Marketing Strategy Framework: Compare 12 Models + Toolkit

If your marketing feels busy but not moving the needle, you’re not alone. Many SMBs juggle campaigns, channels and tools without a shared way to decide what matters, in what order, and how success will be measured. Budgets get spread thin, teams chase tactics, and reports don’t tie back to revenue. A solid marketing strategy framework fixes that by giving you a clear structure to diagnose, prioritise and execute. The snag? There are so many models that choosing the right one can be harder than sticking with guesswork.

This article is your shortcut. You’ll get a plain‑English comparison of 12 proven frameworks—from SOSTAC and RACE to STP, 7Ps, 5Cs, SWOT, PESTLE, Porter’s Five Forces, Ansoff, AIDA, CLV and the BCG Matrix—covering what each is for, when to use it, how to apply it, and the pitfalls to avoid. You’ll also get MR‑Marketing’s practical toolkit that blends SOSTAC + RACE with light‑touch AI so you can turn plans into action and measure ROI with confidence. By the end, you’ll know exactly which model to reach for, in what sequence, and how to adapt it to your goals. First up: the MR‑Marketing strategy framework toolkit.

1. MR‑Marketing strategy framework toolkit (SOSTAC + RACE + AI)

This is the playbook we use with SMBs to turn scattered activity into measured growth. It blends the planning discipline of SOSTAC with the execution focus of RACE, then layers in practical AI to speed research, prioritisation, and optimisation. The result: a marketing strategy framework that you can run in 30‑60‑90 day cycles with clear owners, budgets and KPIs.

What it is

At its core, the toolkit is a simple stack:

• SOSTAC sets the plan: Situation, Objectives, Strategy, Tactics, Actions, Control.
• RACE structures execution and metrics: Reach, Act, Convert, Engage.
• AI accelerates the workflow: rapid insight, creative iteration, and anomaly spotting.

Deliverables typically include a one‑page plan, a RACE scorecard, a prioritised backlog, a 90‑day calendar, and lightweight dashboards that report on revenue‑linked KPIs.

When to use it

Use this when you need a joined‑up approach from diagnosis to delivery without adding headcount. It’s ideal for:

• Launches or pivots: New site, offer, or market entry.
• Plateaus: Traffic up but conversions flat, or paid media underperforming.
• Budget pressure: You must prove ROI and cut waste, fast.
• Team alignment: Multiple stakeholders, unclear ownership or mixed priorities.

How to apply it

Start with a tight, time‑boxed pass through SOSTAC, then move into RACE delivery. Keep the loop short and data‑driven.

1. Situation (diagnose): Snapshot the 5Cs, run a quick SWOT, and capture key constraints. Pull top channel and conversion baselines.
2. Objectives (set targets): Define SMART goals and map them to RACE KPIs:
   • Reach: Impressions/organic sessions.
   • Act: Engagement rate, qualified leads.
   • Convert: CVR, CPA/CAC, revenue.
   • Engage: Repeat rate, retention, CLV.
3. Strategy (focus): Clarify STP, value proposition and positioning. Decide where to play and how to win.
4. Tactics (map to RACE):
   • Reach: SEO focus pages, ad audiences, partnerships.
   • Act: Lead magnets, UX improvements, email capture.
   • Convert: Offers, CRO tests, checkout/quote flow.
   • Engage: Onboarding, lifecycle email, loyalty.
5. Actions (own it): Build a 90‑day plan with weekly sprints, owners, budgets, and acceptance criteria.
6. Control (measure and learn): Stand up dashboards, define guardrails, and agree a cadence for test reviews.
7. AI assist (safely):
   • Insight: Summarise reviews, cluster queries, draft personas.
   • Creative: Variations for ads/email/LP copy within brand guidelines.
   • Ops: Tag anomalies, draft test plans, QA checklists.
8. Review (iterate): Ship, measure, learn, re‑prioritise the backlog.

Tip: Use an ICE score to rank tests and campaigns, then work top‑down each sprint.

Common pitfalls and tips

Teams stumble when they treat RACE as strictly linear, track too many metrics, or skip segmentation. Over‑reliance on AI without human judgement also creates brand drift.

• Avoid bloat: Limit to a few KPIs per RACE stage tied to revenue.
• Stay audience‑first: Nail STP before channel selection.
• Run tight loops: 2‑week sprints, clear hypotheses:
  Objective -> KPI -> Target -> Hypothesis -> Test -> Result -> Decision
• Use AI as co‑pilot: Great for speed and options; humans keep the quality bar.
• Keep the plan living: Update the backlog and scorecard every sprint; retire what doesn’t move a KPI.

