Frameworks are lenses. Each one makes some things visible and hides others, which is why running all eleven produces a folder rather than an insight.
They live under Strategy on the Advance plan and above, cost 1 credit each, and generate against your Marketing Brief.
What is available
| Framework | The lens it gives you |
|---|---|
| SWOT | Strengths, weaknesses, opportunities, threats, mapped to your product and market |
| Porter's Five Forces | Competition, buyers, suppliers, new entrants, substitutes: how the market actually moves |
| AIDA | Attention, interest, desire, action, applied to your messaging |
| AARRR | Acquisition, activation, retention, referral, revenue |
| Lean Analytics | Empathy, stickiness, virality, revenue, scale: which stage you are in and what to fix next |
| STEPPS | The six factors that make ideas spread |
| 7P | Product, price, place, promotion, people, process, physical evidence |
| HOOK | Trigger, action, reward, investment: the habit loop |
| ICE Score | Impact, confidence, ease, for prioritising without the politics |
| Ansoff Matrix | Penetration, market development, product development, diversification |
| Marketing Ideas | A pile of growth ideas, some good, thrown at the wall on purpose |
Which one to run for which question
"Where should I focus next quarter?" Lean Analytics, then ICE Score on whatever it surfaces.
"Why is this market so hard?" Porter's Five Forces. It is the one that explains why your margins are under pressure in a way a competitor report does not.
"Why do people sign up and vanish?" AARRR to find the leaky step, then HOOK if the leak is in retention.
"My copy is not landing." AIDA. It is unfashionable and it still diagnoses a broken funnel faster than anything else on the list.
"How do we grow from here?" Ansoff Matrix. Four moves, and it forces you to name which one you are actually making.
"Why does nobody share our stuff?" STEPPS.
"We need ideas by Thursday." Marketing Ideas. The description is honest: not all of them are great. It is a wall to throw things at, and two or three will stick.
How to read a generated framework
The generated output is a competent first pass by something that has read your brief and knows the framework. Treat it as a strong starting draft rather than as a verdict.
The high-value move is disagreement. Read the SWOT and find the weakness it named that you would not have written down. That one is worth ten minutes of thought, because it came from an outside read of your own public material.
Ignore anything that reads like the framework's textbook definition with your product name inserted. That happens when the brief lacks the material the framework needs, and the fix is upstream.
The trap
Running eleven frameworks feels like strategy and is closer to shopping. Two frameworks that you argue with beat eleven that you skim.
Pick the one matching the question you actually have. Run it. Write down the single decision it changed. If it changed none, that is data too.
Frequently asked questions
Do frameworks need research first?
Not required, and better with it. Porter's Five Forces in particular is much sharper after competitor analysis, because four of the five forces are about other companies.
Which plan includes frameworks?
Advance and above, alongside the rest of the Strategy section.
Can I export them?
Yes. Campaign content can be copied out and campaigns can be exported and shared as a read-only link, which is usually the fastest way to get a framework in front of a colleague.