure / Need to think about this

How are your organization's clear positions (Stances) documented and actively used in practice?^*

They aren't documented or formally considered at all.

They exist in my/our heads, but aren't written down or shared widely.

They are written down and accessible to the team/organization as a reference.

They are documented, integrated into decision-making, and regularly reviewed or improved.

Not sure

What happens when a new, unexpected industry issue or opportunity arises that requires your organization to take a public position?^*

Every time a new issue comes up, we get caught up in lengthy internal debates about if and how to respond, taking up a lot of leadership time.

Leaders often have strong private opinions on important issues, but these views rarely become consistent public statements or guide our decisions.

Our documented stances reflect a perfect internal agreement, but we don't have a good way to check if they still make sense or are relevant in the real world.

Our teams are good at applying existing stances to normal situations, but we get stuck and don't know what to do when new issues come up that don't clearly fit our current positions.

Not sure / It varies

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Assets

Your library of reusable marketing materials — templates, images, copy, and creative work that can be used again. This is about having your content organized and accessible when you need it.

How easy is it for your team to find and use existing content, images, or creative materials for new projects?^*

It's very difficult. We mostly search individual files or create new content from scratch because there's no reliable central place.

We have some shared locations, but finding what we need is often inconsistent. We usually have to ask around or guess if it's the right version.

We have an organized system where most people can find what they need without much trouble. We use consistent naming and try to keep things updated.

Our content library is strategically managed, highly organized, and fully searchable. We consistently start new work from existing, current assets.

Not sure / Need to think about this

When it comes to your creative assets (like logos, images, and templates), how well are they organized and documented for people to find and use independently?^*

They are scattered across different places, and there's no central system or documentation.

We have a shared location, but finding specific assets often means asking someone or relying on memory.

We have a clear, documented system (like a central library with search/tags) where anyone can find assets without help.

Our system is fully documented, actively maintained, and regularly optimized for ease of use and adoption.

Not sure

What happens when you or your team needs to find a specific brand asset, like a logo, image, or presentation template?^*

We often email each other asking 'does anyone have the current logo?' or 'what's our official color palette?' multiple times per week.

We spend 20+ minutes hunting through folders or asking colleagues before finding the right logo file or template.

We often create new templates and assets instead of checking the library first, leading to multiple versions of similar materials.

Our asset library is so well-organized that we stick to existing templates even when client needs or market conditions call for something genuinely different.

Not sure / It varies

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CHARACTER

Character is how your organization shows up—your voice, visual identity, and positioning in the market.

Why It Matters
If Character isn’t consistent, your brand becomes forgettable, harder to trust, and difficult to scale.

When This Becomes Critical

Your brand looks or sounds different across channels
Only certain people can “get it right”
Customers don’t clearly see how you’re different

Quick Gut Check
Would someone recognize your brand instantly across different touchpoints?

How critical is this area to improving your organization’s results over the next 3–6 months?^*

Not a priority right now

Somewhat important

Important

Critical to success

Not sure

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Positioning

The distinct space your organization occupies in your market. This is how you're different from alternatives and competitors, not just what you do or how well you do it.

How do you approach defining and using your organization's distinct place in the market?^*

We haven't clearly defined our unique place in the market. We mostly rely on word-of-mouth or being the obvious choice.

We have a general idea of what makes us different, but it's not formally written down. Our messages focus on what we do, and customers tend to define our niche for us.

We've clearly defined and documented our specific market position. This guides our decisions and ensures our messages consistently highlight what truly sets us apart.

Our market position is so distinct and well-understood that it drives customer demand, repels competitors, and is regularly tested and optimized for even greater impact.

Not sure / Need to think about this

Regarding your organization's distinct market positioning (how you stand out), how is this typically managed and kept current?^*

We haven't clearly defined or articulated our distinct market positioning.

Our positioning is understood by leadership/key people, but it's not formally written down.

Our positioning is clearly documented and accessible to relevant team members.

Our documented positioning is regularly reviewed, updated, and refined based on market changes and customer insights.

Not sure

What happens when people in your organization talk about what makes you different?^*

Our marketing and sales messages vary wildly depending on who's delivering them, with everyone highlighting different strengths.