Run this stack consistently and you’ll replace activity for activity’s sake with a measurable, compounding growth engine.

2. SOSTAC: plan from situation to control

SOSTAC is a dependable marketing strategy framework for turning intent into a structured plan you can run and report on. It’s simple enough for busy SMB teams, yet complete enough to keep stakeholders aligned from first diagnosis to performance control.

What it is

Created by PR Smith, SOSTAC stands for Situation, Objectives, Strategy, Tactics, Actions, Control. Think of it as a clear storyline: where we are, what we want, how we’ll win, what we’ll do, who does it, and how we’ll measure and improve. It’s linear to write, cyclical to manage, and helps separate “strategy” from “tactics”.

When to use it

Reach for SOSTAC whenever you need a joined‑up plan that ties activity to outcomes without adding complexity. It’s especially useful for:

• Annual/quarterly planning: One blueprint to brief teams and partners.
• Launches or pivots: Capture assumptions and de‑risk execution.
• Turnarounds: Re‑focus effort on the few metrics that matter.
• Board/exec alignment: A shared language for goals, budgets and KPIs.

How to apply it

Start with tight drafts, then refine with stakeholder input and data. Keep each section concise and testable.

1. Situation: Summarise the 5Cs (company, customers, competitors, collaborators, context). Add a one‑page SWOT and current funnel metrics (traffic, CTR, CVR, CPA, CLV).
2. Objectives: Set SMART goals mapped to revenue. Example KPIs by stage: Reach (qualified sessions), Act (MQLs), Convert (CVR, CAC), Engage (repeat rate, CLV). Define targets and timeframes.
3. Strategy: Nail STP (segments, targets, positioning) and value proposition. Decide where to play (markets/channels) and how to win (differentiation, pricing, partnerships).
4. Tactics: Channel‑level moves that deliver the strategy: SEO focus pages, paid media audiences, lead magnets, CRO tests, lifecycle email, social/content formats, remarketing flows.
5. Actions: Owners, budgets, timelines, dependencies. Build a 90‑day plan with weekly sprints and clear acceptance criteria. Use an ICE score to prioritise the backlog.
6. Control: Define dashboards, check‑ins and thresholds. Agree the test cadence and decision rules:
   KPI -> Target -> Hypothesis -> Test -> Result -> Next step.

Optional: Pair SOSTAC with RACE for day‑to‑day execution and reporting structure.

Common pitfalls and tips

Teams often jump from Situation to Tactics, set vague objectives, or leave Control until the end.

• Separate thinking: Keep Strategy (choices) distinct from Tactics (moves).
• Be specific: Objectives need numbers, dates and owners.
• Prioritise ruthlessly: Fewer tactics, deeper execution; kill low‑impact work.
• Instrument first: Decide KPIs and tracking before launch.
• Close the loop: Schedule reviews; update the plan as evidence arrives.

3. RACE framework: reach, act, convert, engage

RACE gives you a practical execution map for digital marketing. It breaks the journey into four stages you can plan, budget and measure week‑to‑week, turning strategy into channel‑level work that compounds into revenue and retention.

What it is

Developed by Smart Insights in 2010, RACE is a digital‑first funnel with four stages: Reach, Act, Convert, Engage. It helps teams choose tactics, define stage‑specific KPIs, and manage continuous optimisation. Use it linearly to brief work, then cyclically to retain and grow customers as you re‑enter the journey.

When to use it

Use RACE to structure campaigns, dashboards and delivery cadences—especially when multiple channels and owners are involved.

• Weekly execution: Plan sprints and stand‑ups around the four stages.
• Reporting: Standardise KPIs by stage so results roll up cleanly.
• Launches and promos: Map pre‑, during‑ and post‑campaign activity.
• Ecommerce and lead gen: Align CRO and lifecycle journeys end‑to‑end.

How to apply it

Anchor each stage to one or two KPIs, a handful of tactics, and clear hypotheses. Keep the loop tight: test → learn → scale.

