digital marketing strategy introduction

The Digital Marketing Strategy Overview

Strategy Introduction

Bra

nd &

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sage

Aud

it

Cur

rent

Pe

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stom

er

Insi

ght

Define

Cur

rent

Audien

ce

Marketplace

Understanding

Competitive Audit

Define Marketing

Goals

Align MGs withBusiness GoalsSet SMART

ObjectivesSelect KPIsSegm

entation

and Targeting

Positioning and

Marketing M

ix

Engagement

StrategyPers

ona

Dev

elop

men

t

Empa

thy

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pingCo

nten

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rate

gy

Conte

nt/M

essa

ge

Develo

pmen

tDefine & Develop

Assets/

Creative

Channel

Setup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative Data

Prioritize

Actions

SITUATIONAL ANALYSIS

WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT

TO BE?

STRATEGY

HOW DO WE GET THERE?

TACTICS &

AC

TIO

N

WHAT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL

HOW W

ILL WE M

ONITOR THE PERFORMANCE?1

2

3

5

4

Bra

nd &

Mes

sage

Aud

itCu

rren

t Pe

rfor

man

ceCus

tom

er

Insig

ht

Define Current

Audience

Marketplace

Understanding

Competitive Audit

Define MarketingGoals


ObjectivesSelect KPIs

Segmentation

and Targeting

Positioning and

Marketing M

ix

Engagement

Strategy

Pers

ona

Dev

elop

men

t

Empa

thy

Map

ping

Conte

ntSt

rate

gyContent/Messa

ge

Development

Define & Develop

Assets/Creative

ChannelSetup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative D

ata

PrioritizeA

ctions


WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT TO

BE?

STRATEGY


TAC

TIC

S &

AC

TIO

N

WH

AT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL

HOW WILL WE MONITOR THE PERFORMANCE?

1

2

3

5

4

Situational Awareness (Where are we now?)

Bra

nd &

Mes

sage

Aud

itCu

rren

t Pe

rfor

man

ceCus

tom

er

Insig

ht

Define Current

Audience

Marketplace

Understanding

Competitive Audit




Segmentation

and Targeting

Positioning and

Marketing M

ix

Engagement

Strategy

Pers

ona

Dev

elop

men

t

Empa

thy

Map

ping

Conte

ntSt

rate

gyContent/Messa

ge

Development

Define & Develop

Assets/Creative

ChannelSetup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative D

ata

PrioritizeA

ctions


WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT TO

BE?

STRATEGY


TAC

TIC

S &

AC

TIO

N

WH

AT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL


1

2

3

5

4

1. Brand and message audit

2. Current performance

3. Customer insight

4. Define current audience

5. Marketplace understanding

6. Competitive audit

You must define your opportunities before you can create strategies

to take advantage of them.

“

Brand and Message Audit

Review current branding and messaging, and ask:

1. Is your messaging clear?

2. Is your messaging consistent?

3. What words are you using to convey your message?

4. Are you using imagery or other visual elements that represent who you are and how you want people to see you?

5. Are you using colors and typography in a way that is consistent and helps strengthen your overall brand? and not distract from it?

S I T U A T I O N A L A N A L Y S I S

What someone says about you when you’re not around.

What is branding?

Branding bridges gaps between the provider and the receiver. It is about trust and dialogue. Powerful emotional branding comes from partnership and communication. Building the right emotion is the

most important investment you can make in a brand. It is the promise you make to your audience, giving them permission to enjoy the work of the brand. "What do you want your audience to feel, think, sense?"

Branding might be more about creating narratives for the many than building flowcharts for the few.

- MARC GOBE

EMOTIONAL BRANDING.

NOTICED, UNDERSTOOD, TRUSTED

Messaging is key.

You can talk about the messaging behind all 3 of these brands, and the next slide reveals that they’re all owned by the same company, which is pretty messed up.

Branding is a feeling.

'LOOKS LIKE IT COST $17 FROM AN OLD MICROSOFT WORD CLIPART GALLERY'

MAKES OLD NAVY 'LOOK LIKE A LUXURY BRAND

IT'S ALL A COSMETIC BAND-AID WHICH IS SO UNBELIEVABLE FOR A BRAND AS BIG AND 'MATURE' AS GAP. I'LL BE SURPRISED IF A FEW PEOPLE WON'T LOSE

THEIR JOBS AS THIS IS BASIC BRANDING 101.

Bra

nd &

Mes

sage

Aud

itCu

rren

t Pe

rfor

man

ceCus

tom

er

Insig

ht

Define Current

Audience

Marketplace

Understanding

Competitive Audit




Segmentation

and Targeting

Positioning and

Marketing M

ix

Engagement

Strategy

Pers

ona

Dev

elop

men

t

Empa

thy

Map

ping

Conte

ntSt

rate

gyContent/Messa

ge

Development

Define & Develop

Assets/Creative

ChannelSetup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative D

ata

PrioritizeA

ctions


WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT TO

BE?