Sales conversations tend to focus on features and pricing because the team isn't sure what unique value to emphasize.

Our leadership knows our unique position, but customers often describe us in generic ways or miss what makes us truly distinct.

We tend to dismiss competitor moves as 'just copying us' rather than analyzing if they're actually winning market share or mind space.

Not sure / It varies

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Voice

How your organization sounds across all written and spoken communication. This is the consistent personality and tone people recognize, whether it's an email, a post, or a presentation.

How would you describe the personality and style that comes through in your organization's communication?^*

Our communication style and personality change depending on who is writing. We don't have a clear, consistent voice.

One or two key people are good at writing in our brand's voice, but it's hard for others to match without their input or review.

We have clear guidelines and examples that help our team consistently use our brand's voice and adapt it appropriately for different situations.

Our brand's voice is so distinct and well-understood that anyone on our team can embody it easily, and customers often recognize our communications even without a logo.

Not sure / Need to think about this

How is your brand's unique personality and style (its 'voice') shared and maintained across all your communications?^*

No formal documentation or system for our brand's voice.

The brand voice is understood by me/our core team, but it's not formally written down.

We have a written guide or set of principles that defines our brand voice, accessible to those who need it.

We have a comprehensive voice guide that's regularly updated and improved, allowing anyone to consistently create on-brand content.

Not sure

How do you ensure all your customer communications consistently sound like 'you'?^*

New people always ask 'how should this sound?' and we spend a lot of time revising because there's no clear guidance.

People describe our brand voice with vague terms like 'friendly but professional,' and everyone interprets it differently, so it varies widely.

We have a voice guide, and people follow it, but the content often feels a bit robotic or forced instead of naturally expressing our personality.

Our voice guidelines work great for standard stuff, but when we enter new channels or sensitive topics, we're back to guessing how it should sound.

Not sure / It varies

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Visual

How your organization looks across all materials and touchpoints. This includes your logo, colors, fonts, imagery, and the visual standards that make your work recognizable.

How would you describe the consistency and management of your organization's visual brand (logo, colors, fonts, and imagery)?^*

Our visual elements often look different across our materials; there's no clear plan for how they should all fit together.

We have a basic look, but maintaining consistency relies on specific individuals knowing what looks right. Without them, things can easily drift.

We have documented guidelines and templates for our visual brand, which helps ensure most of our materials look consistent.

Our visual brand is strategically designed and applied everywhere to be distinctive, ensuring every visual choice intentionally reinforces our identity and goals.

Not sure / Need to think about this

How are your brand's visual standards (like colors, fonts, and logo use) documented and shared to ensure consistency?^*

We don't have any specific guidelines or documentation for our visual brand.

Our visual standards are mostly understood or communicated informally, but not written down anywhere.

We have written guidelines, style guides, or templates that help ensure consistency across our materials.

Our visual guidelines are well-documented, easy for anyone to use, and regularly reviewed/updated based on feedback or performance.

Not sure

What happens when someone needs to create new branded materials (like a presentation or social media post)?^*

People just make their own materials because there aren't any clear templates or brand files they can easily find or use.

We have to wait for a designer to approve everything, or we risk making something that doesn't quite look right.

Our materials always follow the rules, but we're starting to look a lot like our competitors without anyone noticing internally.

Our internal team creates perfect branded materials, but external partners or vendors often struggle to apply our brand correctly.

Not sure / It varies

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COMMUNITY

Community is your ecosystem—customers, partners, and team—and how they connect and reinforce each other.

Why It Matters
Strong growth comes from relationships, not just transactions. Weak Community leads to churn, missed referrals, and lost leverage.

When This Becomes Critical

Customer relationships feel transactional
Partners don’t contribute beyond contracts
Your team isn’t actively representing or advocating

Quick Gut Check
Are your customers, partners, and team working together—or operating in silos?

How critical is this area to improving your organization’s results over the next 3–6 months?^*

Not a priority right now

Somewhat important

Important

Critical to success

Not sure

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Customers

How you maintain relationships with the people or organizations who've already chosen to work with you. This is about understanding, supporting, and keeping the customers you have.

How does your organization typically approach understanding and engaging with your customers?^*

We generally only connect with customers when they contact us, or when there's a problem we need to address. We don't have a consistent plan for outreach.

