Growth Convergence Framework PRO: модель та діагностичний інструментарій інтеграції продуктового маркетингу і digital-просування у стратегіях Product-Led Growth

The integration of product marketing and digital promotion has become one of the key prerequisites for the successful application of the Product-Led Growth (PLG) strategy. A company’s ability to scale organic growth increasingly depends on the alignment of metrics, processes, and managerial decisions. However, many organizations continue to face persistent gaps at the product–marketing interface: planning horizons remain inconsistent, KPIs are optimized in isolation, and the user experience becomes fragmented. These issues reduce the effectiveness of experiments and prevent the formation of sustainable growth loops. To address this problem, the Growth Convergence Framework PRO (GCF PRO) has been developed. It is a staged integration model with five maturity levels, supported by a diagnostic toolkit designed to evaluate the degree of convergence. The methodological foundation of the study combines a content analysis of academic and industry sources with a comparative assessment of existing growth frameworks (AARRR, North Star Metric, growth loops). In addition, analytical modeling enabled the construction of a diagnostic matrix with key indicators such as PQL, NDR/NRR, LTV/CAC, virality coefficient, and experimentation speed. The results of the study made it possible not only to systematize typical integration barriers but also to describe the logic of controlled transitions between maturity levels. The practical contribution lies in the opportunity to apply the matrix in weekly decision-making cycles, to prioritize experiments, and to balance growth speed with the predictability of unit economics. From a theoretical perspective, GCF PRO clarifies the integration dimension of PLG and highlights the interdependencies between metrics, processes, and governance practices. The novelty of the research lies in introducing an applied instrument for measuring convergence that captures not only user outcomes but also the organizational mechanisms behind them. At the same time, the study’s limitations are linked to the use of secondary data and the need for further validation across industries. Future research should focus on adapting the framework to different business types, such as SaaS and marketplaces. This article is classified as theoretical, with an emphasis on conceptual and methodological contributions.