
AI 30-60-90 Day Marketing Plan Skill
Turns a marketing audit into the first ninety days, ordered by whose permission each item needs rather than by how much it would be worth.
Skills for Marketers
Marketing planning turns business goals into choices about audiences, activities, resources, and measurement. Make the constraints visible before you build the calendar.
Gather the commercial objective, current performance, audience evidence, budget, and team capacity. Identify the few assumptions most likely to change the plan.
Compare possible activities against the objective and constraints. Write down priorities, owners, measures, and review dates, including what you will stop doing to make room.

Turns a marketing audit into the first ninety days, ordered by whose permission each item needs rather than by how much it would be worth.

Turns scattered individual AI use into something a marketing team does the same way and a leader can report on — a readiness level, a prioritised list of what to move first, written usage guidelines, a 30-day pilot and 60-day rollout, and an adoption scorecard with a one-slide summary for a CEO or board.

Writes the brief you send an agency, freelancer, or contractor for one named deliverable, and reviews what comes back against it.

Chooses which slice of the ideal customer profile to win first, and says why not the others — with the market read that decides whether the window for each one is open, closing or already shut.

Writes the marketing section of a quarterly board pack and prepares the person who has to answer for it — what must be disclosed whether or not anybody asks, what changed since the last pack, the uncomfortable questions with their answers, and the figures to hold without opening the document.

Writes the monthly performance report a consultant sends a client, or a marketing leader sends their CEO: what happened, what missed and why, what changed in the thinking, and what needs deciding.

Three things for managing upward and across: a map of who can block an initiative and what each of them needs, a CEO update under 300 words, and a buy-in plan for a proposal you need approved.

Decides how the product is sold and bought — which one of seven ways of acquiring customers the company leads with, which second one is allowed, and why not the other five.

Writes the company's ideal customer profile, its three to five buyer personas, the segments to disqualify with the signal that identifies each one early, and the buying committee for a typical deal.

Scores a marketing function across six areas against a written rubric, then produces quick wins, risks, and three recommendations, with the evidence behind every score.

Shows where the marketing budget is going now, what each channel costs per qualified opportunity, and three scenarios for next year — hold, rebalance at the same total, or invest more — then writes the one-page memo that defends the recommended one to finance.

Builds the funnel from the counts a company already records, works out which stage is the constraint by what a point there is worth rather than by which rate looks worst, and states plainly what the measurement can and cannot support.

Produces everything needed to hire one marketing role: the job description, the interview stages, the scorecard interviewers fill in, a paid work sample, and the first 30 days.

Turns a quarterly target into what marketing commits to — three or fewer measurable results, a short list of things that must get finished, and a named gap where the target depends on somebody else.

Writes the annual marketing plan — the small number of bets the year is spent on, what stops to fund them, how the year splits across four quarters, and when the plan gets reopened.

Reviews a strategy document that already exists — a board pack, an annual plan, a budget case, a positioning — from several standing perspectives at once, and preserves what they disagree about instead of resolving it.

Turns a messaging argument into a test plan you can run in two to four weeks with no research budget, then reads the results and says what they do and do not license you to change.

Writes positioning.md — the category, the statement, three differentiators that survive a stress test, why now, and the objections that actually stall deals.

Examines what the company charges for rather than how much — the unit the price counts, how the tiers are separated, what the setup fee does to the package, and how any of it is explained to a buyer.

Diagnoses where marketing and sales are actually broken — lead definitions, the handoff, follow-up speed, feedback, shared numbers, and the joint meeting — then writes the stage definitions, the service-level agreement, and the pipeline review that fix it.

Builds 12 to 15 prompts real buyers would type into an AI assistant, gives you a scoring sheet to run them yourself across four answer engines, then reads the results and names the five fixes worth making.

Runs a fifteen-minute weekly read of a marketing team's own numbers — what is off, why, and what changes this week — and sets the short scorecard it reads from.

Prepares the marketing section of a board pack and the person who has to answer for it: the numbers the team actually watches, an honest statement of what those numbers can and cannot support, the pack itself with its mandatory disclosures, and a pressure test before it goes. Standalone playbook: required skills are sold separately; you must already own them. See the prerequisite list below.

Sorts the question before designing anything: whether a test could settle it, whether somebody could just be asked, or whether it is already decided and wants a reason rather than evidence.

Works out whether you can answer the enquiries you already get, then fixes what you are asking strangers to do and what they get for doing it.

Reads how many people actually do marketing here, then builds a plan that one or two of them could execute — one goal, a written list of what is not being done, and the five skills worth running at this size.

Separates what the ad platform decides from what you still decide, then does the work on the five things you control — the creative, the inputs, the destination, what counts as a conversion, and who you refuse to bid on.

Re-establishes what a company is and is not, on evidence rather than on argument: interviews with real buyers, a verdict on why deals were actually won and lost, an honest read of the rivals, the rewritten position, a test of whether buyers believe the new claim, and the propagation of all of it into every file that quotes the old one. Standalone playbook: required skills are sold separately; you must already own them. See the prerequisite list below.

Runs a marketing team's quarterly planning end to end: the context files brought up to date, the quarter's commitments, the money against them, and a summary the chief executive can read without a meeting. Standalone playbook: required skills are sold separately; you must already own them. See the prerequisite list below.
The essentials
Build a foundation with 46 skills for recurring marketing work.
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Connect your workflow with all 62 skills and five playbooks.
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