Our customer relationships mainly rely on individual efforts and memory. We interact when needed, but without a formal, structured way to engage everyone.

We have clear methods for staying in touch with different customer groups, like scheduled communications or regular feedback surveys. We aim to nurture these relationships intentionally.

We have a deep, evolving understanding of our customers' needs and values, allowing us to anticipate what they'll want next. We manage these relationships as a core strategic asset.

Not sure / Need to think about this

How do you track and document your approach to understanding, engaging, and retaining customers?^*

We don't have a specific approach for this, it happens ad-hoc.

Our methods are mostly in our heads or communicated informally.

Our methods are written down and accessible to those who need them.

Our documented methods are regularly reviewed and improved based on results.

Not sure

How does your organization typically handle customer feedback or issues?^*

Complaints just pop up randomly (like on social media or angry calls) because we don't have a clear, structured way for customers to give feedback.

If the main person who usually handles a customer is unavailable, their issues often sit unresolved because no one else knows the history or context of those accounts.

We systematically collect customer feedback through surveys and touchpoints, but our analysis usually stops at categorizing complaints rather than identifying deeper reasons for relationship health.

We have rich and accurate customer insights, but they often don't translate into strategic decisions because leadership struggles to agree on what the data means for our priorities.

Not sure / It varies

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Partners

How well your external collaborators — agencies, vendors, consultants — understand and represent your brand. This is about whether they can speak for you accurately when you're not in the room.

How well do your external partners (like vendors, agencies, or collaborators) understand and represent your brand to others?^*

Our partners primarily focus on their specific tasks, and we don't really expect them to understand or represent our brand to others.

Our partners generally pick up a basic understanding of our brand over time through working with us, but we don't have a formal way to ensure they represent it consistently.

We provide our partners with clear guidance and resources about our brand's mission and message, with the expectation that they will represent us accurately and positively.

We see our partners as key extensions of our brand, actively enabling and encouraging them to refer business, amplify our content, and speak about us with the same clarity and conviction we would use ourselves.

Not sure / Need to think about this

How is information about your brand, mission, and differentiation shared and maintained with your external partners?^*

We don't have a formal way to share brand information with partners.

Brand alignment happens informally, mostly through conversations or on-the-fly explanations.

We have specific materials (e.g., guidelines, briefs) that we proactively share with partners.

We have a comprehensive, documented system for partner alignment, and we regularly review and update it to ensure effectiveness.

Not sure

What happens when partners need to represent your company or communicate its value to others?^*

When partners ask basic questions about what we do or where we're headed, no one can give them a clear, consistent answer.

Partners understand our technical services but struggle to explain why they matter or who would benefit, so they rarely refer new business.

Even after onboarding, partners still describe our services vaguely or incorrectly when talking to potential customers.

Partners actively promote us, but their messages highlight different benefits or value than what we consider most important.

Not sure / It varies

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Team

How your own people show up as advocates for your organization in public spaces. This is about whether your team actively represents and promotes your work on their personal channels and networks.

How does your organization approach its team members speaking about and representing the brand to the public?^*

Team members might share positive things about the brand on their own, but your organization doesn't actively encourage or equip them to do so.

Some team members naturally represent the brand well in their networks, but your organization doesn't have a formal way to identify them or help others do the same.

Your organization encourages team members to represent the brand, providing some tools or guidelines, and collecting stories from them to use in content.

Team advocacy is a deliberate and managed program. Your organization actively invests in its strongest voices and brings new team members into this process from the start.

Not sure / Need to think about this

When it comes to your team (or you, if you're a solo operator) representing your brand publicly, how are the guidelines and key messages for doing so managed and shared?^*

We don't have any formal or written guidelines or messages.

It's mostly in my head or communicated informally as needed.

We have written guidelines or resources that are accessible to the team.

We have documented guidelines, and we regularly review and update them based on results.

Not sure

What happens when someone on your team (or you, if you're a solo founder) is asked to talk about your company or what you do?^*

People often give conflicting or inaccurate answers about what we do or stand for.

Only a few naturally enthusiastic team members speak publicly; most others stay quiet or defer to leadership.

Team members mostly share pre-approved content and stick to brand guidelines, but rarely personal or authentic stories.

