MKT.7:4.2 - Recover current usefulness and the action-changing cause
Ask what useful result the customer still seeks, whether the contribution is helping, what changed and what continuation the customer wants. Combine the customer’s account with relevant performance and commitment evidence. Distinguish an observation from an interpretation: an unused feature may be unnecessary, difficult, inaccessible or no longer suited to the goal. Use MKT.12 for a consequential unknown that existing information cannot settle.
Select the needed depth. An explicit request to end an optional service can settle that decision without a compulsory interview. A serious ambiguous service failure may need competent investigation before a remedy is promised. A known scheduling gap can need only a later agreed contact. Ask only for information that can change a legitimate next action.
Separate the following working situations, allowing more than one where the evidence supports them:
| Situation | Work it calls for |
|---|---|
| The contribution remains suitable and continuation is wanted. | Confirm the next scope, conditions, timing and available supply. |
| The contribution is useful but a temporary condition blocks it. | Arrange a feasible pause or limited continuation and a meaningful return condition. |
| The customer’s goal or situation has changed. | Reconsider the result and offer through MKT.6 or MKT.2. |
| A promised contribution failed. | Restore what can be restored and resolve the remaining consequences through the responsible operation and authority. |
| The work is complete, unsuitable or no longer wanted. | End the relevant part clearly and fulfil remaining obligations. |
If the cause is unknown, return that uncertainty rather than selecting a persuasive response by default. Several paths can proceed together: an old failure can require resolution even when the customer declines all future work.