Uncover Your Hidden Growth Opportunities

~15–20 minutes

Every business has hidden growth levers. This tool helps you find the ones that can make the biggest impact in your company.
In the next few minutes you'll answer a few quick questions about your customers, pricing, and retention. Be honest about your organization, and answer all questions to the best of your knowledge & assumptions - your results will only be as strong as your input.

Offer Differentiation

Problem severity × frequency

Think about the job your product / service does for customers. Don’t stop at your direct competitors - customers compare you to every way they could solve the problem.
Example: getting dinner “done” competes with delivery apps, calling the restaurant directly, meal kits, premade/frozen grocery meals, and cooking at home. Your offer wins when it solves the job better/faster/easier than those alternatives.

How painful / urgent is the core problem your offer solves for your best customers?

1)Minor nuisance; low urgency for most customers 2)Noticeable inconvenience; some urgency in certain moments 3)Meaningful pain for a decent slice of customers 4)High pain/urgency for many customers 5)Severe/pressing pain that customers strongly want solved

How often do customers experience this unmet need or frustration?

1)Rarely (a few times a year) 2)Occasionally (monthly) 3)Regularly (weekly) 4)Often (a few times a week) 5)Constant/recurring (daily or near daily)

Offer Differentiation

How you stand out

Keep thinking about all the ways your customers could solve their problem - not just by buying from you or a direct competitor. Your answers should reflect how your offer stands out in that bigger picture.

How much do you stand out from your direct competitors?

(Think: what makes you memorable, preferred, or different in ways customers actually care about?)

1)Extremely unique; no major gaps to improve on 2)Strong differentiation in a few meaningful areas 3)Some differentiation, but not consistent or well-known 4)Minimal differentiation; customers often compare purely on price or convenience 5)No clear differentiation; customers see you as interchangeable

How many strong alternatives exist outside your category that could solve the same problem?

(Example: a local gym’s substitutes might include home workout apps, running outdoors, or buying home equipment)

1)No strong substitutes; you’re the go-to solution 2)A few weak substitutes that customers rarely choose 3)Several substitutes, but most are less appealing for your audience 4)Many substitutes customers consider equally viable 5)Substitutes are everywhere and often chosen

How well does your offer solve the problem compared to competitors and substitutes?

(Think about both results and experience - are customers getting what they want faster, easier or better?)

1)Clearly better in both outcomes and experience 2)Better in some ways, on par in others 3)About the same as most competitors/substitutes 4)Slightly worse in key areas customers value 5)Significantly worse or losing customers often

Offer Differentiation

Know what customers value

Think about how well you truly understand what matters most to your customers and whether your offer is built around that. Sometimes, the biggest growth opportunities come from doubling down on what people love or removing what they don’t care about.

How regularly do you gather feedback directly from customers (beyond sales data / support)?

1)Constantly, with a clear process to act on insights 2)Regularly, using surveys, interviews, or analytics 3)Occasionally, with some structured feedback 4)Rarely, and not in a structured way 5)Never or only when something goes wrong

How confident are you that you know the single most valuable element of your offer from your customers' perspective?

1)Very confident; validated by data and behavior 2)Pretty confident; repeated customer signals 3)Some clues, not consistent 4)Mostly assumptions; little validation 5)No idea

How confident are you that you know which feature or element customers wouldn't miss if removed?

1)Very confident; regularly trim low value items based on data 2)Confident; clear low value items identified 3)Some clues from sales/usage 4)Rarely analyze or remove anything 5)No clue; we keep everything “just in case”

New Customer Segments

Attractiveness × Feasibility

Think about groups of people who could benefit from your offer but aren’t buying from you today. These could be completely new audiences or niches you haven’t focused on.
Example: A local coffee roaster sells mostly to walk-in customers, but could also sell to offices, restaurants, or online shoppers nationwide. We’ll look at how big those opportunities are and how easy they’d be to capture.

Can you clearly identify groups who might need what you offer but aren't currently buying from you?

1)No, we’ve already reached everyone who realistically needs our offer 2)One small, low-potential group 3)One or two moderate-potential groups 4)Multiple promising groups worth testing 5)Several large, clearly valuable groups with strong potential

How challenging would it be to address the main reasons these groups aren't buying right now?

(Think awareness, pricing, relevance, access, etc.)

1)Barriers are extremely hard to change (e.g., strict regulations) 2)Barriers are tough but not impossible to address 3)Some barriers, but solutions are realistic 4)Barriers are relatively minor and solvable 5)Very easy fixes - could open the market quickly

How much would your product/service need to change in order to serve these new customers?