Our strongest internal advocates share our message widely, but it often doesn't resonate or generate meaningful engagement with external audiences.

Not sure / It varies

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CHANNELS

Channels are how you reach and engage your audience—owned, paid, earned, and social.

Why It Matters
Without focus and integration, effort gets spread thin and growth becomes dependent on paid reach or platform changes.

When This Becomes Critical

You’re active in many places but not strong in any
Paid costs are rising without clear return
You lose contact with your audience over time

Quick Gut Check
If one major platform disappeared tomorrow, would you still be able to reach your audience?

How critical is this area to improving your organization’s results over the next 3–6 months?^*

Not a priority right now

Somewhat important

Important

Critical to success

Not sure

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Owned

The channels you control directly — your website, email list, blog, and content platforms. These are the digital properties where you set the rules and own the relationship with your audience.

How would you describe the current state of your organization's owned digital channels, like your website, email, or blog?^*

Your owned channels are often out-of-date or incomplete, making it difficult for people to get reliable information or connect with you.

Your owned channels are generally current, but updates happen informally, and each channel tends to operate without much coordination with the others.

Your owned channels are consistently updated on a defined schedule, designed to help visitors take specific actions, and you track basic performance.

Your owned channels are integrated to work together as a cohesive system, using data to continuously improve how they support each other and achieve strategic goals.

Not sure / Need to think about this

How would you describe the system or process you use to manage your owned digital channels (like your website, email list, or social media pages you control)?^*

There isn't a defined system or process; we mostly react as needed.

It's mostly informal; decisions and plans are in my/our heads but not consistently written down.

We have documented processes, roles, schedules, and at least basic tracking in place.

Our documented processes are regularly reviewed, optimized with data, and clearly support overall goals.

Not sure

How do you manage updates and communications across your own digital channels (like your website, blog, and email)?^*

Our website still lists old services, outdated team members, or events from previous years, confusing people about what we do.

Website content only gets updated when someone remembers, or when information becomes embarrassingly outdated.

Our blog posts, newsletters, and website content are updated on schedule, but they don't reference or amplify each other.

Analytics show high email open rates and website traffic, but we can't connect these metrics to actual revenue or strategic outcomes.

Not sure / It varies

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Paid

The advertising and promotional spend you invest to reach new audiences. This includes how you track it, what it's producing, and whether you're making informed decisions about where your money goes.

How does your organization manage its spending on advertising and paid promotions?^*

We spend money on advertising, but we don't consistently track results or have a clear plan for how our budget is used. We mostly guess what's working.

We track basic results for our advertising spending and have some idea of what's working. While we have objectives, our budget decisions are still largely based on intuition or general habits.

We have solid tracking in place for our advertising, and we allocate our budget based on clear goals or specific channels/audiences. We regularly review performance data to make informed decisions and adjust our spending.

Our paid advertising is a highly disciplined system. We track every important detail, dynamically allocate our budget based on performance criteria, and constantly test and optimize to maximize results and prove our return on investment.

Not sure / Need to think about this

How organized and documented is your process for managing paid advertising, allocating budgets, and tracking its performance?^*

We don't really have a defined process or documentation for this.

The process exists, but it's mostly informal or in our heads, not written down.

We have documented processes and guidelines that we refer to.

Our process is clearly documented, regularly reviewed, and actively used to make decisions and improve results.

Not sure

What happens when you need to understand how well your paid ads are actually performing and what to do next?^*

It's hard to tell if specific ads like Facebook or Google are driving sales because our tracking doesn't connect ad spend to actual purchases.

Each ad platform (like Google, Facebook) is set up differently, so we can't easily compare which one is actually doing best.

Our ad spend often goes to ads with cheap clicks, even if those clicks don't actually lead to sales or sign-ups.

We optimize individual ads really well, but we don't really understand how they work together with other ads or with our free (organic) marketing.

Not sure / It varies

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Earned

The coverage, credibility, and visibility you gain through media, press, and third-party mentions. This is about whether journalists and influencers know you, trust you, and think of you when relevant stories come up.

When it comes to getting media coverage and managing relationships with journalists, how would you describe your organization's current approach?^*

You don't actively pursue media coverage, nor do you have a plan for handling journalist inquiries. Any coverage received is typically unexpected.

