# B2B marketing audit worksheet

Copy this file. Put the source and observation date next to every fact. Write **Unavailable** when a record cannot be obtained, **Unreliable** when its definition or join is in doubt, and **Not applicable** only when the area is outside the declared decision. Do not replace missing values with zero.

## 1. Decision boundary

- Business decision: For [segment] buying [offer], should we back, change, or hold [investment] during [next decision period]?
- Chosen buyer segment and why it matters: 
- Alternative segment or offer under consideration, and what is currently unknown about it: 
- Offer and exact next step promised to the buyer: 
- Historical first-inquiry cohort start and end: 
- Later outcome observation cutoff and reason it is mature enough: 
- Definitions of inquiry, target fit, sales-qualified stage, and opportunity; state whether opportunities outside the chosen segment are included or excluded: 
- Available next-period money, people, and time: 
- Decision owner and meeting date: 

## 2. Evidence inventory

| Source and date | Segment and period covered | Observation | State: observed, unavailable, or unreliable | Owner / how to check |
|---|---|---|---|---|
| Customer and lost-buyer notes | | | | |
| Current homepage, offer page, form, confirmation, first sales reply | | | | |
| Sales deck and proof | | | | |
| Content and search reports | | | | |
| Paid, social, email, and event records where relevant | | | | |
| CRM cohort, stage history, source join, and follow-up | | | | |
| Cost and staff time | | | | |

## 3. Same-cohort channel view

Use distinct first inquiries and one declared first-channel rule. Target-fit and opportunity counts must refer to the same inquiry cohort. State whether an opportunity must also be target-fit under your definition. If outside-segment opportunities are excluded, the table cannot compare segment potential. Keep costs and time periods attached; do not call form cost acquisition cost.

| First channel | Program cost and period | Inquiries | Target-fit inquiries | Opportunities by cutoff | Missing/unreliable records |
|---|---:|---:|---:|---:|---|
| | | | | | |
| | | | | | |
| Total, after deduplication | | | | | |

## 4. Whole-system review

| Area | What the buyer actually sees or experiences | Source/date | Consequence for this decision | Candidate action or Not applicable |
|---|---|---|---|---|
| Segment and offer | | | | |
| Positioning and proof | | | | |
| Website and next step | | | | |
| Organic content and search | | | | |
| Paid and social | | | | |
| Email and events | | | | |
| Measurement and handoff | | | | |

## 5. Findings and competing explanations

Write at least two explanations for the most consequential apparent gap. A finding can be high confidence even when the cause is uncertain.

| Observed fact with source/date | Interpretation or hypothesis | Alternative explanation | Evidence that would separate them | Confidence and why | Business consequence |
|---|---|---|---|---|---|
| | | | | | |
| | | | | | |

## 6. Investment decision

- Segment/offer choice: [focus, broaden, or hold; evidence, alternative, owner and review trigger]
- Back: [what, why, amount or time, owner]
- Change: [what, why, amount or time, owner]
- Hold: [what larger choice waits, missing evidence, owner]
- Next-period allocation: [every category and total; reconcile to available budget]
- Capacity constraint: [what cannot be done with current people/time]

| Priority | Action and evidence | Owner | Cost/time | Outcome measure | Review trigger/date | Stop, continue, or revise rule |
|---|---|---|---|---|---|---|
| 1 | | | | | | |
| 2 | | | | | | |
| 3 | | | | | | |

## 7. Decision note

In three to six sentences, state the choice, the strongest evidence, the main competing explanation, what remains unknown, and when the decision will be revisited. Do not imply that an interview sample or attribution report proves causality.