1)Would require a complete redesign or major investment 2)Large changes needed 3)Moderate changes needed 4)Minor tweaks or adjustments 5)Works as-is with no changes needed

How easy would it be to reach and market to these people?

1)Almost impossible without major investment 2)Very difficult with current resources 3)Doable but would require new channels or partnerships 4)Have some existing access, just need better targeting 5)Already have easy access to reach them directly

Customer Loyalty & Retention

Keep customers coming back

Think about what happens after a customer buys from you. Do they come back? Do they tell friends? Do you give them a reason to stay loyal? Strong loyalty means more sales from the same people, often at a lower cost than finding new customers. We’ll figure out where there might be valuable opportunities to keep customers coming back and bringing others with them.

What happens after someone buys from you?

(Do you follow up, stay in touch or offer more value after the first purchase?)

1)We have a consistent, effective follow-up strategy that drives more sales 2)We sometimes follow up, and it works fairly well 3)We follow up once after purchase, but without a clear ongoing plan 4)We rarely follow up beyond the first purchase unless there’s a problem 5)We don’t currently have a follow-up process

How often do customers buy from you more than once?

1)Almost all customers buy regularly and repeatedly 2)Most customers come back often 3)About half of customers return at least once 4)Only a small portion return for repeat purchases 5)Very few or none return after their first purchase

Do you have any programs or incentives to encourage repeat business?

(Think loyalty points, VIP perks, exclusive offers or discounts for returning customers)

1)We have strong, well-used programs that drive repeat sales 2)We have a program, but it’s only moderately effective 3)We have a basic or informal way to encourage return visits 4)We do a little, but nothing consistent or formal 5)We don’t currently use programs to drive repeat sales

How much do customers refer others to your business?

1)We have a formal referral program with strong participation 2)We have a referral program, but it’s used inconsistently 3)Customers refer us sometimes, but we don’t have a system 4)Customers rarely refer us to others 5)Customers don’t refer us today

Pricing & Perceived Value

Small shifts → outsized gains

This section explores how you set prices, structure them for different customer needs, and communicate value. When answering, think about things like: tiered offerings, bundles, and seasonal or demand-based pricing (happy hour specials, peak season rates).

Which best describes how you set your prices?

1)We’ve researched customer willingness-to-pay and tested our prices in the market 2)We mostly set prices based on customer value but check costs and competitors 3)We use a mix of value, costs, and competitor comparisons without formal testing 4)We set prices based mainly on costs or competitor prices 5)We’ve never done a formal pricing review - prices are based on what seemed reasonable

How many pricing options or packages do you offer for different needs?

1)Several structured options/packages with clear value differences 2)Multiple options, but the differences aren’t always clear to customers 3)Only 2–3 options with small differences in value 4)One main option, occasional discounts or promos 5)One fixed price for everyone, no structured options

How often do you review or test your prices?

1)We review at least once a year with data on costs, competitors, and customer feedback 2)We review occasionally when market or costs change 3)We make small changes but don’t test them with customers 4)We rarely review - only change prices when costs increase 5)We haven’t reviewed our pricing in several years

How confident are you that your pricing matches the value customers see?

1)We have strong data and feedback showing customers see clear value at our price 2)We sometimes collect feedback and it’s generally positive 3)We occasionally hear comments about pricing, but it’s not consistent 4)We haven’t gathered much structured feedback on pricing 5)We don’t currently track how customers view our pricing

Your Opportunity Map

Higher = bigger near-term upside

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Enter your details and we’ll send you a personalized executive action plan based on your scores.

DISRUPT GROWTH OPPORTUNITY CALCULATOR

How painful / urgent is the core problem your offer solves for your best customers?

How often do customers experience this unmet need or frustration?

How much do you stand out from your direct competitors?

How many strong alternatives exist outside your category that could solve the same problem?

How well does your offer solve the problem compared to competitors and substitutes?

How regularly do you gather feedback directly from customers (beyond sales data / support)?

How confident are you that you know the single most valuable element of your offer from your customers' perspective?

How confident are you that you know which feature or element customers wouldn't miss if removed?

Can you clearly identify groups who might need what you offer but aren't currently buying from you?

How challenging would it be to address the main reasons these groups aren't buying right now?

How much would your product/service need to change in order to serve these new customers?

How easy would it be to reach and market to these people?

What happens after someone buys from you?

How often do customers buy from you more than once?

Do you have any programs or incentives to encourage repeat business?

How much do customers refer others to your business?

Which best describes how you set your prices?

How many pricing options or packages do you offer for different needs?

How often do you review or test your prices?

How confident are you that your pricing matches the value customers see?

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