STRATEGY


TAC

TIC

S &

AC

TIO

N

WH

AT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL


1

2

3

5

4



3. Customer insight




Current Performance

Review current performance (6 mo. or 1 yr.), and ask:

1. What are the key KPIs that will reveal what's working and what isn't?

2. Is our audience engaged?

3. Is our content being shared?

4. Are we influencing the conversations that are happening?


S K I N C A N C E R E X A M P L E

Bra

nd &

Mes

sage

Aud

itCu

rren

t Pe

rfor

man

ceCus

tom

er

Insig

ht

Define Current

Audience

Marketplace

Understanding

Competitive Audit




Segmentation

and Targeting

Positioning and

Marketing M

ix

Engagement

Strategy

Pers

ona

Dev

elop

men

t

Empa

thy

Map

ping

Conte

ntSt

rate

gyContent/Messa

ge

Development

Define & Develop

Assets/Creative

ChannelSetup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative D

ata

PrioritizeA

ctions


WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT TO

BE?

STRATEGY


TAC

TIC

S &

AC

TIO

N

WH

AT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL


1

2

3

5

4



3. Customer insight




Customer Insight

Target persona interviews can provide a lot of insight and help reveal pain points for your users.


Bra

nd &

Mes

sage

Aud

itCu

rren

t Pe

rfor

man

ceCus

tom

er

Insig

ht

Define Current

Audience

Marketplace

Understanding

Competitive Audit




Segmentation

and Targeting

Positioning and

Marketing M

ix

Engagement

Strategy

Pers

ona

Dev

elop

men

t

Empa

thy

Map

ping

Conte

ntSt

rate

gyContent/Messa

ge

Development

Define & Develop

Assets/Creative

ChannelSetup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative D

ata

PrioritizeA

ctions


WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT TO

BE?

STRATEGY


TAC

TIC

S &

AC

TIO

N

WH

AT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL


1

2

3

5

4



3. Customer insight




Define Current Audience

Review current audience (6 mo. or 1 yr.), and ask:

1. Who is your current audience?

2. What problems do they face?

3. What solutions are they searching for?


Bra

nd &

Mes

sage

Aud

itCu

rren

t Pe

rfor

man

ceCus

tom

er

Insig

ht

Define Current

Audience

Marketplace

Understanding

Competitive Audit




Segmentation

and Targeting

Positioning and

Marketing M

ix

Engagement

Strategy

Pers

ona

Dev

elop

men

t

Empa

thy

Map

ping

Conte

ntSt

rate

gyContent/Messa

ge

Development

Define & Develop

Assets/Creative

ChannelSetup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative D

ata

PrioritizeA

ctions


WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT TO

BE?

STRATEGY


TAC

TIC

S &

AC

TIO

N

WH

AT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL


1

2

3

5

4



3. Customer insight




Marketplace Understanding

Review current marketplace (6 mo. or 1 yr.), and ask:

1. What is the current mindset of the particular industry?

2. What keywords / lingo are being used?


Bra

nd &

Mes

sage

Aud

itCu

rren

t Pe

rfor

man

ceCus

tom

er

Insig

ht

Define Current

Audience

Marketplace

Understanding

Competitive Audit




Segmentation

and Targeting

Positioning and

Marketing M

ix

Engagement

Strategy

Pers

ona

Dev

elop

men

t

Empa

thy

Map

ping

Conte

ntSt

rate

gyContent/Messa

ge

Development

Define & Develop

Assets/Creative

ChannelSetup

ReportingSetup

EditorialCalendar

ResourceAllocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative D

ata

PrioritizeA

ctions


WHERE ARE WE NOW?

OB

JECT

IVES

WH

ERE D

O W

E WA

NT TO

BE?

STRATEGY


TAC

TIC

S &

AC

TIO

N

WH

AT D

O W

E N

EED

TO

GET

TH

ERE?

CONTROL


1

2

3

5

4



3. Customer insight




Competitive Audit

Make a list of your top 3-5 competitors, and review:

1. Social profile look and feel. Is there consistency?

2. The last 30 posts from each competitor and make buckets for the type of content being produced and topics being discussed.

3. Competitive audience. Is there overlap with your audience? Can you get a general snapshot of their audience?


Brand & Message Audit

Current

Perfo

rman

ce

Cust

omer

Insig

ht

Defi

ne C

urre

nt

Aud

ienc

e

Mar

ketp

lace

Und

erst

andi

ng

Com

peti

tive

Aud

it

Defi

ne M

arke

ting

Goa

ls

Align

MGs w

ith

Busin

ess G

oals

Set SMART

Objectives

Select KPIs

Segmentation

and Targeting

Positioning and Marketing Mix

Engagement Strategy

Persona

Development

Empathy

Mapping

Cont

ent

Stra

tegy

Cont

ent/

Mes

sage

Dev

elop

men

t

Defi

ne &

Dev

elop

Ass

ets/

Cre

ativ

e

Cha

nnel

Setu

p

Repo

rtin

gSe

tupEd

itoria

lCa

lend

ar

Resource

Alloca

tion

Process:

Regular Reviews

Tools:

Reporting

Qualitative/Quantitative Data

PrioritizeActions

SITUATIO

NAL ANALYSIS

WH

ERE ARE W

E NOW?

