Once the Statement of Economic Quality shows you where the business actually is, the next question is what to do about it. There are twelve levers. Every improvement action in every business is some combination of these.
Growth & Revenue Levers
- Widen the Top of the Funnel — bring in more attention: more eyeballs, leads, traffic, reach
- Increase Conversion Rate — turn more of that attention into paying customers
- Accelerate Funnel Velocity — shorten the time from first touch to first dollar
- Increase Average Order Value — get each customer to spend more per transaction
- Raise Prices Intelligently — charge more without killing conversion or lifetime gross profit
- Drive Repeat Purchases — keep your customers coming back
Margin & Cost Levers
- Reduce Cost of Goods Sold — increase gross margin per unit sold
- Lower Customer Acquisition Cost — find cheaper or more efficient acquisition channels
- Improve CAC Payback Time — get to breakeven on your acquisition cost faster
- Optimize Channel Mix — shift spend to higher-performing or more scalable channels
Strategic & System Levers
- Segment Customers by Profitability — double down on profitable segments; ignore or rethink unprofitable ones
- Model the S-Curve & Forecast Capacity — understand how big each channel or product line can get before it saturates, so you can plan when and where to expand
Why Twelve
The Contribution Engine has a finite set of moving parts: audience, conversion, order value, repeat rate, margin, acquisition cost. The twelve actions are just the complete set of ways to turn those dials. When the weekly numbers show something drifting, the question is never “what should we do?” in the abstract — it’s “which of the twelve applies here?”
That’s what a map is for.