You handle journalist inquiries when they arise, and you might have some informal relationships. However, you don't actively seek out media opportunities or have ready-made materials.

You proactively reach out to media and have a basic process for handling inquiries, including prepared spokespeople and some standard materials. You also keep track of your media coverage.

Earned media is a strategic channel where relationships are actively cultivated, and leaders are visibly engaged. You continuously analyze coverage to refine your strategy and optimize future efforts.

Not sure / Need to think about this

How do you manage your efforts to get media coverage and build relationships with journalists?^*

We don't have a specific system or actively track these efforts.

It's handled informally or ad-hoc, mostly in our heads.

We have some documented processes or tools, like media lists or outreach trackers.

We have clear, documented processes and tools, and regularly review and improve them based on results.

Not sure

How does your organization handle opportunities to get media coverage and build visibility?^*

When a journalist calls, we often don't know who should talk to them or what our official stance is on anything.

If the one person who handles press is unavailable or traveling, media inquiries can go unanswered for days, and we miss opportunities.

We track how much coverage we get, but it's hard to tell which specific efforts or stories actually lead to the most valuable press opportunities.

Our leaders have good media relationships, but their individual messages sometimes conflict, making our overall brand message less clear to journalists.

Not sure / It varies

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Social

Your presence and activity on social media platforms. This is about whether you show up consistently, engage authentically, and maintain a recognizable voice where your audience already spends time.

How would you describe your approach to choosing and using social media platforms for your organization?^*

Our social media activity is sporadic or inconsistent; we don't have a clear plan for where or what we post.

We post regularly on at least one social media platform and our content generally reflects our brand. Our approach is mostly based on habit or what feels right, not a documented strategy.

We have a planned and consistent social media presence, using specific platforms where our audience is. We follow a content schedule, apply our brand identity consistently, and connect our social activity with at least one other marketing effort.

Our social media is a fully integrated channel, with platform choices and content informed by data to achieve specific business outcomes. We actively engage with our community, adapt content for each platform, and regularly evaluate how social media contributes to our broader marketing goals.

Not sure / Need to think about this

How do you typically plan, create, and manage your social media content and interactions?^*

It's mostly ad-hoc, without any formal plan or documented system.

We have an informal approach that's understood but not written down or formalized.

We have documented guidelines or a content calendar that outlines our approach.

We have documented systems, use tools, and regularly analyze data to improve our social media efforts.

Not sure

How do you approach your organization's social media presence?^*

Customer questions or comments on our posts often sit for weeks without a reply because no one is specifically assigned to monitor them.

We post in reactive bursts, like around company events, but there are often long quiet periods because we don't have a consistent plan.

We track followers and likes, but we don't really know if our social media activity is actually leading to website visits, new leads, or sales.

Our current social strategy works well, so we tend to stick to what we know and don't spend much time exploring new platforms or changing user trends.

Not sure / It varies

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CONVERSION

Conversion is the journey from awareness to action to retention—how people move from discovering you to becoming long-term customers.

Why It Matters
If conversion is weak, you lose value at every stage—wasting traffic, losing customers, and limiting growth.

When This Becomes Critical

People show interest but don’t take action
Customers don’t stick or come back
You’re unsure where or why people drop off

Quick Gut Check
Do you know where people are getting stuck—and what’s causing it?

How critical is this area to improving your organization’s results over the next 3–6 months?^*

Not a priority right now

Somewhat important

Important

Critical to success

Not sure

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Awareness-to-Interest

The first impression your organization makes on people who don't know you yet. This is about whether strangers can quickly understand what you do, who you serve, and why it matters.

How would you describe the first impression someone gets when they encounter your organization for the very first time?^*

Newcomers often struggle to understand what we do or why it matters, or our basic information is incomplete or hard to find.

Our basic information is usually up-to-date and accurate, so people can generally figure out what we do. However, it's not specifically designed to build strong curiosity or suggest a clear next step.

We deliberately design our first impression points (like our website or social media) to clearly communicate our value, spark curiosity, and guide new visitors toward a logical next step. We also try to be found when people search for relevant topics.

