90 daysuccessplan
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PowerPoint Presentation
Success Plan
90 Day
Questions that need to be answered
How do you measure success?
Are they the right measures?
What was your company built on!
Do you still believe it? Does your market?
Do you act like it to the marketplace?
What is your unique value proposition?
What do we want to be known for?
How do you create an emotional connection between your key audiences and the brand?
Is your experience immersive?
What Is The Organizations Journey Map?
Ad
Website
Training
Product
Support
Services
How do you drive consistency of experience?
Do you tell a compelling story? If not, who is telling your story for you today?
Do you drive long-term *sustainable thinking?
*Sustainable from the standpoint that we are in perpetual organic motion...
Long Term
Short Term
Leap Frog
Innovation
Team
Management
Team
Product
Engineering
Product
Management
Diversify/
Acquire
Maintain/
Penetrate
Parallel Path
CROSS POLLINATION
Innovation Engine
Product
Development
Product
Marketing
Parallel Path
Function
A
Function
B
This is how progressive organizations need to think and structure their resources. It is the most effective way to manage current and future market opportunities
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Current State
Transition State
Improved State
Change Management
Change Acceleration
There are a variety of methodologies that can be leveraged to drive change acceleration. The most effective way to drive change is embrace the one that meets the needs and current state of the business culture and integrate and leverage to drive consistency. It is also important to understand where your business needs to be and build your business processes and methodologies to grow and evolve with your business culture.
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Innovation
Define Measure Analyze Design Verify (DMADV)
Customer Experience Management (CEM)
Management
Define Measure Analyze Improve Control (DMAIC)
Plan Do Check Act (PDCA)
Customer Experience Management (CEM)
Lean
Discovery Determine Execute Evolve (DE)
Theory Of Constraints (TOC)
Business Process Improvement (BPI)
Poka-Yoke
Current State
Transition State
Improved State
What Are We Doing Today
What Do We Need To Do
How Are We Going To Get There
Corporate Strategy
Business Overview
Environmental Scan
Brand Strategy
Customer Engagement Strategy
Product Management Strategy
Sales Strategy
Business Objectives
Change Acceleration
Market Research
Product Strategy
Sales Strategy
Business Objectives
Brand Strategy
Market Engagement Plan
Ipso lorum
Ipso lorum
90 Day Success Plan
Here is a sample business plan that can be used to drive change or begin a new journey. This is a living plan that needs to adapt as you learn and refine thinking.
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What Are We Doing Today
Corporate Strategy
Corporate Strategy
Vision
Mission
Objectives
Company Values
Company Promise
What does Tagline Drive.
Tagline
Outcome:
Ipso lorum
Opportunity:
Ipso lorum
This is the Canadian Marketing Associations approach to brand hierarchy with some modifications on what elements of a goto market strategy needs to be considered.
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What Are We Doing Today
Corporate Strategy
Mission: What Do We Do Everyday to Meet Our Vision
Vision: What Is our long-term goal and competitive advantage
Values: What Words Represent Our Culture
Objectives: What We trying to Achieve
Company Promise: What Can Our Customers Consistently Expect From Us
Cultural Charter
An organization literally is a group of people working towards a common goal/purpose. If the leadership cannot articulate the goals or objectives of the organization its resources may become confused and misdirected, this may result in poor outcomes and market failure. A successful culture is one in which everyone knows the overarching goals and vision and the part they play in achieving success.
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What Are We Doing Today
Business Overview
Expense Budget (Variable/Fixed)
Operating Profit Target
Topline Sales Target
$x MM
$x MM
Topline Sales Target
$x MM
$x MM
Business Metrics
In order to know where we are going its important to recognize where we have been. This quick analysis provides insights on high-level trends and business operating objectives.
