Rentgen: why do actions fail to become sales?
I examine the buyer journey, the offer and the data to identify possible causes of weak sales and select the first tests.
Format: 60–90 minutes. Outcome: 3–7 observations, hypotheses about causes and 1–3 priorities for 30–90 days. Preparation and depth are agreed according to the problem and available evidence.
When diagnosis is useful
There is traffic and enquiries, but few purchases. Ads, the website and the product keep changing, while the reason for the results remains disputed. Or the report looks persuasive, but it is unclear which actions are actually connected to sales.
What I examine first
I start with traffic sources and landing pages. I examine ads and social media: which product the company presents, to whom, and what it promises. This initial picture is then checked against behaviour.
Next I examine the journey: where the person came from, the entry page, the second step, actions and time spent. I check whether search intent matches the offer and examine the conversion table.
When the data does not fit the explanation
I check measurement and walk through the user journey myself. If fixes do not resolve the problem, I revisit the assumptions and the design of the solution. I compare changes over time with the actions and resources involved; one attractive percentage does not explain the outcome.
Preparation and the working process
Start with a website or product link, a description of the buyer, the business question and available metrics. Ads, entry pages, conversions and recent changes are useful. If data is missing, we start with what is known and identify the gaps.
I review the agreed inputs; during the meeting we compare observations and possible causes. Afterwards I provide a short written summary. Access and confidential materials are shared only after the scope is agreed.
What the diagnostic outcome looks like
Observation → possible explanation → what still needs checking → next action. The document separates known facts, hypotheses and missing evidence, with priorities the team can act on.
Illustrative example: someone searches for a solution to a specific task, but the landing page lists only features. Hypothesis: the offer does not answer the buyer’s question. First check queries, behaviour and customer conversations, then choose a page change. This illustrates the analysis structure; it is not a client case.
Price and scope
Rentgen costs €500. Preparation and scheduling are confirmed before we start. The meeting produces reasoned priorities and tests; implementation, analytics setup and further research are agreed separately.
Discuss RentgenQuestions before diagnosis
Can we start without analytics?
Yes. We identify what the materials and conversations support and what requires measurement. Analytics setup is scoped separately.
When is Decision Room a better fit?
When the main decision is already clear and alternatives need comparing. If the cause itself is unclear, start with diagnosis.
Does diagnosis guarantee sales growth?
No. It provides a basis for action. The effect depends on execution, the evidence available and buyer behaviour.
Seven reasons why people do not buy a product (RU) · Connect marketing to outcomes (RU) · The Decision Room format