PRIORITIES CHANGE.when the evidence comes in.
This demonstration helps identify what evidence is still needed before funding a customer need.
Illustrative experience · Fictional dataWhich proposals would you bring forward first?
A B2B company is considering nine initiatives. Every one seems reasonable. Select up to three to investigate first.
The research is not visible yet. At this point, you only know the proposals and the internal arguments behind them.
Now we can discuss what to preserve, investigate further, and reconsider.
Your selections remain highlighted. Choose one to examine its underlying need and supporting evidence.
An opportunity hidden by the aggregate.
A need is prioritized by 24% of the total customer base but reaches 72% within one segment. The segment changes what should be investigated.
An overall average can conceal an important segment signal.
Look at need prioritization within the selected audience. Segmentation helps identify which customers may represent a worthwhile opportunity.
A specific need can become highly relevant within the right audience.
In manufacturing, 18 of 25 accounts prioritize this need. Perceived fulfillment is 2.5 on the ICAN scale. Together, these signals justify a closer look at the segment and value capture feasibility.
Overall customer base
Manufacturing
The ranking above represents selections within the audience, not automatic investment approval. These segments are fictional and do not represent the whole market.
How large is the resource commitment worth reviewing?
Adjust the budget to size the decisions in this scenario. Each proposal's share is illustrative; together they total 100%.
The selected amount is applied to the proportions of this illustrative example. It shows the size of the commitment without estimating returns or savings.
This proposed allocation covers the general assistant, additional visualizations, broad customization and features similar to those of competitors.
This amount represents a proposed allocation to reassess. Avoidable costs, reallocatable resources and potential returns require separate analysis.
Within your selected proposals
The scope assessment considers the audience in this demonstration and each proposal's conditions. Obligations, contracts, capacity and particular customer groups also matter to the decision.
How to interpret the data in this experience
Fictional example involving 100 B2B customer companies, with one valid response per account: 40 technology, 35 B2B services and 25 manufacturing companies. Selection represents the percentage of accounts prioritizing each need. ICAN indicates perceived need fulfillment among those selecting it on an illustrative scale of 0–10; the aggregate is weighted by selections across segments. Revenue represented is the share of known sample revenue attributable to accounts selecting the need. Percentages across different needs must not be added. The full portfolio allocation is fictional and totals 100%. The highlighted selection is the share of proposed allocations whose scope warrants review, divided by the total allocation to your selected proposals. This percentage is weighted by proposal allocations rather than being a count of proposals. Currency amounts use the original shares of the full budget, without redistribution. None of these metrics represents returns, losses or savings. The interpretations are specific to this example and are not a universal approval score.
Imagine discussing your priorities with this level of clarity.
For your company, the answers must come from your own customers and the decision context. George Eich Institute investigates customer needs and prepares executive analysis to help determine where attention and resources should be concentrated.
Identify what deserves to be preserved.
Identify existing value that may be undermined when the company focuses only on new initiatives.
Find the opportunities worth investigating further.
Distinguish broadly relevant needs from segment-specific opportunities before committing resources to solutions.
Reassess commitments with evidence.
Conectar as escolhas à geração e à captura de valor, considerando viabilidade e complexidade.
Which decision in your company needs this clarity?
Tell us what needs to be decided and which alternatives are competing. We will define the investigation required to give your leadership a well-grounded analysis.
The scenarios and values in this interactive experience are illustrative. Real company research requires qualitative discovery, quantitative validation and ICAN. The Study generates and interprets that evidence; this model organizes the analysis without automatically assessing your customers.
Implications for leadership
How will this analysis change your next decision?
A sound strategic decision starts with a recognized problem, then examines the evidence needed to assess relevance, value, and returns. Customer-need research can guide strategic priorities; the Need-Based Value Matrix helps turn that evidence into choices across Core Business, Expansion, and Innovation.
Public research, methodology, and cases do not replace investigation of each company’s customer base and ICP. Potential ROI requires assessment of costs, feasibility, and the conditions for capturing value.
NEXT DECISION
Review strategic priorities
Briefly describe the decision, investment or challenge you need to assess. We will follow up to understand your needs and agree on an appropriate scope.