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10 Year Trend Analysis
Sales RevenueQ1 - 04Q2 - 04Q3 - 04Q4 - 04Q1 - 05Q2 - 05Q3 - 05Q4 - 05Q1 - 06Q2 - 06Q3 - 06Q4 - 06Q1 - 07Q2 - 07Q3 - 07Q4 - 07Q1 - 08Q2 - 08Q3 - 08Q4 - 08Q1 - 09Q2 - 09Q3 - 09Q4 - 09Q1 - 10Q2 - 10Q3 - 10Q4 - 10Q1 - 11Q2 - 11Q3 - 11Q4 - 11Q1 - 12Q2 - 12Q3 - 12Q4 - 12Q1 - 13Q2 - 13Q3 - 13Q4 - 13Q1 - 14Q2 - 14Q3 - 14Q4 - 14125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125125Gross MarginQ1 - 04Q2 - 04Q3 - 04Q4 - 04Q1 - 05Q2 - 05Q3 - 05Q4 - 05Q1 - 06Q2 - 06Q3 - 06Q4 - 06Q1 - 07Q2 - 07Q3 - 07Q4 - 07Q1 - 08Q2 - 08Q3 - 08Q4 - 08Q1 - 09Q2 - 09Q3 - 09Q4 - 09Q1 - 10Q2 - 10Q3 - 10Q4 - 10Q1 - 11Q2 - 11Q3 - 11Q4 - 11Q1 - 12Q2 - 12Q3 - 12Q4 - 12Q1 - 13Q2 - 13Q3 - 13Q4 - 13Q1 - 14Q2 - 14Q3 - 14Q4 - 146060606060606060606060606060606060606060606060606060606060606060606060606060606060606060Operating ProfitQ1 - 04Q2 - 04Q3 - 04Q4 - 04Q1 - 05Q2 - 05Q3 - 05Q4 - 05Q1 - 06Q2 - 06Q3 - 06Q4 - 06Q1 - 07Q2 - 07Q3 - 07Q4 - 07Q1 - 08Q2 - 08Q3 - 08Q4 - 08Q1 - 09Q2 - 09Q3 - 09Q4 - 09Q1 - 10Q2 - 10Q3 - 10Q4 - 10Q1 - 11Q2 - 11Q3 - 11Q4 - 11Q1 - 12Q2 - 12Q3 - 12Q4 - 12Q1 - 13Q2 - 13Q3 - 13Q4 - 13Q1 - 14Q2 - 14Q3 - 14Q4 - 144545454545454545454545454545454545454545454545454545454545454545454545454545454545454545Variable ExpenseQ1 - 04Q2 - 04Q3 - 04Q4 - 04Q1 - 05Q2 - 05Q3 - 05Q4 - 05Q1 - 06Q2 - 06Q3 - 06Q4 - 06Q1 - 07Q2 - 07Q3 - 07Q4 - 07Q1 - 08Q2 - 08Q3 - 08Q4 - 08Q1 - 09Q2 - 09Q3 - 09Q4 - 09Q1 - 10Q2 - 10Q3 - 10Q4 - 10Q1 - 11Q2 - 11Q3 - 11Q4 - 11Q1 - 12Q2 - 12Q3 - 12Q4 - 12Q1 - 13Q2 - 13Q3 - 13Q4 - 13Q1 - 14Q2 - 14Q3 - 14Q4 - 1455555555555555555555555555555555555555555555
What Are We Doing Today
Business Overview
Organization Chart
An organization whether it is hierarchical, flat or matrixed its important for everyone to know segregation of role/responsibility and how the functions will work together to avoid fiefdoms being created along with beauraucracy.
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CEO
VP
VP
Chairman/Owner
Executive Team
Management Team
Staff
What Are We Doing Today
Environmental Scan
SWOT (Strengths, Weaknesses, Opportunities, Threats)
Strengths
Weaknesses
Opportunities
Threats
Internal
External
Ipso lorum
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Market analysis begins with proper environmental scanning and the SWOT tool is an effective tool that allows team to self reflect before looking outside at the marketplace.
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What Are We Doing Today
Environmental Scan
PEST (Political, Economic, Social, Technical)
Strengths
Weaknesses
Opportunities
Threats
Ipso lorum
Ipso lorum
Ipso lorum
Ipso lorum
The environmental scan continues with macro and micro market insights on what is the business environment the organization needs to perform within.
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What Are We Doing Today
Environmental Scan
Residential:
Market Potential
Commercial:
New Construction
Renovation
30%
30%
30%
30%
Wholesale
Retail
Wholesale
Retail
50%
25%
50%
50%
30%
30%
Wholesale
Retail
30%
30%
Wholesale
Retail
It is very important for organizations to understand their market share and in order to do this market potential with required. This can be viewed with two lenses the current market today and the market today plus any adjacent or new markets that have not been pursued. It is a good exercise to involve the Business Development, Sales and Marketing teams and will clarify for everyone what we are today and what we can become tomorrow.
