Pinpoint where executive prospects drop off in your funnel and what to fix next, using a structured, coaching-led funnel mapping framework.
Before we talk about marketing strategy, let's look at your numbers. Where do you lose the most people in your funnel - and do you actually know?
A SaaS founder who has invested heavily in content marketing, podcasts, and social media. His awareness numbers are strong but his revenue is flat. He attributes the flat revenue to 'not enough reach yet' and continues investing in awareness. He hasn't measured or examined the Interest, Consideration, Preference, or Purchase stages because they require examining what happens after the initial attention is captured.
Frame the AIDA-P model as a flow diagnosis. 'You've built strong awareness. The model asks what happens next - where are people going after they find you, and what percentage are actually moving to the next stage? Awareness without measurement of the downstream stages is a spend decision without a return picture.' The resistance is investment defense: he's built the awareness machine and doesn't want to be told it's not working. Don't contest the investment. 'The awareness work may be exactly right. The question is what it's producing at each stage after it.'
Watch the volume and drop-off rate fields for Interest and Consideration. Founders heavily invested in awareness often have strong numbers at Stage 1 and vague or blank fields at Stage 2 - they haven't measured what happens to someone who moves from awareness to interest. Also watch the strategy fields: if his strategy for Interest and Consideration is identical to his Awareness strategy ('more content'), he hasn't differentiated for the stage.
Start with the drop-off rate between Awareness and Interest. 'Of the people who become aware of you each month, how many take any action that moves them to Interest? Do you know this number?' If not: 'That's the first measurement gap. Without it, more awareness spending has no predictable outcome.' Then: 'If you put your next marketing dollar into measuring and improving the Interest stage rather than adding more Awareness reach, what would that look like?' The question that creates movement: 'What's the lowest-investment way to test whether your Interest stage is converting at a rate that makes the Awareness spend worth continuing?'
A founder who persistently invests in the most visible and comfortable marketing stage while leaving downstream stages unexamined may be managing anxiety about his conversion performance by avoiding measurement. If he resists measuring Interest or Consideration specifically, explore what he's concerned he'll find. Severity: moderate. Response: use the planner to establish measurement at one downstream stage before the next content investment decision is made.
A consultant who populates the AIDA-P planner completely - volume estimates, drop-off rates, strategy per stage. When the strategy column is examined, every stage has the same or similar strategy: 'build relationships,' 'provide value,' 'stay visible.' The strategies aren't differentiated for what each stage actually requires. She's described the funnel's stages without thinking about how the buying journey differs at each one.
Name the strategy differentiation requirement before she reviews the strategy column. 'Each stage of the funnel represents a different state of mind in the buyer. Awareness is discovery. Interest is curiosity. Consideration is comparison. Preference is conviction. Purchase is commitment. The strategy for each stage should be as different as those states of mind.' That framing makes the undifferentiated strategies visible as a problem without saying they're wrong.
Watch the Consideration and Preference stages specifically - these are the stages where most service businesses have the thinnest strategies. Getting a prospect from 'I'm interested' to 'I prefer this over the alternatives' requires specific tools (case studies, trials, reference calls, comparison content) that generalist relationship-building doesn't address. If her strategy for Consideration is 'follow up,' she hasn't designed for the buying decision.
Start with one stage where the strategy is vague. 'What specifically does someone at the Consideration stage need from you that someone at the Interest stage doesn't need yet?' Let her work through the difference. Then: 'What do you currently offer at that stage that addresses that specific need?' If the answer is nothing: 'That's your highest-leverage gap - not reaching more people at the top of the funnel, but converting people who are already considering you.' The question that creates movement: 'What's one thing you could add to your Consideration strategy that you don't currently do - something designed specifically for someone who's deciding between you and two competitors?'
A consultant with undifferentiated funnel strategies may be operating on a relationship-first model where the sales process is entirely informal. That model works but scales poorly. If her growth goal requires scaling beyond her personal relationship capacity, the undifferentiated strategy isn't just a planning gap - it's a business model question. Severity: low. Response: complete the strategy differentiation work and name whether the funnel model the business needs matches the one she's currently running.
A founder who completes the AIDA-P planner accurately and can identify with precision that her bottleneck is the Preference stage: she gets prospects into Consideration but cannot convert them to conviction. She has known this for four months. She has added more awareness content, improved her onboarding for new prospects, and updated her website. None of these address the Preference stage. She has been improving every other stage rather than working on the hard one.
Name the pattern before reviewing the planner. 'You've told me you know where the bottleneck is. Let's look at what you've done in the last four months and where that work has been.' Then review the planner together. 'The Preference stage is still the bottleneck. Everything else you've worked on is upstream or downstream from it. What's made the Preference stage the one you haven't addressed?' The resistance is difficulty: converting Consideration to Preference requires talking directly with prospects who didn't choose her, which is uncomfortable data to gather.
Watch the strategy field for Preference. If it's blank or vague after four months of knowing this is the problem, the avoidance is deliberate. Also watch whether she can name what the Preference stage actually requires - if she can't describe what moves a prospect from 'I'm considering this' to 'I want this specifically,' she hasn't examined the stage at the buyer's level. The avoidance is usually accompanied by a lack of diagnostic inquiry about why prospects don't convert.
Start with the Preference stage directly. 'What do you know about why prospects who reach Consideration don't choose you?' If she doesn't know: 'Have you asked any of them?' Then: 'What would it take to ask three prospects who didn't convert in the last six months what happened at the decision point?' The question that creates movement: 'If you committed to one specific Preference-stage strategy - not awareness, not onboarding - and ran it for 90 days, what would you try first?'
A founder who has correctly diagnosed her bottleneck and consistently invests in other stages rather than addressing it is in a known avoidance pattern. The coaching work here is not the funnel - it's what makes the Preference stage feel unapproachable. The most common answer is rejection sensitivity: asking prospects why they didn't choose you requires tolerating the answer. If that's present, name it. Severity: moderate. Response: acknowledge the accurate diagnosis, name the avoidance pattern, and use the debrief to commit to a specific Preference-stage action by a defined date.
A client wants to take ownership of their own development rather than waiting for a manager to drive it
ExecutiveI know my competitors exist but I've never systematically mapped where I sit relative to them
ExecutiveA client is building or reorganizing their business and needs to map reporting lines and departmental structure visually
