Map the moments
Every moment that matters, with a source on each one.
Every build, every page and every score inherits the moment map. Get the moments wrong and everything downstream is precisely wrong. Most maps of buyers are brainstormed in a workshop, and they show it. Derived properly, Kestrel’s map gained two journey steps, eighteen cells and twenty-seven moments its brainstorm had missed.
The industry gives the structure: who sits in the buying group, the steps they go through, the ways they buy, and what sets them off. The offer, the alternatives and the difference fill it in. Webster and Wind named the buying roles in 1972; now add the machine, because an AI assistant influences and often gatekeeps the shortlist.
Trigger, framing, options, requirements, comparing, checking, building the case, buying, delivery, extend and refer. Kestrel’s first draft had missed requirements, and hid checking inside comparing.
A planned committee, owner-led, investor-led, urgent and repeat. Each has its own people in the room and its own weights.
Evidence checks each candidate moment. Five completeness questions check the whole. A hypothesis is scored but flagged, and no budget follows it until an interview confirms it.
The rule for the whole method
No moment without a reason, and no moment without a source.
Kestrel is invented.
Where your craft is
Deriving the map is method. Reading it is judgement: noticing that the improvement lead is the hidden blocker, or that the plant manager’s fear decides deals quietly. The agency brings the empathy that makes a map true.
You should be, a little. Six roles in the buying group, ten journey steps, five buying modes, sixteen job questions, twenty switching needs, six parts of a difference, sixty-four cells, each with a source, and an interview plan for what’s left.