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What Are We Doing Today
Environmental Scan
Residential:
Value-Chain
Commercial:
Organization
Stakeholder 1
Stakeholder 2
Stakeholder 3
Organization
Stakeholder 1
Stakeholder 2
Stakeholder 3
Sub 1
Sub 2
Sub 1
Sub 2
In B2B markets you have very complex value-chains meaning the channel partners that assist organizations get their products and/or services to market. This needs to be done my market sector which may differ greatly and allow teams to begin to understand the various audiences they need to engage and the influence strategy that needs to be built in order to have long-term sustainable success.
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What Are We Doing Today
Environmental Scan
Residential:
Competitive Analysis
Commercial:
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A detailed competitive assessment by market is important to provide a baseline of the organizations market share.
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SalesCompany ACompetitor ACompetitor BCompetitor C61.21.61.2
SalesCompany ACompetitor ACompetitor BCompetitor C0.81.21.61.2
What Are We Doing Today
Environmental Scan
Perceptual Map (product)
Price
Features
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Perceptual mapping provides insights on how the organizations products aligns with competitors in the marketplace on the dimensions of price and features.
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What Are We Doing Today
Environmental Scan
Perceptual Map (service)
Price
Features
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Perceptual mapping provides insights on how the organizations services aligns with competitors in the marketplace on the dimensions of price and features.
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What Are We Doing Today
Brand Strategy
Brand Strategy
Brand Vision
Brand Mission
Brand Objectives
Brand Values
Brand Promise
Future desired state of the Brand.
How will the brand vision be achieved.
Specific brand objectives that define the measurable milestones that will be achieved over a defined period of time.
Benchmarks to measure on-brand behaviour and performance.
Simple and specific value that the Customer receives. Establishes the relationship between the brand and the user. Establishes a promise and an expectation.
The organizations organizational strategy aligns with the organizations brand strategy. Because the companys brand is its story and ultimately promise to the marketplace and its partners.
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What Are We Doing Today
Brand Strategy
Brand Positioning
Brand Strategy
Brand Essence
Brand Vision
Brand Mission
Brand Objectives
Brand Values
Brand Promise
Brand Positioning
Personality
Tone & Manner
Brand Positioning is the soul of the brand and what sets it apart from competition. Personality, Tone and Manner define how the brand comes to life in all expressions and experiences.
The Brand strategy then is drilled down to the essence which is what will be communicated to your various audiences.
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What Are We Doing Today
Brand Strategy
Brand Essence
Brand Positioning
Personality
Tone & Manner
Distinct positioning that sets you apart from others. Answers the questions (what are we providing? Who are we providing it to? What are he main benefits? Why is it better than the competition? What makes it unique and defendable in the marketplace?)
The attribution of human personality traits that sets the brand apart from others.
Descriptors that set the stage for style, messaging approach language of internal and external communications.
Brand Essence
What Are We Doing Today
Brand Strategy
Brand Identity
Brand Identity
Name
Logo
Tag Line
Key Messages
Benefits
Brand Essence
Brand Positioning
Personality
Tone & Manner
The Brand identity is where the rubber meets the road. This are the identifiable elements that the market will associate with your organization and its story and promise.
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What Are We Doing Today
Brand Strategy
Brand Hierarchy
Value Proposition
Corporate Strategy
Brand Strategy
Brand Essence
Brand Identity
Communications
Product/Service
Distribution
Here is how everything is interrelated and should ensure a consistent and succinct approach to branding. The entire structure was provided by the CMA as part of their integrated branding course.
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What Are We Doing Today
Customer Engagement Strategy
Customer Mapping
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60%
10%
30%
Placeholder
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Persona NameBehaviour
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Persona NameBehaviour
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Persona Name Behaviious
Placeholder
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Placeholder
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Customer mapping allows you to create psychographic profiles for buyers under your customer segments. This ensures that you are sensitive to all members within the segment and understand not only how to engage, but maybe in some instances understand the buyers you may want your team to avoid.
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What Are We Doing Today
Customer Engagement Strategy
Customer Motivations
Resource Efficiency
Finding improved ways to save time and materials within my system design
Sustainability
Providing products and building solutions that have a smaller environmental footprint.
Innovation
Using new solutions and products that provide better results than conventional methods.
Reputation
Ensuring that the products and solutions I provide create trusted relationships.
Energy Efficiency
Energy Efficiency - Identifying solutions that utilize less energy than conventional systems.