OBJECTIVES

WHERE DO WE W

ANT TO BE?

STR

AT

EGY

HO

W D

O W

E GET

TH

ERE?

TACTICS & ACTION

WHAT DO WE NEED TO GET THERE?

CO

NT

RO

L

HO

W W

ILL

WE

MO

NIT

OR

TH

E P

ERFO

RM

AN

CE?

1

2

3

54

Objectives (Where do we want to be?)

1. Define marketing goals

2. Align marketing goals with business goals

3. Set SMART objectives

4. Select KPIs (Key Performance Indicators)


Current

Perfo

rman

ce

Cust

omer

Insig

ht

Defi

ne C

urre

nt

Aud

ienc

e

Mar

ketp

lace

Und

erst

andi

ng

Com

peti

tive

Aud

it

Defi

ne M

arke

ting

Goa

ls

Align

MGs w

ith

Busin

ess G

oals

Set SMART

Objectives

Select KPIs

Segmentation

and Targeting


Engagement Strategy

Persona

Development

Empathy

Mapping

Cont

ent

Stra

tegy

Cont

ent/

Mes

sage

Dev

elop

men

t

Defi

ne &

Dev

elop

Ass

ets/

Cre

ativ

e

Cha

nnel

Setu

p

Repo

rtin

gSe

tupEd

itoria

lCa

lend

ar

Resource

Alloca

tion

Process:

Regular Reviews

Tools:

Reporting


PrioritizeActions

SITUATIO

NAL ANALYSIS

WH

ERE ARE W

E NOW?

OBJECTIVES

WHERE DO WE W

ANT TO BE?

STR

AT

EGY

HO

W D

O W

E GET

TH

ERE?

TACTICS & ACTION


CO

NT

RO

L

HO

W W

ILL

WE

MO

NIT

OR

TH

E P

ERFO

RM

AN

CE?

1

2

3

54

Without goals, we are all doomed.

Define Marketing Goals and Align Them with Business/Organizational Goals

Your marketing goals should always fit your overall organizational goals.

Business Goal Example:

Increase completions of BRCA survey by 20% in 2017.

Marketing Goal Example:

Increase sharing of BRCA Facebook and Twitter posts by 50% in 2017.






Current

Perfo

rman

ce

Cust

omer

Insig

ht

Defi

ne C

urre

nt

Aud

ienc

e

Mar

ketp

lace

Und

erst

andi

ng

Com

peti

tive

Aud

it

Defi

ne M

arke

ting

Goa

ls

Align

MGs w

ith

Busin

ess G

oals

Set SMART

Objectives

Select KPIs

Segmentation

and Targeting


Engagement Strategy

Persona

Development

Empathy

Mapping

Cont

ent

Stra

tegy

Cont

ent/

Mes

sage

Dev

elop

men

t

Defi

ne &

Dev

elop

Ass

ets/

Cre

ativ

e

Cha

nnel

Setu

p

Repo

rtin

gSe

tupEd

itoria

lCa

lend

ar

Resource

Alloca

tion

Process:

Regular Reviews

Tools:

Reporting


PrioritizeActions

SITUATIO

NAL ANALYSIS

WH

ERE ARE W

E NOW?

OBJECTIVES

WHERE DO WE W

ANT TO BE?

STR

AT

EGY

HO

W D

O W

E GET

TH

ERE?

TACTICS & ACTION


CO

NT

RO

L

HO

W W

ILL

WE

MO

NIT

OR

TH

E P

ERFO

RM

AN

CE?

1

2

3

54

Set SMART Objectives

Specific - A specific objective describes in detail what you want to occur and answers the questions “Who, what, and how?”.

Measurable - You need to be able to assign it a number, a deadline, a frequency, or some other measurable standard.

Achievable - Questions to ask to make sure your goal is “achievable”:

• Do you have enough resources to accomplish the goal?

• Is the goal based on numbers from previous time periods?

• Have you conducted research that leads you to believe this goal is tangible?

Set SMART Objectives (cont.)

Relevant - Your goals should always align with the overall goals of the organization.

Time-oriented - Does your objective have a defined beginning and a defined end?

Set SMART Objectives (cont.)

SMART Goal Example (do this):

Increase completions of the survey by 20% in 2017.

SMART Goal Example (don’t do this):

Increase completions of surveys so we can help our audience be more aware of their options.






Current

Perfo

rman

ce

Cust

omer

Insig

ht

Defi

ne C

urre

nt

Aud

ienc

e

Mar

ketp

lace

Und

erst

andi

ng

Com

peti

tive

Aud

it

Defi

ne M

arke

ting

Goa

ls

Align

MGs w

ith

Busin

ess G

oals

Set SMART

Objectives

Select KPIs

Segmentation

and Targeting


Engagement Strategy

Persona

Development

Empathy

Mapping

Cont

ent

Stra

tegy

Cont

ent/

Mes

sage

Dev

elop

men

t

Defi

ne &

Dev

elop

Ass

ets/

Cre

ativ

e

Cha

nnel

Setu

p

Repo

rtin

gSe

tupEd

itoria

lCa

lend

ar

Resource

Alloca

tion

Process:

Regular Reviews

Tools:

Reporting


PrioritizeActions

SITUATIO

NAL ANALYSIS

WH

ERE ARE W

E NOW?

