10 Leaders Loop skills on customer insight & segmentation. Read each one, then prove it with a short Skill Check to build toward your Leaders Loop Credentials.
Your org chart runs top to bottom. Your customer runs left to right, straight across every department you've built, and they feel the seams you can't see. A journey map is how you finally look at it their way.
A persona puts a face and a name on your customer. A mindset explains why two people who look identical on paper make opposite choices. You need both, and most teams stop at the first.
Customers can tell you what annoys them about today's product. They mostly can't tell you what they'll buy next. Identifying needs, especially the latent ones, is the craft of hearing what nobody said out loud.
A voice-of-customer program is the discipline of capturing what customers actually need, in their words, not yours, organising it into something you can act on, and then closing the loop. Most teams get the listening and skip the acting.
A market-size number is a hypothesis dressed as a fact. The job isn't to make it big, it's to make it honest, defensible, and small enough at the bottom that you can actually go and get it.
The "reason lost" field in your CRM is one of the most confident lies in your business. Win-loss analysis is the discipline of going back to the buyer and finding out what actually happened, so you stop fixing the wrong things.
Three ways to cut a market, by who people are, by what they do, and by what they're trying to get done. Knowing which one you're using, and why, is the difference between a slide and a decision.
Three letters keep landing in board packs, NPS, CSAT, CES, usually as a single number nobody quite knows how to act on. Each one answers a different question. Pick the wrong one and you'll optimise for the wrong behaviour.
People don't buy products; they hire them to make some kind of progress. Jobs-to-be-Done is the discipline of finding out exactly what progress they're trying to make, and building for that, not for who they happen to be.
Most organisations don't lack customer data. They have too much of it, scattered across systems that don't agree on who the customer even is. A single customer view is the work of making them agree, and that's a governance problem long before it's a software one.
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