Topic Definitions #
STEEP
DESTEP
Psychographics
MMM
Neural attribution
Sentiment AI
SO–WO–ST–WT hypotheses
Viral loops
Referral loops
Product triggers
Behavioral nudges
Automated attribution
W–T risk
Structure of Modern Marketing Analysis #
Modern marketing analysis within the Total Project Management Framework (TPmF) is not a standalone study, but a system of interconnected steps that progressively narrow the field of uncertainty —
from global trends and the macro environment to competitive strategy and growth tools.
Each step serves a specific purpose and forms the “input” for the next one.
The logic flows from:
Environment
Customer
Market
Strategy
Section 1. Macro Factors Analysis
Purpose:
- Understand the environment in which the project will operate.
- This stage identifies long-term trends and external forces that cannot be controlled but must be taken into account.
Key tasks:
- Scan the political, economic, social, technological, environmental, and legal contexts (PESTEL).
- Identify drivers and barriers that may reshape the market.
- Model development scenarios and assess their sensitivity for the project.
Tools and methods:
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PESTEL Analysis #
a basic framework for analyzing the external environment.
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Scenario Trend Scan (STEEP/DESTEP) #
identification of long-term trends and early signals.
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Cross-Impact Assessment #
evaluation of how factors interact (e.g., how technological progress affects legislation).
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Sensitivity Mapping #
visualization of which scenarios are most risky or promising.
Outputs:
- A map of external factors and trends.
- Scenarios with probability assessment.
- A list of opportunities and threats (O/T) for integration into SWOT.
The results of this stage serve as the foundation for identifying market opportunities and risks in competitive analysis.
Section 2. Customers’ Needs & Unique Selling Proposition
Purpose:
- To develop an understanding of customers’ real needs and determine what makes the future product unique.
- If the first step described “the world around,” this one describes “the customer’s world.”
Key tasks:
- Understand who the customers are and what matters to them.
- Identify the points where customer tasks overlap with product functions.
- Examine the emotional and cultural context of customer perception.
Tools and methods:
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Segmentation & Personas #
identifying customer groups based on demographic, behavioral, and psychographic characteristics.
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JTBD (Jobs To Be Done) #
analyzing the context in which the customer “hires” the product to accomplish a task.
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Customer Journey Map (CJM) #
visualizing the customer’s path from need awareness to post-purchase experience.
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Value Proposition Canvas (VPC) → USP #
aligning customer pains and product value into a cohesive offering.
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Vibe & Cultural Factors #
emotional codes, cultural markers, and references that shape the brand’s “atmosphere.”
Outputs:
- Personas, JTBD maps, and a VPC with a validated Unique Selling Proposition (USP).
- Strengths and weaknesses of the product’s value (S/W for SWOT).
Customer expectation data becomes the basis for building positioning and conducting competitive analysis.
Section 3. Competitive Analysis & OSINT
Purpose:
Key tasks:
- Build a map of market forces.
- Identify who dominates, who is growing, and who is losing ground.
- Reveal actual competitive differentiation.
Tools and methods:
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Micro-environment Mapping #
mapping suppliers, partners, customers, substitutes, and competitors.
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Competitive Map (Value–Price or Feature–Benefit) #
visual comparison of players’ positions.
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Porter’s Five Forces #
pressure from suppliers, customers, substitutes, new entrants, and the level of intra-industry rivalry.
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Extended Data-Driven SWOT Analysis: #
deep SWOT with digital metrics and data analytics.
Outputs:
- A map of the competitive landscape.
- Validated CSFs and SWOT hypotheses.
- Analytical hypotheses for strategic decision-making.
Customer expectation data becomes the basis for building positioning and conducting competitive analysis.
Section 4. Formulate Competitive Marketing Strategy
Purpose:
Key tasks:
- Translate SWOT hypotheses into strategic decisions.
- Formulate goals, positioning, and growth approaches.
- Build a system for measuring and managing growth.
Tools and methods:
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Interpret Strategic SWOT Hypotheses → Strategic Goals #
prioritizing hypotheses and setting measurable objectives.
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Mission & Vision #
defining the long-term purpose and the desired future state.
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STP (Segmentation → Targeting → Positioning) #
selecting target segments and building positioning.
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Growth Strategy (Ansoff Matrix) #
choosing growth scenarios: market penetration, product development, market development, diversification.
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Growth Marketing System* #
a systematic growth cycle: hypothesis creation, A/B tests, iterations, analytics.
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Growth Hacking #
a growth accelerator: short, low-cost experiments with high viral potential (referral loops, viral loops, product triggers, behavioral nudges).
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Branding & Vibe Positioning #
emotional brand identity, cultural code, product atmosphere.
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Ethical & Sustainable Marketing #
incorporating transparency, sustainability, and trust principles.
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AI-Driven Measurement & Risk Framework #
data-driven management: KPIs, automated attribution, W–T risk modeling from SWOT.
Difference Between Growth Marketing and Growth Hacking:
Growth Marketing
is a systematic growth process. where hypotheses, experiments, and A/B tests are built into a continuous cycle. It is part of the strategic block, forming a sustainable growth-management system.
Growth Hacking
is an experimental growth accelerator with minimal resources: testing hypotheses through unconventional, rapidly deployable tools. It is a “tactical booster” embedded within Growth Marketing as a specialized toolkit.
Outputs:
- Strategic Passport — a consolidated map of goals, segments, and approaches.
- Growth Map — a visual map of growth initiatives and experiments.
- KPI & Risk Dashboard — a panel of metrics and risk indicators.
These outputs transition into the implementation phase: Tactical Marketing (8P) and Marketing Communications.
Structure of Modern Marketing Analysis #
- СHAPTER 1 → Macro Factors → Opportunities & Threats (SWOT O/T)
- СHAPTER 2 → Customers & USP → Strengths & Weaknesses (SWOT S/W)
- СHAPTER 3 → SWOT + Strategic Matrix → Strategic Hypotheses
- СHAPTER 4 → Interpret SWOT Hypotheses → Strategy → KPIs → Execution
Each section logically follows from the previous one, and all outputs consecutively become inputs for the next level.
Conclusion #
Modern marketing analysis is not a collection of methods, but a process of integrating data, insights, and decisions.
It enables a project not just to understand the market, but to design its own place within it.
Growth Hacking and Growth Marketing complete this chain, creating a bridge from strategy to continuous growth — from idea to a living product ecosystem.
What a stakeholder should remember when choosing a marketing analysis configuration:
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Research #
is not “just another document,” but a system of interlinked steps: each stage feeds the next.
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Strategic SWOT Matrix #
is a bridge between analytics and strategy: we generate hypotheses at Step 3, and then interpret and prioritize them at Step 4.
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Communications #
are only the tip of the iceberg; the reliability of decisions depends on the quality of the underwater part — research and strategy.