OBJECTIVES

WHERE DO WE W

ANT TO BE?

STR

AT

EGY

HO

W D

O W

E GET

TH

ERE?

TACTICS & ACTION


CO

NT

RO

L

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W W

ILL

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OR

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ERFO

RM

AN

CE?

1

2

3

54

Select KPIs (Key Performance Indicators)

We suggest selection the key indicators that will help tell the story and support your efforts. Monitoring too many KPIs will slow you down and make it harder to track your progress.

Ask yourself, “If I didn’t have this metric, would it create a gap in my story?”

So What?

Brand &

Message Audit

Current

Performance

Customer Insight


MarketplaceUndersta

nding Competiti

ve A

udit

Defin

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arke

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s

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Gs

with

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ixEngag

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Persona

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ContentStrategy

Content/Message Development

Define & Develop

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reative

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OBJECTIVES

WHERE DO WE WANT TO BE? STRATEGYHOW DO WE GET THERE?

TAC

TIC

S & A

CTION

WH

AT

DO

WE N

EED TO GET THERE?

CONTROL HOW WILL WE MONITOR THE PERFORMANCE?

1

2

3

5

4

Strategy (How do we get there?)

The strategy should lay out the plan for how you’re going to execute everything

you’ve learned in the first two phases.

1. Segmentation and targeting

2. Positioning and marketing mix

3. Engagement strategy

4. Persona development

5. Empathy mapping

6. Content strategy

Brand &

Message Audit

Current

Performance

Customer Insight


MarketplaceUndersta

nding Competiti

ve A

udit

Defin

e M

arke

ting

Goal

s

Alig

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with

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Persona

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TAC

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WH

AT

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EED TO GET THERE?


1

2

3

5

4

Segmentation and Targeting

It’s now time to define:

• Customer profile characteristics (demographics)

• Customer lifecycle groups - define the journey of the user

• Customer personas including psychographics





5. Empathy mapping

6. Content strategy

Brand &

Message Audit

Current

Performance

Customer Insight


MarketplaceUndersta

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ve A

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1

2

3

5

4



• The overall positioning of the particular initiative

• The approach for reaching a particular audience





5. Empathy mapping

6. Content strategy

Brand &

Message Audit

Current

Performance

Customer Insight


MarketplaceUndersta

nding Competiti

ve A

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arke

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1

2

3

5

4

Engagement Strategy


• How to engage with a particular audience

• When to engage with a particular audience (high level)

• What will be used to engage with that audience





5. Empathy mapping

6. Content strategy

Brand &

Message Audit

Current

Performance

Customer Insight


MarketplaceUndersta

nding Competiti

ve A

udit

Defin

e M

arke

ting

Goal

s

Alig

n M

Gs

with

Busi

ness

Goa

ls

Set

SMA

RT

Obj

ecti

ves

Sele

ct K

PIs

Segm

enta

tion

and

Targ

etin

gPo

sitio

ning

and

Mar

ketin

g M

ixEngag

ement

Strategy

Persona

Development

Empathy

Mapping

ContentStrategy


Define & Develop

Assets/C

reative

Channel Set

up

Repo

rting Setu

p

Edito

rial

Cale

ndar

Res

ourc

e

Allo

cati

on

Proc

ess:

Reg

ular

Rev

iew

s

Tool

s:Re

port

ing

Qua

litat

ive/

Qua

ntita

tive

Data

Priorit

ize

ActionsSI

TU

AT

ION

AL

AN

ALY

S IS

WH

ERE

AR

E W

E N

OW

?

OBJECTIVES


TAC

TIC

S & A

CTION

WH

AT

DO

WE N

EED TO GET THERE?


1

2

3

5

4

Using marketing personas made websites 2x-5x more effective and

easier to use by targeted users. – HubSpot

“

Persona Development

What is their role?

• How would they describe himself/herself?

Personal / Professional Goals

• What are they in charge of or expected to manage?

Objectives and Metrics

• What do they want to achieve? How do they measure success?

Challenges/Pain Points

• What challenges or trends might inhibit them from reaching what they’re trying to accomplish?

Persona Development (Cont.)

Strategies

• What likely strategies and initiatives are in place to help achieve their objectives?

Change Drivers

• What would cause them to change what they're currently doing?

Change Inhibitors

• What would cause them to stay with the status quo, even if they’re not happy with it?

What kind of questions do they ask themselves, or search for on Google, in order to help solve a challenge/problem they are experiencing?

• Build out at least 5 questions they would ask to help solve their problem

Job Title

Middle age executive

Professional Goals: What are they in charge of or expected to manage?

• Managing people/teams and understanding the complexities • Overall vision of the company • P/L - Budget

Business Objectives and Metrics: What do they want to achieve? How do they measure success? How are they evaluated?

• Growth • Company, Revenue

• Evaluated by their own leaders through reviews • Self • Need to show progress through reports/metrics - specific KPI,

financial vs non financial

Our Buyer Persona

MLA Leadership Larry

Hey Larry!