So now that you have your story you must ensure that it stays relevant to your key audiences. This can be done by crating an engagement strategy that outlines Customer motiviations because ensuring you meet their motivations to create mutually beneficial relationships is the only sure fire way to move Customers from prospects to partners.
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What Are We Doing Today
Customer Engagement Strategy
Value-Chain Analysis
Residential:
Commercial:
Organization
Stakeholder 1
Stakeholder 2
Stakeholder 3
Organization
Stakeholder 1
Stakeholder 2
Stakeholder 3
Sub 1
Sub 2
Sub 1
Sub 2
Understandin an organizations value-chain is paramount to success in engaging partners. It helps clarify what stakeholders influence others when building your goto market strategies.
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What Are We Doing Today
Customer Engagement Strategy
Activity Cycle
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Inspiration & Choice Selection
Customer Relationship
Need
Planning
Shortlist
Building
Enjoyment
Buying
Tradeshow
Brochure
Social
Customer Activity Cycle
(Completing Glauben Machen)
This tool allows you to reflect on how your key Customers make their purchase decisions, then asks the question, do your tools and tactics help facilitate that decision?
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What Are We Doing Today
Customer Engagement Strategy
Public Relations
Bought
Owned
Earned
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Your public relations strategy needs to segregate activities under the key areas which your results are created and by whom and what organizational assets.
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What Are We Doing Today
Customer Engagement Strategy
Experiential Marketing Plan
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Date(s)TimeEventCity, StateDesired OutcomeAudienceIpso lorum All dayIpso lorumIpso lorumThis is a placeholder text. Replace this text with your own informationThis is a placeholder text. Replace this text with your own informationIpso lorum All dayIpso lorumIpso lorumThis is a placeholder text. Replace this text with your own informationThis is a placeholder text. Replace this text with your own informationIpso lorum All dayIpso lorumIpso lorumThis is a placeholder text. Replace this text with your own informationThis is a placeholder text. Replace this text with your own informationIpso lorum All dayIpso lorumIpso lorumThis is a placeholder text. Replace this text with your own informationThis is a placeholder text. Replace this text with your own informationIpso lorum All dayIpso lorumIpso lorumThis is a placeholder text. Replace this text with your own informationThis is a placeholder text. Replace this text with your own informationEvery organization has events or market activities they coordinate in order to allow their market to experience the brand and its promise. Its important to capture all these activities and ensure that the message and experience are aligning to the organizational charter.
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Business Screen
What Are We Doing Today
Product Strategy
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Business Strengths
Business Strengths
Strong
Medium
Weak
Low
Medium
High
Market segmentation is not an easy task, but it doesnt have to be daunting either. It begins with understanding that your business needs to be viewed under a variety of diffferent lenses. These lenese allow you to uncover busienss strengths, opportunities and weaknesses, and align them to market tactics.
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What Are We Doing Today
Product Strategy
Ansoff Matrix
Maintain
Penetrate
Market Development
Market Diversification
Existing Market
New Market
Markets
Existing Product
New Product
Products
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The Ansoff matrix allows an organization to understand how s serves its markets and products. The tool can also be viewed at a Customer level by replacing the market axis with Customer
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What Are We Doing Today
Product Strategy
BCG Matrix
Stars
Question Marks
Cash Cows
Dogs
Market Growth Rate
Relative Market Share
L
H
L
H
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Understnding your product/service portfolio and how each offering contributes to the business is important in your management decision making and goto market plans, some organizations that sell solutions will find that while some offerings are dogs they may be necessary as the contribute to the makret penetration of another offering.
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What Are We Doing Today
Product Strategy
Kano Analysis
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Must-Bes
Basic Requirements
Delighters
Treasured Moments
One dimensional performance
Customer Very Dissatisfied
Not Functional
Fully Functional
Kano Analysis takes your product and service offering an allows you to understand whether or not it has the right elements which the market perceives as value-added.
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Product Family
Heating &
Ventilation
Flame
Renewable
Solutions
Loyalty Program
Product A
Product D
Product B
Product E
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Product H
Product C
Product I
Product G
Product
Brands
Programs & Campaigns
Furniture
Product F
System Solutions
Organization Brand Hierarchy
What Are We Doing Today
Business Overview
Brand Roadmap Hierarchy, Product Naming, Segmentation
It is very important to have a product heirarchy, many organizations have a variety of offerings, but no real understanding of how they align and how these can be pulled together under a cohesive campaign or program for Customer engagement.
