Find the customer segment you should actually be targeting

An ideal customer profile describes the type of customer your business is best placed to win, serve and keep profitably. It is a description of an organisation or a kind of buyer, not of one individual, and it is grounded in your economics and capacity rather than in who you would most enjoy working with.

The ICP is the kind of customer worth targeting; the persona is the human being inside it who actually makes the decision. You need both, and in that order. This tool produces the ICP first, then the buyer profile that sits inside it, because deciding what a 42-year-old operations manager cares about is pointless if that company was never a good fit to begin with.

No. The analysis is a deterministic scoring engine: fixed rules, published weights, the same answers always producing the same result. That is a deliberate choice rather than a limitation. A rules engine can show you exactly why it reached a conclusion, which a language model cannot, and this tool is only useful if you can check its reasoning.

Each segment is scored 0 to 100 across 8 dimensions: deal-size fit, capacity to sell and serve, goal alignment, acquisition feasibility, market and geography, fit with your current customers, repeat value and buying rhythm. Those are combined using weights set by your primary goal. It is an alignment score, not a probability: it says how well a segment matches your business, and it makes no claim about how likely anyone is to buy.

Skip the question. A missing answer is dropped from the weighting rather than scored as zero, so not tracking your churn rate never counts against you. The report tells you which signals were available, which were not, and what its confidence is as a result. Guessing at a number to fill a box would produce a worse answer than leaving it blank.

Both. The questionnaire changes based on your business model: a B2B business is asked about company size, who signs off and procurement, while a consumer business is asked about life stage, price sensitivity and purchase frequency. Consumer businesses are scored against consumer segments and never shown an enterprise recommendation.

Yes, and the analysis handles it explicitly. With no customer base to learn from, the engine reasons from your product, pricing, capacity, market and objective instead, excludes the customer-evidence dimension entirely, and reports lower confidence. That is more honest than inferring a customer base that does not exist.

Substantially, which is the point. Chasing lower acquisition cost makes reachability and existing-customer fit count for more and deal size count for less. Chasing enterprise customers makes deal size and sales capacity dominate. Entering a new country almost eliminates any segment defined by being near you. Change the goal and re-run it: the answer should move, and if it does not, that itself tells you something.

It produces a low-fit customer profile: the segment your inputs argue against, with the specific reasons, whether that is an economic mismatch, a capacity problem, or an acquisition cost your margin cannot fund. It is framed as a reading of what you told us rather than as a rule, because a segment that is wrong for your business today can become right when your pricing or capacity changes.

That is what the second half of the report is for. It names the acquisition channels that suit this buyer and explains why each one, withholds channels your stated budget cannot sustain rather than listing them anyway, sets out the pain to lead with and the objections to answer, and turns the segment into content themes by buying stage.