External Challenges: What external challenges or trends might inhibit them from reaching what they’re trying to accomplish?

• Internal • Personal capacity • Time management • Stress • Productivity • Lack of awareness about themselves • Lack of resources • Company culture or moral

Our Buyer Persona


Hey Larry!

Change Drivers: What would cause them to change what they're currently doing?

• People being put in new position and being pushed to get coaching • People feeling they need it themselves after getting a new position

• Being passed over for a promotion • Seeing that others are where I want to be. How can I up my game to get

there too? • Old systems in place that need to change to keep up with the times • Need a culture change • Feeling overwhelmed and as a result bad things happened • Relationship failure (professional or personal)

Our Buyer Persona


Hey Larry!

Change Inhibitors: What would cause them to stay with the status quo, even if they’re not happy with it?

• Pride • Maybe the problems just aren’t big enough • Coaching may not be for people like me. It’s only for those “other”

people. I’m not an executive. I’m not the right fit. Not big enough title, or big enough company.

• Leadership transcends companies and titles. Leadership is influence. • Company is doing ok even though they feel the pain a little. If it’s not

broke, don’t fix it.

Our Buyer Persona


Hey Larry!





5. Empathy mapping

6. Content strategy

Brand &

Message Audit

Current

Performance

Customer Insight


MarketplaceUndersta

nding Competiti

ve A

udit

Defin

e M

arke

ting

Goal

s

Alig

n M

Gs

with

Busi

ness

Goa

ls

Set

SMA

RT

Obj

ecti

ves

Sele

ct K

PIs

Segm

enta

tion

and

Targ

etin

gPo

sitio

ning

and

Mar

ketin

g M

ixEngag

ement

Strategy

Persona

Development

Empathy

Mapping

ContentStrategy


Define & Develop

Assets/C

reative

Channel Set

up

Repo

rting Setu

p

Edito

rial

Cale

ndar

Res

ourc

e

Allo

cati

on

Proc

ess:

Reg

ular

Rev

iew

s

Tool

s:Re

port

ing

Qua

litat

ive/

Qua

ntita

tive

Data

Priorit

ize

ActionsSI

TU

AT

ION

AL

AN

ALY

S IS

WH

ERE

AR

E W

E N

OW

?

OBJECTIVES


TAC

TIC

S & A

CTION

WH

AT

DO

WE N

EED TO GET THERE?


1

2

3

5

4

Empathy Mapping

Thinking

• What are they thinking when it comes to the benefits of what you can offer them?

• What do they hope to gain by engaging with you?

Seeing

• What is their worldview in the context of what you have to offer?

• What do they see when they view or use your information?

Empathy Mapping (Cont.)

Doing

• What influences them and how?

• What are they doing now they wish was different?

• What outcome would they like by engaging with you?

Feeling

• What are their fears?

• What holds them back from acting?





5. Empathy mapping

6. Content strategy

Brand &

Message Audit

Current

Performance

Customer Insight


MarketplaceUndersta

nding Competiti

ve A

udit

Defin

e M

arke

ting

Goal

s

Alig

n M

Gs

with

Busi

ness

Goa

ls

Set

SMA

RT

Obj

ecti

ves

Sele

ct K

PIs

Segm

enta

tion

and

Targ

etin

gPo

sitio

ning

and

Mar

ketin

g M

ixEngag

ement

Strategy

Persona

Development

Empathy

Mapping

ContentStrategy


Define & Develop

Assets/C

reative

Channel Set

up

Repo

rting Setu

p

Edito

rial

Cale

ndar

Res

ourc

e

Allo

cati

on

Proc

ess:

Reg

ular

Rev

iew

s

Tool

s:Re

port

ing

Qua

litat

ive/

Qua

ntita

tive

Data

Priorit

ize

ActionsSI

TU

AT

ION

AL

AN

ALY

S IS

WH

ERE

AR

E W

E N

OW

?

OBJECTIVES


TAC

TIC

S & A

CTION

WH

AT

DO

WE N

EED TO GET THERE?


1

2

3

5

4

Content Strategy

Where are we? What’s working and what isn’t?

• Documenting all the blog posts getting significant traffic and conversions

• Reviewing all the active email lists

• Reviewing all the live high-level web pages

• Reviewing all your social media accounts

Content Strategy (Cont.)

Where do we want to go? Think about your overall goals.

• How does good content accomplish these goals?

• Perform SWOT Analysis

SSTRENGTHS

OOPPORTUNITIES TTHREATS

WWEAKNESSES

• Your specialist marketing expertise• A new, innovative product or service• Location of your business• Quality processes and procedures• Any other aspect of your business that adds value to your product or service

• A developing market such as the Internet• Mergers, joint ventures or strategic alliances• Moving into new market segments that offer improved profits• A new international market• A market vacated by an ineffective competitor

• Lack of marketing expertise• Undifferentiated products or services (i.e. in relation to your competitors)• Location of your business• Poor quality goods or services• Damanged reputation

• A new competitor in your home market• Price wars with competitors• A competitor has a new, innovative product or service• Competitors have superior access tochannels of distribution• Taxation is introduced on your product or service

EXTERNALFACTORS

POSITIVE NEGATIVE

INTERNALFACTORS

Content Strategy (Cont.)