• Reach: Build qualified awareness. KPIs: qualified sessions, share of impressions, CTR. Tactics: priority SEO pages, targeted ads, partnerships/PR. Hypothesis example: “New audience + message X will lift CTR by 20%.”
• Act: Drive micro‑conversions (views, sign‑ups, demos). KPIs: engagement rate, lead capture rate. Tactics: lead magnets, UX fixes, content with clear CTAs, interactive tools. Guardrail: bounce and time‑to‑value.
• Convert: Turn intent into revenue. KPIs: CVR, CPA/CAC, revenue. Tactics: offer tests, checkout/quote flow optimisation, remarketing, sales enablement. Formula: CAC = Spend / New Customers.
• Engage: Retain and grow value. KPIs: repeat rate, retention, CLV. Tactics: onboarding flows, lifecycle email/SMS, loyalty/referrals, customer support content. Simple CLV view: CLV ≈ Avg Order × Orders per Year × Years.

Tip: maintain a stage‑tagged backlog and score with ICE to prioritise what to test next.

Common pitfalls and tips

RACE breaks when teams treat it as a one‑way street, chase vanity metrics, or neglect measurement.

• Don’t skip Act: Weak mid‑funnel kills conversions; design for micro‑wins.
• Limit metrics: 2–3 KPIs per stage tied to revenue outcomes.
• Avoid vanity: Prioritise qualified traffic over raw sessions; retention over followers.
• Instrument early: Define tracking, UTM standards and stage tags before launch.
• Close the loop: Use cohort and attribution views to connect Engage back to Reach; review every two weeks and re‑allocate spend accordingly.

4. 5Cs analysis: company, customers, competitors, collaborators, context

Before you choose channels or write a plan, run a quick 5Cs to anchor decisions in reality. This situational scan gives you a sharp view of what you can control, what the market wants, who else is competing, who can help, and which external forces matter. It plugs neatly into the Situation stage of any marketing strategy framework.

What it is

5Cs is a structured diagnostic across five lenses: Company, Customers, Competitors, Collaborators, and Context. It’s a concise way to capture strengths, demand signals, market dynamics, partnership leverage, and macro factors so your goals and tactics are grounded, not guessed.

• Company: Capabilities, brand, resources, performance baselines.
• Customers: Segments, needs, behaviours, journeys.
• Competitors: Direct/indirect rivals, positioning, advantages.
• Collaborators: Partners, platforms, suppliers, distributors.
• Context: Macro trends (political, economic, social, tech, legal, environmental).

When to use it

Use 5Cs at the start of annual or quarterly planning, before a launch or market entry, and whenever results plateau. It’s also a fast alignment tool when new stakeholders join or budgets tighten and you must re‑prioritise.

How to apply it

Time‑box the exercise to one week and keep outputs to a single page per C. Pull only the data that changes decisions.

• Company: Clarify value proposition, constraints, channel and funnel baselines (traffic, CVR, CAC, CLV). Identify capability gaps.
• Customers: Define priority segments and jobs‑to‑be‑done, key drivers/barriers, decision journeys, top questions. Note adoption/retention patterns.
• Competitors: List top 3–5 by segment, their positioning, offers, pricing cues, and where they win traffic or attention. Spot opportunity spaces.
• Collaborators: Map partners, marketplaces, creators, and internal allies (sales, service). Score their reach and influence.
• Context: Snapshot key PESTLE signals affecting demand, cost, compliance or timing. Mark must‑watch risks and tailwinds.

Finish with three decisions per C (e.g., stop, start, scale) and roll them into Objectives, Strategy and Tactics.

Common pitfalls and tips

Teams go too broad, ignore collaborators, or stop at description without decisions. Keep it practical.

• Be selective: If a data point won’t change a choice, drop it.
• Quantify: Pair observations with numbers (e.g., CVR, CPA, retention).
• Think substitutes: Include indirect competitors and DIY alternatives.
• Leverage partners: Treat collaborators as channels, not footnotes.
• Make it living: Revisit quarterly; update when a macro trigger hits.

Done well, 5Cs turns noise into clarity and ensures the rest of your plan is focused, realistic and defensible.

5. SWOT analysis: strengths, weaknesses, opportunities, threats

SWOT is a straightforward lens for summarising where you stand and what to do next. It captures internal factors (strengths, weaknesses) and external factors (opportunities, threats) so your marketing strategy framework is grounded in evidence, not opinion. Used well, it turns diagnosis into a shortlist of high‑leverage moves.

What it is

SWOT helps you assess internal capabilities and gaps alongside external market openings and risks. It’s a concise consolidation of your 5Cs, competitor findings and macro signals, distilled into choices that inform Objectives, Strategy and Tactics.

