CHIEF BRAND

OFFICER

THE PROBLEMs WITH STRATEGY...

... And This Is NOTWhat You Think It Is

... can be solved by a

Few businesses understand

STRATEGY

OF FIRMS MAKE STRATEGIC DECISONSWITHOUT A FORMAL PROCESS74%

& fewer have a viable one.

OF FIRMS MAKE STRATEGIC DECISONSWITHOUT A FORMAL PROCESSOF FIRMS MAKE STRATEGIC DECISONSWITHOUT A FORMAL PROCESS

Vision, mission statement, charts and graphs, Carefully constructed, many hours of work Sitting on a shelf in a binder, waiting……

Yet, If you do have a strategic plan….

Sound Familiar? (Be Honest)

Banks love these,Entrepreneurs...not so much

Vision, mission statement, charts and graphs, Carefully constructed, many hours of work Sitting on a shelf in a binder, waiting……

Vision, mission statement, charts and graphs, Carefully constructed, many hours of work Sitting on a shelf in a binder, waiting……

...When was the last time your

was referred to? used to make a decision?taken off the shelf?

strategic plan

Are you where you think your firm should be following your exsting planning method?

OF FIRMS WITH A STRATEGIC PLANDON’T IMPLEMENT IT70%

How many people in the company have a copy? Understand it? Use it?

Is your organization making the right decisions to get there?

Strategic plan in action?

OF FIRMS WITH A STRATEGIC PLANDON’T IMPLEMENT ITOF FIRMS WITH A STRATEGIC PLANDON’T IMPLEMENT IT

What’s wrong with having a

STRATEGY based on a strategic plan?

Are you where you think your firm should be following your exsting planning method?

OF FIRMS WITH A STRATEGIC PLANDON’T IMPLEMENT ITOF FIRMS WITH A STRATEGIC PLANDON’T IMPLEMENT ITOF FIRMS WITH A STRATEGIC PLANDON’T IMPLEMENT IT

Overestimates ability to predict the future by looking at pastKeeps them in a cycle of plans tied to budgets & calendarsIs designed around what they can controlBinds them to the status quoEquates brand to a tactic

SO WHAT?

follow a standard process thatMost Organizations

This Standard Strategy Process Is Designed

...Not Drive Success.

Overestimates ability to predict the future by looking at pastKeeps them in a cycle of plans tied to budgets & calendarsIs designed around what they can controlBinds them to the status quoEquates brand to a tactic TO ALLAY FEAR...

TO DRIVE SUCCESS...

Market GrowthEmployee Development & RetentionNew productsIncreased RevenueOperational EffectivenessDecreased sales cycles ...

Brand-based Strategy

...move to

Not Your Logo, Tagline, or Website

Establishes strategy Becomes the basis of decision makingDefines relationshipsMoves firm from business plan to business model

BRANDYour Authentic

CHIEF BRAND OFFICER

STRATEGY based on authentic brand

is developed by your

Not design, not creative

Independent functional role

Part of Exec Team

Leads organization’s brandDefines it

Leads culture to understand, embraceChampions Brand Experience

Researches - evidenced based

Drives it

A

Leads organization’s brand

Leads culture to understand, embraceChampions Brand Experience

Leads the business modelDefines it

Moves to Business Model Canvas

Establishes new KPI/metricDevelops Strategic Partners

Drives it

A

Leads innovationDefines it

Researches - evidenced based

Leads organizational collaboration Works cross- functionally

Drives it

departmentdiscipline

A

Leads organizational collaboration Works cross- functionally

A Chief Brand Officer

is Like A Head Chef

They Don’t

Run The

Restaurant

They Just Make It Work

BRAND-BASED STRATEGIES DRIVE

OUTCOMES

Grows an entrepreneurial mindsetEngergizes innovative cultureImproves operational resultsRetains the best talentImproved decision making

BRAND-BASED STRATEGIES DRIVE OUTCOMES start on the inside

Increased equityUnique differention & positioningStrategy for “blue ocean” effortsImproved sales/marketing resultsStronger partnerships

OUTCOMES finish on the outside

Increased equityUnique differention & positioningStrategy for “blue ocean” effortsImproved sales/marketing resultsStronger partnerships

CHIEF BRAND

OFFICER

THE PROBLEMs WITH STRATEGY...

... can be solved by a