Brainstorm content ideas and map these across your funnel

• Map out content to view opportunities

Brand &

Message A

udit

Current

Performance

Custom

er Insight

Define Current

Audience

Marketplace

Understanding

Competitive Audit

Define Marketing

Goals

Align MGs with

Business Goals


Select KPIs

Segmentation

and Targeting Positioning and

Marketin

g Mix

Enga

gem

ent

Stra

tegy

Persona

Developm

ent

Empathy

Mapping

Content

Strategy

Content/Message

Developm

ent

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

Editorial

Calendar

ResourceAllocation

Process: Regular Reviews

Tools:Reportin

g

Qualitativ

e/

Quantitativ

e Data

Prio

ritiz

e

Actio

ns


WHERE ARE WE NOW?

OB

JEC

TIV

ES

WH

ERE

DO

WE

WA

NT

TO

BE?

STRATEGY

HO

W D

O W

E GET T

HERE?

TACTICS & ACTION

WHAT DO WE NEED TO GET TH

ERE?

CO

NT

RO

LH

OW

WILL W

E MO

NITO

R THE PERFORMANCE?

1

23

5

4

Tactics & Action (What do we need to get there?)

This is the part that usually gets the emotions going.

1. Content/message development

2. Define & develop assets/creative

3. Channel setup

4. Reporting setup

5. Editorial calendar

6. Resource allocation

Brand &

Message A

udit

Current

Performance

Custom

er Insight

Define Current

Audience

Marketplace

Understanding

Competitive Audit

Define Marketing

Goals

Align MGs with

Business Goals


Select KPIs

Segmentation


Marketin

g Mix

Enga

gem

ent

Stra

tegy

Persona

Developm

ent

Empathy

Mapping

Content

Strategy

Content/Message

Developm

ent

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

Editorial

Calendar

ResourceAllocation


Tools:Reportin

g

Qualitativ

e/

Quantitativ

e Data

Prio

ritiz

e

Actio

ns


WHERE ARE WE NOW?

OB

JEC

TIV

ES

WH

ERE

DO

WE

WA

NT

TO

BE?

STRATEGY

HO

W D

O W

E GET T

HERE?

TACTICS & ACTION


ERE?

CO

NT

RO

LH

OW

WILL W

E MO

NITO

R THE PERFORMANCE?

1

23

5

4

Content/message development

It’s time to tell a hero’s story.

1

2

3

4

5

6

7

Introduce your persona

Describe their current behavior

What is the main problem they’re facing?

What are they currently doing to overcome the problem themselves?

What is the problem with the current solutions out there?

Why you? How is your solution different?

What is the final outcome because they found you?

Content/message development

It’s time to tell a hero’s story.

Carmax Example

1

2

3

4

5

6

7

Person who needs a car

They are shopping for the new car.

They hate shopping around at different dealerships and haggling with every sales person they interact with.

Shopping online.

They all follow the same model at physical dealerships. Online doesn’t solve the problem, because they still

need to walk into a dealership to make the purchase.

Carmax offers a simple way to purchase a car without the haggling or commission-driven sales people.

The individual feels confident they made a solid

decision without all of the hassle.



3. Channel setup

4. Reporting setup



Brand &

Message A

udit

Current

Performance

Custom

er Insight

Define Current

Audience

Marketplace

Understanding

Competitive Audit

Define Marketing

Goals

Align MGs with

Business Goals


Select KPIs

Segmentation


Marketin

g Mix

Enga

gem

ent

Stra

tegy

Persona

Developm

ent

Empathy

Mapping

Content

Strategy

Content/Message

Developm

ent

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

Editorial

Calendar

ResourceAllocation


Tools:Reportin

g

Qualitativ

e/

Quantitativ

e Data

Prio

ritiz

e

Actio

ns


WHERE ARE WE NOW?

OB

JEC

TIV

ES

WH

ERE

DO

WE

WA

NT

TO

BE?

STRATEGY

HO

W D

O W

E GET T

HERE?

TACTICS & ACTION


ERE?

CO

NT

RO

LH

OW

WILL W

E MO

NITO

R THE PERFORMANCE?

1

23

5

4

Define and Develop Assets / Creative

Creative assets include graphics for social media posts and advertisements.

• Use fonts, colors, image treatment, etc as outlined in your brand standards

• Reference the latest specifications for image dimensions using a site like adjelly.com

• When creating Facebook ads, use the grid tool to ensure the graphic has no more than 20% text on it

• Be consistent with messaging and visual design across all platforms

• The graphics should support the post copy and grab attention

http://adjelly.com



3. Channel setup

4. Reporting setup



Brand &

Message A

udit

Current

Performance

Custom

er Insight

Define Current

Audience

Marketplace

Understanding

Competitive Audit

Define Marketing

Goals

Align MGs with

Business Goals


Select KPIs

Segmentation


Marketin

g Mix

Enga

gem

ent

Stra

tegy

Persona

Developm

ent

Empathy

Mapping

Content

Strategy

Content/Message

Developm

ent

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

Editorial

Calendar

ResourceAllocation


Tools:Reportin

g

Qualitativ

e/

Quantitativ

e Data

Prio

ritiz

e

Actio

ns


WHERE ARE WE NOW?