When to use it

Run a SWOT at the start of planning cycles, ahead of launches or pivots, and when growth stalls. It’s ideal as a one‑pager for stakeholder alignment and as a bridge between situational analysis (5Cs/PESTLE) and execution plans (SOSTAC/RACE).

• Annual/quarterly plans: Set direction and budget guardrails.
• Go‑to‑market: Stress‑test assumptions before spending.
• Turnarounds: Refocus on the few actions that change outcomes.

How to apply it

Keep it sharp and data‑backed. Populate each quadrant with evidence, then convert items into decisions and tests you can measure.

1. Collect inputs: Pull key metrics (CVR, CAC, CLV), customer insights, competitor cues, and macro constraints.
2. Populate quadrants:
   • Strengths/Weaknesses: Internal capabilities, brand assets, resources, funnel performance.
   • Opportunities/Threats: Demand shifts, channel openings, partner plays, regulations, substitutes.
3. Prioritise: Limit to the top 3 per quadrant; score for impact and effort.
4. Translate into actions: Create initiatives with hypotheses and KPIs mapped to RACE stages.
   • Use: Hypothesis: If we do X for segment Y, KPI Z will improve from A to B by date C.
5. Schedule and own: Add to your 90‑day plan with owners, budgets and review dates.

Example prompts: “What unique assets reliably win us deals?” “Where do we consistently leak prospects?” “Which market shifts expand or compress demand?”

Common pitfalls and tips

SWOT fails when it’s a brainstorm of adjectives, mixes internal and external factors, or never feeds the plan.

• Be specific: Use numbers and examples, not vague labels.
• Evidence first: Each item should reference data or observed behaviour.
• Prioritise ruthlessly: Top 3 per quadrant; archive the rest.
• Action every item: Pair each with a next step, owner and KPI.
• Revisit often: Update quarterly or when a major threat/opportunity lands.

Done this way, SWOT stops being a workshop slide and becomes a practical springboard for focused, revenue‑moving action.

6. PESTLE analysis: political, economic, social, technological, legal, environmental

PESTLE keeps your plan honest by surfacing macro forces you can’t control but must anticipate. It complements 5Cs and SWOT by showing how external shifts will affect demand, costs, compliance and timing, so your marketing strategy framework makes realistic choices and sets the right guardrails.

What it is

A structured scan of six external factors—Political, Economic, Social, Technological, Legal and Environmental—to identify risks and tailwinds that could change your priorities, budgets or messages. The output is a concise set of implications and actions, not a long report.

When to use it

Use PESTLE upfront in annual/quarterly planning, before launches or market entry, and whenever conditions change materially. It’s especially valuable if you operate in regulated categories, rely on platforms/partners, or face cost volatility.

• Good triggers: upcoming regulation, election cycles, inflation swings, platform/policy updates, data/privacy changes, supply issues, sustainability pressures.

How to apply it

Keep it tight and decision‑led. One to two days is enough for an SMB pass.

1. Frame the question: What decisions could be altered by external factors (budget, timing, offer, channels)?
2. Gather signals: Curate a handful of credible sources per factor; pull only data that could change a choice.
3. Score and summarise: For each factor, note the issue, likely impact (↑/↓ on demand, CPA, timelines) and likelihood.
4. Turn into moves: Convert top items into “start/stop/prepare” actions with owners and dates; map to RACE stages.
5. Set a watchlist: Define 3–5 indicators, review cadence, and thresholds that trigger a plan change.

Example outcome: “Privacy updates (Legal/Tech) → reduce third‑party audience match. Action: invest in first‑party capture (Act), creative testing (Reach), and onboarding flows (Engage).”

Common pitfalls and tips

PESTLE fails when it becomes an academic essay or sits outside execution.

• Avoid overload: Focus on the few factors that move a KPI.
• Quantify impact: Link each item to revenue, CAC, or timelines.
• Own it: Assign an owner per factor and review cadence.
• Bridge to action: Feed outputs into SWOT (O/T), SOSTAC (Strategy/Control) and your 90‑day RACE plan.
• Refresh regularly: Revisit quarterly or when a trigger hits; archive stale items.

Handled this way, PESTLE becomes a practical risk‑radar that keeps plans resilient without slowing you down.

7. Porter’s five forces: industry competitiveness

If you need to sanity‑check profit potential before committing budget, Porter’s Five Forces gives you a crisp read on industry pressure. It helps you see where margins get squeezed, where power sits, and which levers—positioning, partnerships, pricing—you must pull to compete.

