Methods

A method is a reusable problem structure and sequence of judgements. Each one states its source, the conditions under which it applies, and its limits. A single case does not become a general law here.

Diagnosing the overseas buyer trust chainA three-gate structure for locating where a buyer leaves, and for turning each gap into a specific page, document or sales action.
Sorting trust evidence, and the barred-claims listSplitting the claims that sit mixed together in one brochure into confirmed, pending and barred. This is the main work of the verification gate.
Diagnosing a company's overseas positionAn outbound diagnosis does not answer which country. It establishes under what conditions and by which route a company enters which markets, which constraints will break that route, and whether the next move is evidence, capability or a test.
Designing a market entry routeA route is a combination: market, buyer type, mode of entry, value and evidence, delivery conditions, validation action. Designing one is not picking a permanent model; it is comparing combinations on threshold, speed, control and risk.
Where AI sits in this workThe advisor frames the problem, judges the evidence and stands behind the recommendation. AI improves information handling, structuring and execution support. The four hard boundaries are stated here to be checked against.
The market, trust and sales conversion systemConversion runs through six links: target customer, value expression, discovery entry, trust evidence, sales handling, feedback review. Break any one and added exposure only scales the waste.
From business model to an operating loopStrategy is not a direction paper. It is the set of choices about how value is created, delivered and captured, and how those choices become responsibility, action, resourcing and review.
Organisation, people and operating capacityOrganisation and people are not a separate HR topic. They are the question of whether the company can complete its critical activities, absorb change and keep delivering. The diagnosis starts from the operating task, not the org chart.
Rewriting a complaint into something you can checkThe first move is not a proposal. It is rewriting the problem until it can be falsified. Four successive rewrites, and what each one actually adds.
Fact, assumption, constraint and wishThese four arrive inside the same sentence and require entirely different handling. Until they are separated, every judgement built on top is built on sand.

How to read this section

There is an order to these. They work read out of order, but read in order it becomes clear why the division of labour is what it is.

First, make the problem checkableRewriting a complaint, and separating fact from assumption. These are the entrance: with the problem unlocated, no diagnosis has anywhere to land.

Then locate the broken layerThe buyer trust chain, and sorting trust evidence. Used to tell not being seen apart from being seen and not trusted.

Then the whole judgement and the routeThe outbound diagnosis framework, market entry route design, and the conversion system.

Last, the internal conditionsFrom business model to an operating loop, and organisational capacity. A direction still needs people and mechanisms to carry it.