OB

JEC

TIV

ES

WH

ERE

DO

WE

WA

NT

TO

BE?

STRATEGY

HO

W D

O W

E GET T

HERE?

TACTICS & ACTION


ERE?

CO

NT

RO

LH

OW

WILL W

E MO

NITO

R THE PERFORMANCE?

1

23

5

4

Channel Setup

1. Is my persona on this network? - Each of those networks attract users for different reasons, and cater to different user behavior.

2.Will this account fill a need that is different from one of my other accounts? - Creating a new account should be to drive a business need, not to create one from scratch.

3. Do I have the time required to build an account?

4.Do I have the time required to monitor the account?

5. What is the plan for content planning/creating? - when creating a channel you should have a plan for sustained content creation

Channel Setup (cont.)

6.How many posts/week am I able to commit to this account?

7. Do I have budget to help build/scale this account?

8.What is the goal of this account? How will I know if it's successful? - it’s important to know what value it will bring you, how you know you should double down on your efforts, or when you may want to cut and run

9. Why is time spent on this social account more valuable than time spent doing other marketing activities?



3. Channel setup

4. Reporting setup



Brand &

Message A

udit

Current

Performance

Custom

er Insight

Define Current

Audience

Marketplace

Understanding

Competitive Audit

Define Marketing

Goals

Align MGs with

Business Goals


Select KPIs

Segmentation


Marketin

g Mix

Enga

gem

ent

Stra

tegy

Persona

Developm

ent

Empathy

Mapping

Content

Strategy

Content/Message

Developm

ent

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

Editorial

Calendar

ResourceAllocation


Tools:Reportin

g

Qualitativ

e/

Quantitativ

e Data

Prio

ritiz

e

Actio

ns


WHERE ARE WE NOW?

OB

JEC

TIV

ES

WH

ERE

DO

WE

WA

NT

TO

BE?

STRATEGY

HO

W D

O W

E GET T

HERE?

TACTICS & ACTION


ERE?

CO

NT

RO

LH

OW

WILL W

E MO

NITO

R THE PERFORMANCE?

1

23

5

4

Reporting Setup

Determine what you NEED to know and make sure you have tools and templates in place to gather that information.

• What platforms are we on?

• How big are our audiences? How are they growing?

• If we have historical data, how much did they grow on average on a monthly basis?

• Are we reaching our persona? How many people interact with posts targeted for that audience?

• Are people engaging? Do they share our content or react to it?



3. Channel setup

4. Reporting setup



Brand &

Message A

udit

Current

Performance

Custom

er Insight

Define Current

Audience

Marketplace

Understanding

Competitive Audit

Define Marketing

Goals

Align MGs with

Business Goals


Select KPIs

Segmentation


Marketin

g Mix

Enga

gem

ent

Stra

tegy

Persona

Developm

ent

Empathy

Mapping

Content

Strategy

Content/Message

Developm

ent

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

Editorial

Calendar

ResourceAllocation


Tools:Reportin

g

Qualitativ

e/

Quantitativ

e Data

Prio

ritiz

e

Actio

ns


WHERE ARE WE NOW?

OB

JEC

TIV

ES

WH

ERE

DO

WE

WA

NT

TO

BE?

STRATEGY

HO

W D

O W

E GET T

HERE?

TACTICS & ACTION


ERE?

CO

NT

RO

LH

OW

WILL W

E MO

NITO

R THE PERFORMANCE?

1

23

5

4

Resource Allocation

Human Resources

• How much time does each platform require?

• How many posts per week do we need?

Content Resources

• Does my content match what is needed on the social media platform?

• Do we have a library of content to use for a given time-period? When do we need to work on future content libraries?

Financial Resources

• Do we have a budget to spend on advertising?

• How do we allocate financial resources to the various platforms? Which is most efficient?

Brand &Message Audit

Current Performance

Customer InsightDefine Current

AudienceMarketplace

Understanding

Competitive A

udit

Define M

arketing

Goals

Align M

Gs w

ithB

usiness Goals

Set SMA

RT

Objectives

Select KPIsSegm

entation

and Targeting

Positioning and

Marketing Mix

Engagement

Strategy

Persona

Development

EmpathyMapping

ContentStrategy

Content/Message

Development

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

EditorialC

alendar

Resource

Allocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative Data

Prioritize

Actions

SI TU

AT

ION

AL A

NA

LYSIS

WH

ERE A

RE W

E NO

W?

OBJECTIVESWHERE DO WE WANT TO BE?

STRATEGY

HOW D

O W

E G

ET T

HER

E?

TACTICS &

ACTION

WHAT D

O WE N

EED TO GET THERE?

CONTROL

HOW WILL WE MONITO

R THE PERFO

RMA

NC

E?

1

2

3

5

4

Control (How will we monitor performance?)

