How do we get more customers?
Here is how to work out why.

The short answer

More customers is an outcome. The decision is which route to them you can afford to repeat.

Almost every business can name several ways to get customers and few can say which one pays back. That is the actual constraint: not a shortage of tactics, but no evidence about which tactic to do more of.

The productive framing is route economics. For each plausible route — outbound, referral, partners, search, events, channel — what does it cost to acquire one customer, how long until they pay that back, and can it be repeated without the cost rising as you scale it.

Most routes fail the third test. They work at small volume because they depend on the founder's network or attention, and quietly stop when either runs out.

How to tell this is actually your problem

These three together are the signature. One on its own usually points somewhere else.

✓ Growth depends on one person's relationships
✓ Cost per customer is unknown or known only in aggregate
✓ Every channel is being tried a little and none is being tested properly

The move that usually makes it worse. Running several channels at sub-scale simultaneously, which produces no conclusive result on any of them and costs more than testing one properly.

Who this is not for

Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.

Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.

What it looks like in your industry

The diagnosis changes with the shape of the business. Each of these works the same question through one industry's actual economics, with an excerpt from a real analysis run on a company of that type.

What the engine does with this question

It routes to Go-to-Market & Commercial Strategy (catalog id t9), one of 29 engagements. The output is a sequence with a stopping rule — which move first, what it funds next, and the observation that would say it is not working — rather than a list of things you could consider.

Read a complete report before deciding whether it is worth your time.

Published sample run

The figures an engine can cite for this question come from a completed run on Aldergate Partners, a sample profile (professional services, $88M revenue, 310 people), not a customer. Several industry variants currently republish the same excerpt — they are not different datasets.

Addressable proof excerpt — $85K diagnostic → $410K implementation, 25% of diagnostic-eligible opportunities diverted to T&M, $700K / 3.4× / NPV $2.4M, kill criteria as published.

Questions people ask about this

Which acquisition channel is best?

The one where your buyer already is and where you can pay back the acquisition cost within a period you can finance. That is business-specific, and the general answer is worth very little.

How many channels should I run?

One that works, then a second. Running four at a quarter of the necessary budget reliably produces four inconclusive results and the belief that nothing works.

How long before a channel proves itself?

Your sales cycle plus one payback period, with enough volume to distinguish the result from noise. Setting that number in advance is what stops the decision being made by whoever is most persuasive.

When is Percision the wrong tool?

Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.

Does Percision replace a lawyer, tax advisor, auditor, or AI implementation team?

Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.