We actively track and test how our first impression is received, using data to refine and improve it over time. We understand how new audiences discover us, what their initial interaction is, and how often it leads to genuine interest, ensuring a consistent experience across all channels.

Not sure / Need to think about this

How do you manage or organize the way new people first encounter your organization and take their initial steps to learn more?^*

It's not something we've actively documented or set up a system for.

We have a general idea of what works, but it's mostly in our heads (or my head).

We've clearly defined and documented our intended first impression and/or initial steps for new audiences.

We've documented our approach and regularly use data or feedback to improve how we make first impressions and guide new interest.

Not sure

What happens when someone who's never heard of your organization tries to figure out what you actually do?^*

Our website or main social profiles use a lot of internal language or big ideas that don't clearly explain what we actually do for newcomers.

Our main online spots describe what we do, but it's not clear what someone interested should do next or where to go.

We create introductory content that everyone internally loves and our current supporters respond to, but it doesn't seem to bring in genuinely new people.

Even when our data shows certain first impressions are converting well, we tend to change them because they don't match our personal taste or what others in our field are doing.

Not sure / It varies

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Interest-to-Action

How easy it is for someone to take the next step with your organization. This is about whether your process for signing up, purchasing, booking, or engaging actually works without friction or confusion.

How easy is it for someone who wants to take action (like buy, sign up, or reach out) to actually do so with your organization?^*

It's often difficult for people to figure out how to take action, and we haven't really focused on making it easier.

There's a clear way to take action, but we haven't thoroughly checked if it's easy and smooth for customers, especially on different devices.

We've intentionally designed and tested the action path, making improvements based on how real people experience it. We also track if they complete it.

Taking action feels effortless because we continually optimize the process based on data, understanding why people might drop off and addressing it to make it a natural next step.

Not sure / Need to think about this

How is the process for someone to go from being interested to actually taking action (like buying or signing up) managed or tracked within your organization?^*

We don't formally track or document this journey at all.

It's understood by us internally, but not written down or formally tracked.

We have the key steps documented (e.g., a flowchart, checklist, or guide) that anyone can follow.

We regularly use data or customer feedback to pinpoint issues and make deliberate improvements to the process.

Not sure

What happens when someone actually tries to sign up, buy, or take action on your website or through your process?^*

Potential customers struggle to find a clear path to sign up or buy, often needing to email or call to understand the next steps.

Our signup or purchase process works well on desktop, but often breaks or is unusable for people trying on their mobile phones.

When we see people drop off, our first response is usually to add more buttons or calls-to-action, rather than digging into why they're leaving.

Our conversion rates have plateaued despite constant A/B testing; we're mostly tweaking surface-level elements without understanding deeper user intent.

Not sure / It varies

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Action-to-Retention

What happens after someone takes action with you for the first time. This is about whether you have a plan to welcome them, stay connected, and turn one-time participants into ongoing relationships.

After someone takes their first action with your organization (e.g., buys something, signs up), what generally happens next to keep them involved and encourage them to return?^*

Usually, our main effort ends once someone takes action. Whether they return or engage further is largely up to them.

We make an effort to acknowledge their action and occasionally follow up, but it's more ad-hoc than a defined process or regular schedule.

We have a clear, scheduled process for onboarding new customers and staying in touch. We also track basic engagement and try to re-engage those who drift away.

We strategically design the entire post-action experience to ensure customers get value, stay engaged, and are encouraged to go deeper or become advocates. We constantly optimize this using engagement data.

Not sure / Need to think about this

Think about how you turn a new customer into someone who comes back again and again. How is this process managed or documented?^*

We don't have a specific process or way to track this effort.

The process is mostly in our heads or handled informally as needed.

We have a written process or guidelines for encouraging repeat engagement.

Our documented process uses specific tools/systems, and we regularly review its effectiveness.

Not sure

What happens after someone takes their first action or makes a first purchase?^*

They only get automated transaction confirmations, like a receipt, with no other welcome or follow-up.

Our follow-up relies on one person remembering to reach out, so it's inconsistent if they're busy or out.

We have a welcome or onboarding sequence, but everyone gets the exact same one, regardless of their specific needs.

We have lots of data on what customers do, but we can't explain *why* different customer groups have such different long-term value.

Not sure / It varies

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2-10

11-50

51-200

201+

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