It’s time to review everything and see what your qualitative and

quantitative data is telling you.

1. Set regular reviews

2. Report

3. Dig into qualitative/quantitative data

4. Prioritize actions


Current Performance


AudienceMarketplace

Understanding

Competitive A

udit

Define M

arketing

Goals

Align M

Gs w

ithB

usiness Goals

Set SMA

RT

Objectives

Select KPIsSegm

entation

and Targeting

Positioning and

Marketing Mix

Engagement

Strategy

Persona

Development

EmpathyMapping

ContentStrategy

Content/Message

Development

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

EditorialC

alendar

Resource

Allocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative Data

Prioritize

Actions

SI TU

AT

ION

AL A

NA

LYSIS

WH

ERE A

RE W

E NO

W?


STRATEGY

HOW D

O W

E G

ET T

HER

E?

TACTICS &

ACTION

WHAT D

O WE N

EED TO GET THERE?

CONTROL

HOW WILL WE MONITO

R THE PERFO

RMA

NC

E?

1

2

3

5

4

Set Regular Reviews

It you aren’t reviewing your data as a team, progress will stop.

• At the beginning of any project, weekly meetings are a must.

• Immediately after launch, weekly meetings may still be necessary.

• A comprehensive monthly report should be generated to show month over month trends.

• Quarterly reports will give a bigger picture of what is happening across the entire initiative.


2. Report




Current Performance


AudienceMarketplace

Understanding

Competitive A

udit

Define M

arketing

Goals

Align M

Gs w

ithB

usiness Goals

Set SMA

RT

Objectives

Select KPIsSegm

entation

and Targeting

Positioning and

Marketing Mix

Engagement

Strategy

Persona

Development

EmpathyMapping

ContentStrategy

Content/Message

Development

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

EditorialC

alendar

Resource

Allocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative Data

Prioritize

Actions

SI TU

AT

ION

AL A

NA

LYSIS

WH

ERE A

RE W

E NO

W?


STRATEGY

HOW D

O W

E G

ET T

HER

E?

TACTICS &

ACTION

WHAT D

O WE N

EED TO GET THERE?

CONTROL

HOW WILL WE MONITO

R THE PERFO

RMA

NC

E?

1

2

3

5

4

Report

Reports will reveal the good, the bad, and the ugly. Embrace all of it.

• IF weekly reports are desired, set up a simple automated dashboard that will aggregate the basic KPIs you are tracking.

• A comprehensive monthly report should be generated to show month over month trends.

• Quarterly reports will give a bigger picture of what is happening across the entire initiative.


2. Report




Current Performance


AudienceMarketplace

Understanding

Competitive A

udit

Define M

arketing

Goals

Align M

Gs w

ithB

usiness Goals

Set SMA

RT

Objectives

Select KPIsSegm

entation

and Targeting

Positioning and

Marketing Mix

Engagement

Strategy

Persona

Development

EmpathyMapping

ContentStrategy

Content/Message

Development

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

EditorialC

alendar

Resource

Allocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative Data

Prioritize

Actions

SI TU

AT

ION

AL A

NA

LYSIS

WH

ERE A

RE W

E NO

W?


STRATEGY

HOW D

O W

E G

ET T

HER

E?

TACTICS &

ACTION

WHAT D

O WE N

EED TO GET THERE?

CONTROL

HOW WILL WE MONITO

R THE PERFO

RMA

NC

E?

1

2

3

5

4

Dig Into Quantitative/Qualitative Data

Data is good, but you cannot always trust it.

• When you have the data, don’t take it at face-value.

• Make sure you spend time understanding what the data means.

• Admit when you think the data is wrong - it can be wrong.

• Understand spikes and troughs and compare to what is taking place that is both in your control (content creation, dissemination, etc.) and what is not (environment factors, discussions, etc.)


2. Report




Current Performance


AudienceMarketplace

Understanding

Competitive A

udit

Define M

arketing

Goals

Align M

Gs w

ithB

usiness Goals

Set SMA

RT

Objectives

Select KPIsSegm

entation

and Targeting

Positioning and

Marketing Mix

Engagement

Strategy

Persona

Development

EmpathyMapping

ContentStrategy

Content/Message

Development

Define & Develop

Assets/Creative

Channel

Setup

Reporting

Setup

EditorialC

alendar

Resource

Allocation

Process:

Regular Reviews

Tools:

Reporting

Qualitative/

Quantitative Data

Prioritize

Actions

SI TU

AT

ION

AL A

NA

LYSIS

WH

ERE A

RE W

E NO

W?


STRATEGY

HOW D

O W

E G

ET T

HER

E?

TACTICS &

ACTION

WHAT D

O WE N

EED TO GET THERE?

CONTROL

HOW WILL WE MONITO

R THE PERFO

RMA

NC

E?

1

2

3

5

4

Prioritize Actions

• ALWAYS walk away from a meeting with your “next steps” in place. Everyone on the team should know what’s going to happen before the next meeting.

• Go for the little wins before tackling the big stuff.

To Find Out More About Us www.multipleinc.com

Atlanta // 678.691.2705

http://www.multipleinc.com