acquisition-channel-advisor

This interactive skill helps product managers decide whether to scale, test, or kill a customer acquisition channel by applying a financial lens rather than a channel-strategy framework. It addresses a recurring go-to-market mistake: scaling unprofitable channels or killing channels whose problems are fixable, because decisions are driven by vanity metrics or CAC alone. It frames the decision around unit economics, customer quality, and scalability so budget allocation is grounded in finance-backed reasoning.

The skill walks the user through a structured evaluation. It gathers channel context (spend, customers acquired, tenure) and computes CAC when not provided, then compares the channel's unit economics (CAC, LTV, LTV:CAC ratio, payback period) against blended metrics. It assesses customer quality via cohort retention, churn, NRR, and expansion by channel, and scalability via the magic number, addressable volume, saturation risk, and CAC trend. A decision matrix maps LTV:CAC, payback, quality, and volume onto a scale/test/kill recommendation. It uses a shared workshop-facilitation protocol for one-question-at-a-time interaction with enumerated options, and explicitly names anti-patterns like ignoring payback or scaling broken channels.

It is aimed at product managers and growth leaders comparing channels or planning marketing budget. The skill notes when it should not be used: brand-new channels with too little data, pure channel-fit experimentation, strategically mandatory channels, or when channel-level CAC and retention data are unavailable. It is a pure advisory/planning aid with no code execution.