ideal branding. real marketing
DESCRIPTION
A strategic marketing tool-set for building optimal sustainable strategies. Used in high impact strategy engagements for the likes of De Beers, Skype, SAP, Lloyds Register, RSPB and many, many others... The methodology unwraps the three core components of strategic planning from a stakeholder's perspective - Expectation, Promise and Fulfilment - outlines a connective 'equation' to link these as the level of strategic planning, and then offers a series of sub-tools to populate the framework. Having idealised the brand at the level of strategic planning, the presentation then offers some suggestions to interrogate the equation as a 'living strategy' to deliver real marketing benefits in deployment. The approach can act as a one-time desktop planning-aid for solo marketing director, communications director of startup CEO, or as a framework for deeper process of workshops and strategic cascades. It forms part of a wider "I-dealist" idealogy of reinstilling idealism back into the corporation though practical tools and processes.TRANSCRIPT
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“Ideal Brands: Real Marketing”
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It is increasingly difficult to build and maintain market leadership at digital pace…
expectation
promise
fulfilment
irrelevance
disrespect
disengagement
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Traditional functional silos struggle to keep up
Customer ServiceSalesMarketing CommunicationOperationsHRFinance
New Product DesignStrategic PlanningBranding
Market ResearchCustomer InsightCRM
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The organisation needs to understand Brand Marketing as a single ‘system’
1. Needs1. Needs
2. Communities2. Communities
3. Issues3. Issues
4. Influencers4. Influencers
5. Offering5. Offering
6. Value-add6. Value-add
8. Decisions8. Decisions
9. Engagement9. Engagement
10. Communications10. Communications
11. Outcomes11. Outcomes
7. Purpose7. Purpose
Brand IdealisationMethodology
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Phase 1. Idealising the brand
Achieving leadership requires genuine joined-up thinking
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First priority is to interrogate the ‘system’… and examine your assumptions.
NeedNeedss
CommunitiesCommunities
IssuesIssues
InfluencerInfluencerss
OffersOffers
Value-addValue-add DecisionsDecisions
EngagemenEngagementt
CommunicationsCommunications
OutcomeOutcomess
PurposePurpose
ClustersSegmentations‘The DMU’
PoliticalPartnersCompetitorsUsersManagersOpinion Leaders
PESTLECompetitionGovernanceSentiment‘Big themes’Cultural ‘fit’
DesiresDreamsOutcomesRisk tolerancesAssumptions
Working methodExperienceInnovations?Services?
ProductsProjectsProgrammesSkillsCompetenciesProcesses
VisionMissionValuesValue
IncentivesPoliciesChannelsContracts
£?
MessagesMedia‘Weight’Synergy
ResourcesAssumptionsControlsMetricsPlans
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I. What market needs are you addressing?
EMOTIONAL NEEDS
SOCIAL NEEDSFUNCTIONAL NEEDS
SPIRITUAL NEEDS
“I want X, Y, Z”
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II. Who are your communities of need?
SUSPECTS
PROSPECTS
ENGAGED
ALIGNED
RECRUITS
SHADOWS
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III. What forces are changing those needs and those communities?
LIKELIHOOD
NEG
ATIV
E…
PO
SIT
IVE
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IV. Who affects the value you deliver?
EN
GA
GED
ADVOCATES
ADVERSARIES
DETA
CH
ED
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VA
LUE
DIFFERENTIATION
V. What is your current offering? (transactions)
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V. What is your current offering? (relationships)
VA
LUE
DIFFERENTIATION
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VI. What else could you offer? (transactions)
VA
LUE
DIFFERENTIATION
PRODUCT
KNOWLEDGE
ENGAGEMENT
SERVICE
ETHICS
EMOTION
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VI. What else can you offer? (relationships)V
ALU
E
DIFFERENTIATION
VALUE
UNDERSTANDING
EMPOWERMENT
EXPERIENCE
ALIGNMENT
EMPATHY
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VII. What more can the brand stand for?
‘Principles’ ‘Vision’
TRANSACTION
VALUE
VALUES
RELATIONSHIP
IMPLICATION MOTIVATION
PROMISE INTENT
‘Offer’ ‘Mission’
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VII. What is your current brand proposition?
‘Principles’ ‘Vision’
TRANSACTION
VALUE
VALUES
RELATIONSHIP
IMPLICATION MOTIVATION
PROMISE INTENT
‘Offer’ ‘Mission’
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VIII. What is your strategy?
REVENUE PRODUCTIVITY
OPP vs RISK COST
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IX. What resources do you need?
KNOWLEDGE PEOPLE
FINANCES PARTNERS
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X. What /How do you communicate?
DIRECT MEDIATEDPR
OD
UC
T
SA
LES
DEM
AN
DC
REA
TIO
N
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XI. What are your goals?
COLLECTIVE
INDIVIDUAL
QU
ALI
TA
TIV
E
QU
AN
TIT
ATIV
E
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Then “Idealise” your insights to build a coherent Brand Story
1. 1. NeedsNeeds
2. 2. CommunitiesCommunities
3. 3. IssuesIssues
4. 4. InfluencersInfluencers
5. Offers5. Offers
6. Value-6. Value-AddAdd
8. 8. DecisionsDecisions
9. 9. EngagementEngagement
10. 10. CommunicationsCommunications
11. 11. OutcomesOutcomes
7. Purpose7. Purpose
Highest value…
Most differentiating…
Best targeted…
Most trustworthy…
Highest yield…
Most compelling…
Most authoritative…
Highest impact…
..in order to reachclear business or relationship
Most motivating…
Most valued…
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Phase 2 Realising
Marketing
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Managing Marketing Reality depends upon three key disciplines
Value
Alignment
ReputationManagement
Stakeholder
EngagementBrand Expectation to Brand Promise…
Brand Promise to Brand Fulfilment…
Brand Fulfilment to Brand Expectation…
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As delivery evolves, the brand’s ‘reality’ is constantly challenged…
1. 1. NeedsNeeds
3. 3. IssuesIssues
5. Offers5. Offers 9. 9. EngagementEngagement
11. Outcomes11. Outcomes7. Purpose7. Purpose
is partial and short-term…
do not materialise and are never scrutinised…
are missed ordismissed…
is disbelievedor ridiculed…
are poorly understood…
are divorced fromexpectations…
are not followed through into actions..
does nothing todifferentiate…
are confusing or counter-productive…
are disengaged…
are antagonised…
2. 2. CommunitiesCommunities
4. 4. InfluencersInfluencers
6. Value-6. Value-AddAdd
8. 8. DecisionsDecisions
10. 10. CommunicationsCommunications
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Realising Marketing: driving purpose into the ‘system
NeedsNeeds
CommunitiesCommunities
IssuesIssues
InfluencersInfluencers
OffersOffers
Value-addValue-add DecisionsDecisions
EngagementEngagement
CommunicationsCommunications
OutcomesOutcomesPurposePurpose
CommunitiesCommunities
Which needs will grow fastest for my customers?
Who will drive a change in requirements?How well do we know them?
What new requirements can we anticipate?
Am you leveraging brand reputation?
Is the ‘total offer’ well articulated?Are we getting it to the right people?
How are we engaging the whole ecosystem for profit?
Are we talking our customers’ language?