C · Value judgment and direction setting

Market and economic judgment

Analyzing user segments, market shifts, business models, unit economics, and competitive trade-offs.

Classification boundary

Include: Include analysis and choices involving market structure, segments, competition, business models, and unit economics.

Choose a neighboring leaf when: Use B commercial rules for billing, refunds, and settlement, and metrics/causality for definitions and attribution.

This capability may appear in standards across different stages. Explore stage expectations

12 questions

Choose a group based on the evidence you need. Groups follow existing question formats, not difficulty or mandatory prerequisites. Each batch has up to eight questions.

Judgment and options12

Compare goals, constraints, options, and trade-offs.

Questions 1–8

Visits and registrations are growing, but match success is falling. Demand concentrates in a few regions while suppliers are scattered. How would you find the liquidity bottleneck and choose where to invest first?
A marketplace raises commission by two points. Revenue rises short term, but some high-quality suppliers list less often; buyer conversion has not moved yet. How would you assess long-term impact?
After a subscription price increase, monthly revenue rises 8%, but cancellations grow among small core customers. Sales wants to continue. How would you estimate net benefit and long-term risk?
Gross margin is steady, but standard-service revenue falls while custom-service revenue grows, along with implementation and support hours. How would you determine whether growth is healthy?
A competitor launches a lower-priced substitute. Customers start negotiating harder, but usage has not changed much. How would you choose a response?
A free feature attracts many active users, but inference and support costs rise too. How would you evaluate the business role of the free tier?
Marketplace subsidies increase transactions, but supply and demand fall back when subsidies stop. How would you judge whether the subsidies created sustainable value?
A new product could enter several regions: the largest requires local partners and complex compliance, while a smaller one has existing channels but a narrower segment. How would you compare target-customer demand, local payment and service conditions, entry cost, competition, and learning potential?

Questions 9–12

New pricing raises average revenue, but churn among small customers increases and high-value customers use discounts to avoid the increase. How would you analyze willingness to pay, segment costs, and customer alternatives?
Partner channels bring customers at lower acquisition cost than direct sales, but contracts take longer, support needs are higher, and revenue is shared. How would you compare lifetime value, payback, and channel-dependence risk?
One customer contributes nearly half of product revenue and asks for prioritized custom features; expanding similar accounts may grow faster but increase concentration and bargaining risk. How would you assess concentration, market opportunity, and product independence?
A promotion lifts transaction volume and share but makes contribution profit per order negative; the team expects scale to lower costs without a defined mechanism. How would you test the scale-economy hypothesis and acceptable loss boundary?

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