Most growth problems are symptoms.
Rising acquisition cost, weak conversion, poor lead quality, flat repeat purchase — these are usually where a constraint becomes visible, not where it lives. Start with the problem you recognise; each page sets out the symptoms, the causes worth taking seriously, the numbers to look at, and what commonly misleads.
Ecommerce & Retail
Ecommerce & Retail model pageEcommerce growth has stalled
Revenue has flattened, or is growing without a corresponding rise in profit. A look at where the real constraint sits.
Rising customer acquisition costs
The cost of winning a new customer keeps climbing, even where individual platforms report healthy performance.
Traffic isn't converting
Visitors are arriving but not buying. A structured look at where conversion is breaking down, and why.
Low repeat purchase and retention
New customers convert once but don't return often enough. A review of repeat purchase, cohorts and CRM's real contribution.
SEO traffic isn't driving revenue
Organic visibility looks strong but it isn't translating into sales. A look at intent, landing pages and product availability.
Paid media dependency
Growth only happens while spend keeps rising. A look at how much of that spend is creating demand versus capturing it.
Marketing attribution is unclear
Every platform claims the credit and the numbers don't add up. A pragmatic approach to measurement that decisions can actually be based on.
Growth stalled after a replatform
Traffic or conversion dropped after moving platforms. A structured way to separate migration issues from unrelated factors.
Agency underperformance
Results aren't matching the effort or spend, but it isn't clear whether that's an agency problem or a structural one.
Growth team capability gaps
The constraint isn't strategy or budget, but who owns decisions, how fast they get made, and where execution bottlenecks sit.
B2B & Lead Generation
B2B & Lead Generation model pageLead volume is up, but quality is down
More leads are coming in, but sales isn't converting them — the volume metric is hiding a quality problem.
Cost per lead keeps rising
CPL keeps climbing, but the real question is what's happening to cost per qualified opportunity.
MQL-to-SQL conversion is low
Marketing is hitting its MQL numbers, but few of them are becoming sales-qualified leads.
SQL-to-customer conversion is low
Sales-qualified leads are entering the pipeline, but too few are converting into paying customers.
The sales cycle is getting longer
Deals that used to close in weeks now take months, and forecasting has become unreliable.
We can't tell which sources actually drive pipeline
Marketing and sales disagree about which channels actually generate revenue, and the reporting can't settle it.
Demand generation has stalled
Pipeline growth has flattened even though spend and activity levels haven't dropped.
We're too dependent on paid lead generation
Almost all qualified pipeline comes from paid Google and LinkedIn campaigns, and the economics are getting harder.
The sales and marketing handoff is broken
Leads are generated and leads are worked, but a lot goes missing or gets misqualified in between.
Fragmented agencies are pulling in different directions
SEO, paid media, content and CRM are run by separate specialists, each with their own view of what's working.
Consumer & Omnichannel
Consumer & Omnichannel model pageDigital's influence on store sales isn't being measured
Search, store locator and calls are shaping footfall and phone enquiries, but digital only gets credited for sales it closes directly.
Customers hit friction moving between online and in-store
Stock, pricing, promotions and account details don't match between online and store, and customers absorb the cost of that mismatch.
Store and ecommerce are competing instead of compounding
Separate P&Ls, KPIs and stock pools put store and ecommerce teams in competition for the same customer.
Local search and discovery aren't converting into store demand
Store pages, local listings and local search are under-managed relative to how much footfall and call demand they influence.
Stock visibility problems are costing sales across channels
Online availability, store stock and delivery promises frequently disagree, and each mismatch costs a sale or a customer's trust.
Customer data is fragmented across store and digital systems
POS, loyalty, ecommerce accounts and CRM rarely resolve to the same customer, so retention and value metrics understate reality.
Growth has plateaued once single-channel gains are exhausted
Each channel has been optimised individually, but total growth has flattened because nobody owns the space between them.
Loyalty and retention don't hold together across channels
Loyalty and CRM activity often only reaches a partial, digitally-biased view of the customer base, weakening retention.
Digital investment can't be justified against total business revenue
Digital marketing's platform-reported return understates its real effect once assisted sales and halo effects are included.
No one clearly owns cross-channel decisions
Ecommerce, retail, marketing, CRM and agencies each hold a piece of the customer relationship, but no one owns the whole.
If several of these look familiar, the constraint is upstream.
That is the normal pattern: three or four visible symptoms with one shared cause. The Growth Diagnostic works through the growth system in order until the highest-leverage constraint is evidenced rather than assumed.