What it is

A classic marketing strategy framework for assessing industry structure and profit pressure across five lenses. You judge the strength of each force and what it means for pricing power and growth.

• Threat of new entrants
• Bargaining power of suppliers
• Bargaining power of buyers
• Threat of substitutes
• Intensity of competitive rivalry

When to use it

Use Five Forces early, before launches, expansion or heavy spend, to test whether the game is win‑able and on what terms. It’s also useful when costs rise or platforms change rules and you need to recalibrate strategy.

• Market entry or product launch
• Pricing and margin reviews
• Supplier/platform dependency checks
• Board/financier readiness and risk framing

How to apply it

Keep scope tight (one category, segment and geography) and evidence every rating with data or observed behaviour. The output should be choices, not a long report.

1. Define scope: Product/segment, buyer type, channels, region.
2. Score each force (Low/Medium/High): Note evidence (e.g., switching costs, regulation, capital needs, network effects).
3. Translate to levers: Barriers to entry → brand/loyalty plays; high buyer power → differentiation/bundles; strong suppliers → dual‑sourcing/partnerships.
4. Turn into actions: 3–5 moves with owners, timelines and KPIs (e.g., reduce single‑supplier risk from 80% to 40% in two quarters).

Tip: For digital, treat marketplaces, app stores and comparison sites as powerful “buyers” or “suppliers” due to their gatekeeping role.

Common pitfalls and tips

It breaks when treated as abstract or static. Ground it in numbers and revisit as conditions shift.

• Don’t ignore substitutes: DIY, adjacent categories and free tools can cap price.
• Quantify power: Use share of wallet, switching costs, CAC/CVR, contract terms.
• Mind intermediaries: Platforms often wield more power than direct rivals.
• Avoid generalities: One category = one scoped analysis; don’t mix segments.
• Pair and refresh: Feed findings into 5Cs/SWOT and review quarterly or on major platform/regulatory changes.

Handled this way, Five Forces becomes a sharp go/no‑go lens and a practical guide to where your strategy must create or borrow power.

8. STP: segmentation, targeting, positioning

If strategy is choosing where to play and how to win, STP is the engine that makes those choices concrete. It turns a broad market into focused segments, selects the ones you can profitably serve, and defines how you’ll be perceived versus competitors. It slots neatly under Strategy in any marketing strategy framework and drives your messaging, offers and channel choices.

What it is

STP stands for Segmentation, Targeting and Positioning. You first segment the market into meaningful groups, then choose priority targets based on attractiveness and fit, and finally craft a positioning—value proposition plus proof—that differentiates you in the minds of those targets. It’s a top‑down, customer‑first discipline that prevents one‑size‑fits‑none marketing.

When to use it

Use STP whenever you need clarity on who you’re for and why you’re different. It’s essential for:

• New product or market entry.
• Plateaued growth where averages hide opportunity.
• Pricing and packaging reviews.
• Creative briefs and campaign planning that must land with a specific audience.

How to apply it

Start with evidence, not guesswork, and keep outputs simple enough to brief creatives and sales.

1. Segment (find meaningful differences): Use needs and behaviours first; layer in demographics/firmographics as helpful. For B2B, include role, industry, size, tech stack and buying triggers.
2. Size and score: Estimate segment size, growth, accessibility, profitability, and your capability to win. Score each on impact vs effort.
3. Target (choose where to focus): Pick 1–3 primary segments; define exclusion rules to protect focus. Document pains, gains, jobs‑to‑be‑done and buying journey.
4. Position (decide the space you own): Write a clear value proposition and reasons‑to‑believe that contrast you with alternatives/substitutes. sanity‑check with prospects.
5. Activate in RACE: Map messages, offers and channels by segment across Reach, Act, Convert, Engage. Build segment‑tagged dashboards to measure lift.
6. Validate and iterate: A/B test messages/benefits; refine segments as data accrues.

Tip: Use short “problem–promise–proof” statements per segment to keep execution tight.

Common pitfalls and tips

STP fails when it’s theoretical or too granular to operate. Keep it practical and revenue‑linked.

• Avoid vanity personas: Ground segments in needs/behaviour and purchase data.
• Don’t chase size over value: Prioritise profitability, CLV and ease of access.
• One page per segment: Pain points, desired outcomes, key objections, messages, offer, channels, KPIs.
• Differentiate with proof: Claims need evidence—case studies, guarantees, specs.
• Keep consistency: Ensure positioning shows up in web, ads, sales decks and onboarding.
• Revisit quarterly: Markets move; refresh segments/targets when performance diverges.