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What Are We Doing Today
Product Strategy
Product Hierarchy
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Product Family
Product Group A
Product Group B
Product Type A1
Product Type A2
Product Type A3
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What Are We Doing Today
Business Overview
Product Pipeline (12 month)
Ipso lorum
2015 Q1
2015 Q2
2015 Q3
2015 Q4
Commercial
Residential
Ipso lorum
OEM
Ipso lorum
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Markets
Product Attributes:
Target Audience:
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Ipso lorum
Ipso lorum
Ipso lorum
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Product Benefits:
What Are We Doing Today
Product Strategy
Product Profile
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Product Name:
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What Are We Doing Today
Product Strategy
Product Life Cycle
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Introduction
Growth
Maturity
Decline
Development
Sales Revenue
0
+
What Are We Doing Today
Product Strategy
Product Life Cycle
Competition
Product
Price
Promotion
Place -
distribution
FewMoreManyReducedOneMore versionsFull product lineBest sellersSkimming or penetrationGain market share, dealDefend market share, profitStay profitableInform, educateStress competitive differencesReminder orientedMinimal promotionLimitedMore outletsMaximum outletsFewer outletsMarketing
Objective
Gain Awareness
Stress Differentiation
Maintain Brand Loyalty
Harvesting, Deletion
Introduction
Growth
Maturity
Decline
What Do We Need To Do
Business Objectives
Long-term
Expense Budget (Variable/Fixed)
Operating Profit Target
Topline Sales Target
$x MM
$x MM
Topline Sales Target
$x MM
$x MM
Commercial:
50%
30%
30%
Wholesale
Retail
Residential:
30%
30%
Wholesale
Retail
50%
What Do We Need To Do
Business Objectives
Business Screen
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Business Strengths
Business Strengths
Strong
Medium
Weak
Low
Medium
High
What Do We Need To Do
Change Acceleration
Force field Analysis
Accelerators (+s)Things that are working wellRanking(1 low 10 hi)Resistors (s)Things that need to changeRanking(1 low 10 hi)Ipso lorum8Ipso lorum8What Do We Need To Do
Change Acceleration
Critical Success Factors
(Group Exercise)
What activities do we do that are essential to future success?
Group activities into common categories these become success factors
Category A
Category B
Category C
Category D
What Do We Need To Do
Change Acceleration
CAP Profile
Business Success Factors
Critical Success
Factor A
Critical Success
Factor B
Critical Success
Factor C
Critical Success
Factor D
Critical Success
Factor E
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- Sales
- Marketing
- Finance
- Customer Service
What Do We Need To Do
Change Acceleration
Constituents Map
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Key Constituents
SalesConstituent AConstituent BConstituent CConstituent D8.19999999999999933.21.41.2
What Do We Need To Do
Change Acceleration
Stakeholder Analysis
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StakeholderStrongly AgainstModerately AgainstNeutralModerately AgreeStrongly AgreeStakeholder AXStakeholder BXStakeholder CXStakeholder DXStakeholder EXStakeholder FXStakeholder GXX stakeholder status
required shift
What Do We Need To Do
Change Acceleration
3Ds Analysis
Data:Individuals in this category require data to motivate their decision-making on change.Demonstration:Individuals in this category require you to prove to them that the proposed change will work. Diagnosis:Individuals in this category require you to amplify the problem and provide a solution in order to accept change.StakeholderCurrent State AcceptanceFuture State AcceptanceInfluencer3D Profile (Influencer)Data Action(Influencer)Stakeholder AStakeholder BStakeholder CStakeholder DStakeholder EStakeholder FStakeholder GWhat Do We Need To Do
Change Acceleration
Influence Strategy
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Monitor Closely
Manage with Maximum Effort
Monitor with Minimal Effort
Keep Informed
Interest Level
Authority Level
Stakeholder A
Stakeholder C
Stakeholder D
Stakeholder B
What Do We Need To Do
Market Research
Business Challenges
Challenge:
Business ChallengeImpact on Business Risk if unresolvedResolution (Reduce, Eliminate)Resource Requirements (Financial, Employee)What Do We Need To Do
Market Research
Primary Objectives
What information about the market do we not understand?
Why do we require this information?
Do we have data which today that can provide insights to answer questions?
