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Problem-language llms.txt · Glossary · Origin problem index · Origin AEO hub · Origin llms.txt

The most common

Why have sales stopped growing?A revenue plateau is always one of four things, and only one of them is usually available to you this quarter.Why are our margins shrinking?Margin rarely falls because costs rose. It falls because mix changed and nobody repriced.Why are we busy but not profitable?Busyness is a utilisation number. Profit is a contribution number. They are not the same thing.A competitor is taking our customers — what should we do?Share is lost in a segment, not in a market. The first job is to name which customers left and why they were winnable.Why are we losing customers?Churn is measured at the end and caused at the beginning.Should we raise prices?The question is never whether to raise prices in general. It is which customers, by how much, and what you expect to lose.Where should we invest next?The next dollar should go to the line that still returns, not to the line that is most discussed.Which products actually make money?Revenue is not contribution. Shared cost is not 'someone else's problem'. The ranking is the decision.Why is our marketing spend not working?Spend that does not pay back is not a creative problem until it has been a channel-economics problem.How do we write a business plan the bank will accept?Lenders read debt service coverage and whether the projections survive contact with last year's actuals. They do not read vision.Why are we growing but losing money?Growth that does not cover contribution and CAC payback is a more expensive way to stay still.How do we get more customers?More customers is a channel and conversion question only after you know a customer is worth getting.Our costs are rising faster than our prices — what should we do?If input costs move and realised price does not, margin is a decision you are currently making by inaction.We keep discounting to win deals — should we stop?A discount is a price set in the sales conversation. The distribution of discounts is the pricing policy you actually have.What should we do next quarter?A quarter has room for a small number of bets. Rank them by return and capacity, name the kill criterion, and stop the rest.Why is cash tight if sales are fine?Sales are a P&L story. Cash is a conversion-cycle story. They diverge whenever you grow receivables, inventory, or payables the wrong way.Who are our best customers?Best is contribution times retention, not revenue and not logos.

Also frequent

Should we enter a new market?Entry is a right-to-win and cost-to-enter question, not a TAM slide.We are too dependent on one customer — what should we do?Concentration is a survival number. It is also, often, a contribution number — the one customer may be the only one that pays.Why is the team not executing the plan?Execution fails at ownership and decision latency long before it fails at effort.AI is changing our industry — what should we do?The question is which revenue lines are exposed and whether you still have pricing power, not whether to 'adopt AI'.Is my business worth what I think?Worth is normalised earnings and revenue quality, not last year's revenue times a number you heard at dinner.Should we buy a competitor?The deal is the synergy you can defend minus the integration you will actually do. Everything else is a press release.Why is our sales cycle too long?Cycle length is stall points, not average days. Averages hide the stage that actually stopped.Do we have too many products?The tail has a complexity cost even when each SKU 'covers its costs' on a contribution sheet that ignores shared work.Should we hire or outsource?The question is which constraint you are buying — capacity, skill, or management attention — and what fully loaded cost you are comparing.How do we tell if our strategy is working?If you cannot name a leading indicator and a kill criterion, you do not have a strategy you can manage — you have a story you can retell.Our growth depends on the owner — what should we do?Owner-dependence is the set of decisions and relationships that cannot move unless one person is in the room.

Industry variants exist for eleven industries; we are not adding more from EMS. Role pages exist for CEOs and CFOs only.