Done well, STP sharpens focus, reduces wasted spend, and lifts conversion because every touchpoint speaks directly to someone specific about something that matters to them.

9. 7Ps marketing mix: product to physical evidence

Use the 7Ps as your tactical control panel once strategy is set. It expands the classic 4Ps to include People, Process and Physical Evidence, making it far better for services and digital journeys. Treated as a living checklist, it keeps day‑to‑day decisions aligned with your positioning and the outcomes your segment cares about.

What it is

The 7Ps marketing mix is a practical framework to design and refine your offer and how it’s delivered: Product, Price, Place, Promotion, People, Process, Physical Evidence. It’s widely taught and, despite its age, remains a reliable way to stress‑test the completeness and consistency of your plan.

• Product: Features, benefits, packaging, variants.
• Price: Strategy, discounts, terms, bundles.
• Place: Channels, distribution, website/app, marketplaces.
• Promotion: Messaging, media, timing, creative.
• People: Skills, culture, service behaviours.
• Process: Steps, SLAs, automation, handoffs.
• Physical evidence: Proof signals—site UX, reviews, guarantees, case studies.

When to use it

Reach for the 7Ps when you’re turning strategy into execution or auditing why performance lags:

• Launches or rebrands: Ensure each “P” supports your positioning.
• Service upgrades: Reduce friction from enquiry to fulfilment.
• Pricing/packaging reviews: Align value, margin and perceived fairness.
• Website or store refresh: Tighten Place, Process and proof cues.
• Quarterly audits: Find weak links that depress conversion or retention.

How to apply it

Start with your chosen segment and positioning (from STP), then tune each “P” to that choice.

1. Set the guardrails: One‑sentence value proposition; target segment; primary KPI.
2. Audit each P: Ask, “Does this help our segment achieve their outcome?” Capture gaps and contradictions.
3. Select priorities: Choose 1–2 moves per “P” that will shift KPIs; park the rest.
4. Map to RACE:
   • Promotion/Place mostly drive Reach/Act.
   • Product/Price/Process drive Convert.
   • People/Physical Evidence/Process drive Engage.
5. Instrument and test: Define success metrics (e.g., CVR, AOV, NPS) and run time‑boxed experiments.

Example: For a service SMB, sharpening Process (faster quote, clearer steps) plus stronger Physical Evidence (before/after, reviews, guarantees) often lifts conversion more than extra ad spend.

Common pitfalls and tips

Teams can treat 7Ps as a one‑off list or a promotion‑only exercise. Avoid that by keeping it customer‑first and evidence‑based.

• Don’t go channel‑first: Align all 7Ps to segment needs before picking media.
• Mind service levers: People, Process and proof usually unlock CRO and retention.
• Avoid copycat pricing: Price to value and positioning, not competitors alone.
• Kill contradictions: If premium price, ensure premium proof and service.
• Make it living: Keep a one‑page 7Ps sheet; review quarterly; tie each change to a KPI and a test window.

Handled this way, the 7Ps turn your marketing strategy framework into coherent execution your customers can feel—and your numbers can prove.

10. Ansoff matrix: growth options

When you’re asked “where does growth come from next?”, the Ansoff Matrix gives you a simple, high‑signal answer. It’s a 2×2 that forces a choice between selling more of what you have to who you already know, or changing the product, the market, or both—with each step raising risk and resource needs.

What it is

The Ansoff Matrix maps growth paths across two axes—Products (present/new) and Markets (present/new)—creating four strategies:

• Market penetration (present products, present markets): Sell more to current segments.
• Market development (present products, new markets): Find new segments or geographies.
• Product development (new products, present markets): Create new offers for existing customers.
• Diversification (new products, new markets): Enter new spaces with new offers.

Risk rises as you move from penetration to diversification.

When to use it

Use Ansoff when you need a structured growth decision:

• Annual/quarterly planning: Prioritise where growth will come from.
• Plateau or rising CAC: Decide whether to deepen, widen, or reinvent.
• New capability or partner: Test if it unlocks product/market moves.
• Board/financier discussions: Frame risk vs. return clearly.

How to apply it

Start with evidence, then stage your bets from lowest to highest risk.

1. Baseline today: Revenue mix by product and segment; key KPIs (CVR, CAC, AOV, retention).
2. Generate options per quadrant: Keep them specific and testable.
3. Score options: Impact, time‑to‑value, risk, capability fit; pick 1–2 per quadrant.
4. Design pilots: Define hypotheses, budgets and KPIs; map work into RACE stages.
5. Sequence the roadmap: Run penetration quick wins while piloting one higher‑risk move.