What Do We Need To Do
Business Objectives
Secondary Objectives
What Do We Need To Do
Product Strategy
Product Life Cycle
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Introduction
Growth
Maturity
Decline
Development
Sales Revenue
0
+
Product Life Cycle
Competition
Product
Price
Promotion
Place -
distribution
FewMoreManyReducedOneMore versionsFull product lineBest sellersSkimming or penetrationGain market share, dealDefend market share, profitStay profitableInform, educateStress competitive differencesReminder orientedMinimal promotionLimitedMore outletsMaximum outletsFewer outletsMarketing
Objective
Gain Awareness
Stress Differentiation
Maintain Brand Loyalty
Harvesting, Deletion
Introduction
Growth
Maturity
Decline
What Do We Need To Do
Product Strategy
Product Attributes:
Target Audience:
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Ipso lorum
Ipso lorum
Ipso lorum
Ipso lorum
Ipso lorum
Ipso lorum
Product Benefits:
Product Profile
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Product Name:
This is a placeholder text. Replace this text with your own information.
What Do We Need To Do
Product Strategy
What Do We Need To Do
Product Strategy
Ansoff Matrix
Maintain
Penetrate
Market Development
Market Diversification
Existing Market
New Market
Markets
Existing Product
New Product
Products
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What Do We Need To Do
Product Strategy
BCG Matrix
Stars
Question Marks
Cash Cows
Dogs
Market Growth Rate
Relative Market Share
L
H
L
H
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What Do We Need To Do
Sales Strategy
Customer Life Cycle
Opportunity: Conversion Pipeline
Lead Generation
Lead Qualification
Awareness
Interest
Hand-off
Hand-off
Activity D1
Activity D2
Activity A1
Activity A2
Activity B1
Activity B2
Activity B3
A
B
E
A
B
D
Suspect
Prospect
Activity C1
C
C
Marketing
Customer
Purchase
Advocacy
Activity E1
Activity E2
E
Function A
Marketing
Function B
Marketing
Function C
Sales/
Marketing
What Do We Need To Do
Sales Strategy
Cost To Serve
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Customer A
Customer B
Customer C
Topline Sales
$x MM
Retention Cost
$x MM
Retention Cost
$x MM
Retention Cost
$x MM
Topline Sales
$x MM
Topline Sales
$x MM
How Are We Going To Get There
Business Objectives
Business Goals
How Are We Going To Get There
Brand Strategy
Goto Market Plan
Brand Strategy
Brand Vision
Brand Mission
Brand Objectives
Brand Values
Brand Promise
Future desired state of the Brand.
How will the brand vision be achieved.
Specific brand objectives that define the measurable milestones that will be achieved over a defined period of time.
Benchmarks to measure on-brand behaviour and performance.
Simple and specific value that the Customer receives. Establishes the relationship between the brand and the user. Establishes a promise and an expectation.
How Are We Going To Get There
Brand Strategy
Brand Positioning
Brand Strategy
Brand Essence
Brand Vision
Brand Mission
Brand Objectives
Brand Values
Brand Promise
Brand Positioning
Personality
Tone & Manner
Brand Positioning is the soul of the brand and what sets it apart from competition. Personality, Tone and Manner define how the brand comes to life in all expressions and experiences.
How Are We Going To Get There
Brand Strategy
Brand Essence
Brand Positioning
Personality
Tone & Manner
Distinct positioning that sets you apart from others. Answers the questions (what are we providing? Who are we providing it to? What are he main benefits? Why is it better than the competition? What makes it unique and defendable in the marketplace?)
The attribution of human personality traits that sets the brand apart from others.
Descriptors that set the stage for style, messaging approach language of internal and external communications.
Brand Essence
How Are We Going To Get There
Brand Strategy
Brand Identity
Brand Identity
Name
Logo
Tag Line
Key Messages
Benefits
Brand Essence
Brand Positioning
Personality
Tone & Manner
How Are We Going To Get There
Brand Strategy
Brand Hierarchy
Value Proposition
Corporate Strategy
Brand Strategy
Brand Essence
Brand Identity
Communications
Product/Service
Distribution
How Are We Going To Get There
Brand Strategy
Customer Motivations
Resource Efficiency
Finding improved ways to save time and materials within my system design
Sustainability
Providing products and building solutions that have a smaller environmental footprint.
Innovation
Using new solutions and products that provide better results than conventional methods.
Reputation
Ensuring that the products and solutions I provide create trusted relationships.
Energy Efficiency
Energy Efficiency - Identifying solutions that utilize less energy than conventional systems.
