Executive marketing diagnostic to identify bottlenecks before increasing investment.
I structure an objective review of acquisition, measurement, customer service and the sales process to turn scattered signals into executable priorities.
Fit
When investment exists, but clarity about what to fix first does not.
An operation may have active campaigns, recurring reports and many initiatives without being able to explain where efficiency is being lost. The diagnostic organizes the context before recommending more media, more tools or a recurring engagement.
Who this diagnostic is best suited for
Retailers, franchise networks and e-commerce operations already in market.
Companies investing in acquisition with limited predictability.
Managers who need to align marketing, customer service and sales.
Operations that must prioritize decisions before expanding budget.
Who this format is not designed for
Companies seeking a promise of rapid growth.
Operations unwilling to share data and context.
Businesses that have not minimally validated product, offer or service capacity.
Scope
Signals that a diagnostic may be necessary
Media spend rises without proportional improvement.
Metrics conflict across platforms and teams.
Leads are generated without consistent sales progression.
Responsibilities and priorities remain unclear.
Decisions rely on perception rather than shared criteria.
Possible deliverables
Channel, funnel and loss-point review.
Measurement and indicator assessment.
Risk, constraint and opportunity map.
Prioritization by impact and dependency.
Action plan with owners, decisions and next steps.
Expected outcomes
Greater clarity about the central problem.
More reliable investment-allocation criteria.
A sequence of actions compatible with operational capacity.
Definition of the most appropriate support model, when necessary.
Process
How it works
01
Preparation
I gather context, available data, channels, objectives and constraints.
02
Integrated review
I assess acquisition, creative, measurement, service and sales as one operation.
03
Prioritization
I separate symptoms from causes and organize what must be addressed first.
04
Executive plan
I document decisions, owners, deliverables and progress criteria.
Responsibilities
Clear responsibilities from the proposal onward.
My role
I lead the strategic review, organize hypotheses, challenge assumptions and present executive priorities.
Aure Digital’s role
Aure Digital participates when the scope requires specialists, additional data or a recurring execution proposal. That role is formalized before work begins.
What is not automatically included
Recurring campaign management.
Continuous creative production.
Extensive technical implementation.
Revenue or financial-return guarantees.
Frequently asked questions about this solution
Does the diagnostic require hiring an advisory service?+
No. It may end with an independent action plan. Any later engagement requires a separate proposal and acceptance.
Do all data need to be organized?+
No. Data fragmentation may itself be part of the diagnostic. The operation should provide what exists and clarify limitations.
Is the output a presentation or an action plan?+
The format is defined in the proposal, but the objective is always to leave priorities, decisions and next steps the operation can use.
Before increasing investment, confirm where the operation loses efficiency.
In the initial conversation, I assess context, urgency and fit for an executive diagnostic.