Here’s a quick mapping to typical plays and lead KPIs:

Common pitfalls and tips

Teams often skip to diversification, confuse new channels with new markets, or under‑estimate operational load.

• Don’t misclassify: A new channel to the same segment is usually penetration, not market development.
• Sequence bets: Fund penetration to buy time for product/market plays.
• De‑risk moves: Co‑create with customers, use partners to enter new markets, and cap pilot budgets.
• Instrument rigorously: Tie each bet to a single north‑star KPI and a stop/go date.
• Mind capability gaps: Product development and diversification need service/process changes—plan People and Process (7Ps), not just Promotion.

Handled this way, Ansoff turns “grow” from a vague mandate into a staged, evidence‑led roadmap you can brief, fund and measure.

11. AIDA model: attention, interest, desire, action

AIDA is the classic “hierarchy of effects” that guides a buyer from first glance to decision. It’s deliberately simple—Attention, Interest, Desire, Action—so it’s perfect for structuring creative, landing pages and scripts. Used inside a broader marketing strategy framework, it keeps every asset focused on moving one step closer to conversion.

What it is

AIDA breaks persuasion into four sequential jobs: grab attention, build interest, create desire, and prompt action. It complements funnel models such as RACE by shaping the content and flow within an ad, email or page so each element has a clear purpose.

When to use it

Lean on AIDA when you’re:

• Writing ads, headlines, landing pages, sales pages, email sequences or video scripts.
• Auditing underperforming assets where CTR or CVR lags.
• Briefing creators who need a simple, proven narrative to follow.

How to apply it

Start with one audience, one core promise, one primary CTA. Then map copy and proof to each step and tie them to stage‑specific KPIs.

• Attention (hook): Lead with a benefit or problem your segment cares about. KPI: CTR, scroll start.
• Interest (relevance): Clarify who it’s for and how it works; agitate the pain. KPI: time on page, engagement.
• Desire (proof/value): Show outcomes, social proof, guarantees, and differentiation. KPI: clicks on pricing/demo, add‑to‑basket.
• Action (decision): One clear CTA, friction‑free. KPI: CVR, CPA.

Quick skeleton you can hand to a copywriter:
[Hook] → [Problem in their words] → [How we solve it] → [Proof (review/metric)] → [Offer/guarantee] → [Single CTA]

Common pitfalls and tips

AIDA falters when the hook over‑promises, the message wanders, or CTAs compete.

• Avoid bait‑and‑switch: Match headline promise to offer.
• One page, one action: Secondary CTAs belong lower or in follow‑ups.
• Make proof do the selling: Specific metrics, reviews, before/after.
• Design for speed and mobile: Slow pages kill Attention and Interest.
• Measure by stage: Don’t judge hooks by CVR alone; optimise step by step, then roll gains up through RACE.

12. Customer lifetime value (CLV): plan for profitable growth

CLV tells you how much a customer is worth over time, so you can invest with confidence. Instead of judging channels on first‑order profit, you set budgets, offers and retention plays against the full value you’ll earn, factoring in repeat purchase and attrition. It’s the financial anchor for your marketing strategy framework.

What it is

CLV is the present value of future gross profit from a customer relationship. In practice, SMBs often use a simplified estimate to guide allowable acquisition cost and retention spend.

• Simple retail model: CLV ≈ Avg Order Value × Purchase Frequency per Year × Expected Years × Gross Margin %
• Subscription model: CLV ≈ (ARPU × Gross Margin %) ÷ Monthly Churn Rate

Whichever you use, anchor on margin and attrition (churn), not revenue alone.

When to use it

Use CLV when you need to move from “cheap clicks” to profitable growth decisions:

• Budgeting and bidding: Set allowable CPA/CAC by segment/source.
• Pricing and promotions: Quantify how discounts affect long‑term value.
• Segmentation: Prioritise high‑value cohorts and lookalikes.
• Lifecycle design: Justify onboarding, service and loyalty investments.
• Board/finance alignment: Tie marketing spend to cashflow and payback.

How to apply it

Start simple, segment it, then refine as data improves.