How Are We Going To Get There
Market Engagement Strategy
Customer Mapping
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60%
10%
30%
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Persona NameBehaviour
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Persona NameBehaviour
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Persona Name Behaviious
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How Are We Going To Get There
Market Engagement Plan
Activity Cycle
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Renovation
Activity Cycle
(Design)
Inspiration & Choice Selection
Customer Relationship
Need
Planning
Shortlist
Building
Enjoyment
Buying
Tradeshow
Brochure
Social
How Are We Going To Get There
Market Engagement Plan
Lead Nurturing Protocol
How Are We Going To Get There
Market Engagement Plan
Awareness
Engagement
Conversion
Advocacy
Advertising Framework
How Are We Going To Get There
Market Engagement Plan
Sales Model
Persuasion
Model
Salience Model
Involvement
Model
Sales Model:
This framework, oriented mainly to direct response work, is based on the premise that the level of sales is the only factor that is worth considering when measuring the effectiveness of an advertising campaign. This view holds that all advertising activities are aimed ultimately at shifting product generating sales. Advertising is considered to have a short-term direct impact on sales.
Persuasion Model:
The second framework assumes advertising to work rationally, because messages are capable of being persuasive. Persuasion is effected by gradually moving buyers through certain sequential steps. These hierarchy of effects models assume that buyer decision-making is rational and can be accurately predicted.
Involvement Model:
Involvement-based advertisements work by drawing members of the target audience into the advertisement and eliciting a largely emotional response. Involvement with the product develops as a consequence of involvement with the advertisement
Salience Model:
This interpretation is based upon the premise that advertising works by standing out, by being different from all other advertisements in the product class . The launch of Radion, a soap powder that used the twin propositions of cleaning and removing odours, was remarkable because of its ability to shout at the audience through the use of lurid colours and striking presentations.
Source: Edinburgh Business School Principles of Retailing.
Media Plan
How Are We Going To Get There
Market Engagement Plan
# issues, # of Impressions
Insert pic of magazine
Target Audience A (Impressions) - #
Target Audience B (Impressions) - #
Target Audience C (Impressions) - #
Period:
Pub A
Target Audience A
Issues -
Pub B
Target Audience B
Issues -
Pub D
Target Audience A,C
Issues -
Pub E
Target Audience B
Issues -
Pub C
Target Audience A-C
Issues -
Public Relations
Bought
Owned
Earned
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How Are We Going To Get There
Market Engagement Plan
Market Gameplans
Gameplans are tactical sales excution plans that align all activities to business objectives. They outline all short term activities (3-6 months) so that organizational resources can rally behind market requriements.
How Are We Going To Get There
Market Engagement Plan
ProgramProgram DescriptionProduct/Service FamilyDurationAlignmentForecasted costForecasted Sales*Prioritization*-see prioritization matrix (slide 81)
Engagement programs are programs that leverage a key member of our value-chain to acceptance of offering and facilitate sell thru of solutions.
How Are We Going To Get There
Market Engagement Plan
Value-Chain Engagement Programs
There can be multiple phases to Value-chain Engagement Program. The Goal is to ensure each phase is executed effectively to drive behaviour and stimulate sales.
Value-Chain Engagement
Value-Chain Staff Engagement
Sales Competition
End-user Engagement
Experiential Marketing Plan
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How Are We Going To Get There
Market Engagement Plan
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Market Engagement Plan
Prioritization Matrix
Home Run
El Dorado
Milk Run
Red Herring
Impact on Growth
Level of Effort
L
H
L
H
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How Are We Going To Get There
Market Engagement Plan
Action Plan
TaskDesired OutcomeResponsibilityDeadlinePriorityIpso lorumIpso lorumIpso lorumIpso lorumIpso lorumHoneycomb
Organization
Programs
Awareness
Engagement
Conversion
Advocacy
Feature Product/Service
Media
Case Studies
PR Plan
Tradeshows
How Are We Going To Get There
Market Engagement Plan
Integrated Planning - Storyscaping
How Are We Going To Get There
Market Engagement Plan
Organization
Tradeshows
Literature
Media
Case
Studies
Earned
PR
Feature
Product
Lunch N
Learns
Associations
Catalogue
Advertising
Customer Experiences
The Customer experience is made up of all the ways in which you, your organization and your partners interact with each other and the marketplace. It is unique to each individual but can be consistent in terms of essence.
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