Track 01
Frameworks
Named methods, not essays about methods. Each one states what it is in a sentence, when to reach for it, when not to, and the steps. Revised as they earn revision.
Alevli frameworks
Methods built in real accounts, named so they can be argued with. Each states what it is in one sentence, when it applies, when it does not, and the steps to run it.
OriginalThe Alevli filter- An AI marketing framework that decides whether a given use of AI or persuasion is acceptable by asking four questions in order, can the customer see it and refuse it, would they expect this use of what you know about them, does a named person stand behind it with sources, and can a human stop it and measure it, and grading the use by its weakest answer, so that the verdict follows the lines drawn by EU law and by the customer’s own expectations rather than by taste.
OriginalThe Alevli gap- An expectation-management model for positioning built on one law, that satisfaction equals delivery minus expectation, which makes positioning the act of setting your promise at the highest level you can still beat on a bad week.
OriginalThe bad-case forecast- A forecasting method that chains a marketing budget to revenue in four multiplications, runs the chain as bad, base and good scenarios across a three-month ramp, and sets the owner's expectation at the bad case, because a business that can live with the worst realistic outcome can hold its nerve long enough to reach the good one.
OriginalThe margin-back budget- A budgeting method that derives an SMB's marketing spend backwards from its own prices, margins and capacity, where contribution per customer sets what a lead may cost and capacity sets how many leads to buy, instead of picking a percentage of revenue that fits no business in particular.
OriginalThe spend floor- The minimum monthly budget below which a campaign cannot gather enough conversion data to optimise, calculated as the bidding algorithm's learning threshold multiplied by a realistic cost per lead rather than guessed.
From the field
The frameworks the industry already has, with a position on each: what it is actually for, where it earns its keep, and the conditions under which it quietly stops working.
From the fieldAARRR- A measurement structure that splits the customer journey into acquisition, activation, retention, referral, and revenue, and assigns exactly one metric to each stage so no stage can borrow success from another.
From the fieldAIDA- A checklist for a single piece of communication that requires it to earn attention, build interest, create desire, and enable action in sequence, because an ad that skips a stage fails at the next one.
From the fieldJobs-to-be-Done- A research method that defines a market by the progress customers are trying to make rather than by product category, so competitors include everything else that gets the same job done.
From the fieldSee-Think-Do-Care- An audience framework that segments by purchase intent instead of demographics and requires a separate message, channel, and success metric for each intent stage, because judging awareness activity by conversion metrics kills it every time.
From the fieldThe STP sequence- The order of operations that segments a market, chooses which segments to pursue, and only then writes positioning, because positioning written before targeting is written for nobody.
From the fieldThe holdout test- The incrementality method that measures what advertising actually causes by withholding it from a comparable region or audience and counting the conversions that happen anyway, because platform-reported conversions include sales that would have occurred regardless.
From the fieldThe 95:5 rule- John Dawes's estimate, published with the Ehrenberg-Bass Institute and the LinkedIn B2B Institute, that only about 5% of B2B buyers are in the market in any given quarter, which makes advertising's main job building memory with the 95% who will buy later, not converting the few buying now; in any category the share follows from how often it is bought.