1. Baseline inputs: AOV, purchase frequency, retention/churn, gross margin %. For subscription, use ARPU and churn.
2. Estimate CLV per segment/source: New vs returning, organic vs paid, product line, geography.
3. Set acquisition guardrails: Define allowable CPA/CAC by CLV and desired payback window.
4. Map to RACE:
   • Reach/Act: Bid to CPA caps informed by CLV.
   • Convert: Improve AOV and CVR to lift CLV drivers.
   • Engage: Onboarding, win‑back, and loyalty to reduce churn/increase frequency.
5. Instrument and review: Tag cohorts at acquisition, track 90/180/360‑day value, and refresh assumptions quarterly.

Tip: Use cohort tables to see how CLV evolves by month of acquisition and channel; shift budget to cohorts with the strongest curves.

Common pitfalls and tips

CLV goes wrong when it’s wishful thinking or too averaged to be useful.

• Don’t ignore margin: Calculate on gross margin, not revenue.
• Beware heroic lifespans: Use observed retention/churn; avoid optimistic “years”.
• Segment, don’t average: Channel, offer and product drive very different CLVs.
• Mind data gaps: If you lack history, use shorter windows (e.g., 180‑day value) and update as cohorts mature.
• Close the loop: Feed CLV insights back into targeting, offers and service; review quarterly and adjust CPA/CAC caps accordingly.

Handled this way, CLV turns marketing from a cost centre into an investment with clear returns and timeframes.

13. BCG matrix: portfolio management

When you offer more than one product or service, deciding where to invest can get political fast. The BCG Matrix gives you a calm, objective view by plotting each offer against market growth and your market share, then suggesting the likely role it should play in funding, focus and future bets.

What it is

The BCG Matrix groups offers into four quadrants based on growth and share:

• Stars: High-growth markets, high share.
• Cash Cows: Low-growth markets, high share.
• Question Marks (Problem Children): High-growth markets, low share.
• Dogs: Low-growth markets, low share.

It’s a quick portfolio lens to balance today’s cash generators with tomorrow’s winners.

When to use it

Use BCG when you need to align budgets across products, packages or service lines:

• Annual/quarterly planning: Allocate spend by role in the portfolio.
• After launches or acquisitions: Rebalance attention and resources.
• When margins tighten: Protect profitable lines; prune distractions.

How to apply it

Keep the exercise evidence‑led and brief; the output is a funding and focus decision per offer.

1. List offers: Products, tiers, service lines—whatever you market distinctly.
2. Score each on growth and share: Use market growth (category trend) and your share versus key competitors.
3. Place each offer: Star, Cash Cow, Question Mark or Dog.
4. Assign a role and moves:
   • Stars (invest to scale): Fund capacity, promotion and CRO; defend share.
   • Cash Cows (optimise and milk): Maintain efficiency, defend margin, feed growth bets.
   • Question Marks (test or double‑down): Run focused experiments; if unit economics improve, back it—if not, cap spend.
   • Dogs (minimise or exit): Reduce complexity, bundle, or sunset.
5. Map to RACE: Stars get aggressive Reach/Act; Cows focus on Convert efficiency; Question Marks get tight, time‑boxed tests; Dogs receive minimal Engage support or retirement plans.

Common pitfalls and tips

• Don’t average the market: Assess by segment; one “product” can sit in two quadrants across different niches.
• Beware wishful share: Use real numbers; “presence” isn’t share.
• Avoid automatic cuts: Some Dogs are strategic (credibility, cross‑sell); keep them lean, not lavish.
• Revisit regularly: Update positions quarterly; markets and competitors move.
• Link to financials: Tie roles to budgets, targets and KPI guardrails; promote only what the unit economics can support.

Bringing it all together

Frameworks are just tools; the wins come from the sequence and the cadence. Diagnose fast (5Cs, SWOT, PESTLE), choose who you serve and how you’re different (STP), tune the offer with the 7Ps, then execute in tight RACE loops with clear KPIs and stop/go rules. Tie every decision to margin and CLV, and let portfolio calls (BCG, Ansoff, Five Forces) guide where to invest next.

A quick start plan you can run this week:

• Day 1–2: Draft a one‑page SOSTAC with goals mapped to RACE KPIs.
• Day 3: Build segment snapshots (STP) and a simple CLV view by channel.
• Day 4: 7Ps audit; pick one high‑impact fix per “P”.
• Day 5: Prioritise a test backlog with ICE; instrument tracking.
• Next 2 weeks: Ship 3 tests (Reach, Act, Convert), review, re‑allocate.

If you want a hand turning this into a 90‑day growth engine—plan, dashboards, and a working test cadence—let’s make it easy. Start here: MR‑Marketing.