Upload
atomic20
View
221
Download
0
Embed Size (px)
DESCRIPTION
Â
Citation preview
MAPPING YOUR
Brand DNAA Guide to Finding
the Right Message,
for the Right People,
at the Right Time
A20CB03.5
Page 1 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Table of ContentsPurpose 2
What to Expect 3
Organization 4
Understanding Your Customer 8
Your Brand 12
The Right Message 16
The Right Time 20
Marketing 24
Positioning Statement 28
Brand Summary 28
What’s Next 28
CON
TEN
TS
Page 2 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
“Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: marketing and innovation.
Marketing and innovation produce results; all the rest are costs. Marketing is then a distinguishing, unique function of the business.”
—Peter Drucker PU
RP
OSE
Page 3 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
What to ExpectWelcome to the launchpad for your business. What you are about to learn can propel your business to the next level.
You’ll leave here with all the elements you need to create a plan that fits your business. A plan that can be the difference between driving sales and just spending marketing dollars.
You’ll learn how to look at your market, your business, and customers in an entirely new way. You will start to see the deeper connections between all three, and how to deliver the right message to the right people at the right time.
It’s not easy. If it was, everybody would be doing it and you would be drastically behind the market. Fortunately, you’re reading this, so you’re already ahead of the curve.
Let’s get this started.
EXP
ECTA
TIO
NS
Page 4 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Know Your Business ModelAlexander Osterwalder’s Business Model Canvas
Dr. Alexander Osterwalder, one of the most recognized thought leaders on business model design, created the business model canvas. We use an adaptation of Dr. Osterwalder’s model, the Lean Canvas, to focus on what most organizations need:
• Vision—Where do you want to be?
• Problems—What problems are you solving?
• Solutions—How do you solve those problems?
• Key Metrics—How will you determine success?
• Customer Segments—Who buys what you’re selling?
• Value Propositions—Why should your customer segments buy what you’re selling?
• Unique Advantage—What do you offer that nobody else can or does?
• Channels—How do you reach your customers?
• Revenue Streams—From where does your money flow?
• Cost Structure—What does it cost to deliver?
Only when you understand how your business works in these terms can you truly begin to understand your customers, marketing, messaging and timing.O
RG
AN
IZAT
ION
Page 5 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Solution
Key Metrics
Unique Advantage
Channels
Problem Value Proposition
Customer Segments
Cost Structures Revenue Streams
Vision
Lean Business Model Canvas
Page 6 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
OR
GA
NIZ
ATIO
N
Questions
Big Ideas
Page 7 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
Page 8 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Understanding Your CustomerCustomer Personas and Empathy Map
The big thing that most companies forget when it comes to marketing is that if you don’t understand with whom you’re talking, they’ll never get the right message. You can rarely effectively influence or sell to someone based purely on their demographics. Purchase decisions are influenced by the person’s entire environment. Deeper understanding of the audience brings a more effective message and influence.
To discover more about your customers, consider these three questions:
1. What is one type of person or group that benefits the most from your product or service?
2. Do you know everything there is to know about them? If not, what else could you discover?
3. What other brands or companies are going after this same audience?
Remember to do this for each of your customers. No two types of customer will have the same pains and gains.
CUST
OM
ER
Page 9 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
PainFears
FrustrationsObstacles
GainWants/Needs
Measures of SuccessObstacles
Think & FeelWhat really counts?
Major preoccupations, worries, & aspirations
Attitude in publicAppearance
Behavior towards others
Say & Do
See?EnvironmentFriendsWhat the market offers
Hear?What friends sayWhat boss says
What influencers say
What Does (S)He:
Page 10 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
CUST
OM
ER
Questions
Big Ideas
Page 11 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
Page 12 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Finding Your EssenceHow to Talk to Your Customer
Companies with a competitive edge go beyond features and benefits. Connecting with, and retaining customer layalty takes more than that.
• Features: Tangible aspects of the Brand.
• Functional Benefits: What the product/service does for the customer.
• Emotional Benefits: The total customer experience. How you feel or your state of being when associating with the Brand.
• Values: Beliefs and attitudes the Brand stands for that resonate with the target.
• Personality: How the Brand is expressed or comes across to customers.
• Essence: A single thought that captures the essence or soul of the brand. ESSE
NCE
Page 13 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Brand Pyaramid
Personality
Functional Benefits
Values
Features
Essence
Emotional Benefits
Page 14 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
ESSE
NCE
Questions
Big Ideas
Page 15 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
Page 16 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Cultivating Your MessageTuning Your Message to Your Audience
Developing a content strategy for your marketing efforts is critical to your success. Like it or not, in today’s market, you need to be a media mogul. You have to provide useful and timely information. However, without knowing what to say when and where, you will miss opportunities to pull the trigger that moves your motivated and able prospects to take the next step toward buying.
As written by the authors of Duct Tape Marketing, the power of story as a business building and marketing tool is undeniable. A simple story can draw upon our emotional desires in ways that reams and reams of logical data never will.
While an uplifting story or even a tragic story can capture the listener’s interest, the real power of storytelling in business is that it permits a business to illustrate values and beliefs in action. Stories build commitment. They entertain, simplify, and inspire. They are easy to share. Great leaders are often great storytellers.
Fill in the four stories that illustrate your brand/company story that will attract and engage your target audience.
MES
SAG
E
Page 17 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Four Stories for Every Business
The Passion Story The is often the owner’s story, a tale of why they started the business, how the business serves their own personal mission or purpose in life. Why they get up and go to work, why they love what they do or what happened in life that set them on their current path.
The Purpose Story This is mostly the story about why you do what you do in business and not at all about what you do. For many people this can be a story about mission or higher calling, but it can also be about who you serve and why.
The Positioning Story This is the story that illustrates how you want the market to perceive your brand. A true positioning story is one that authentically captures your purpose in action – it’s how purpose is packaged in a way that allows your target audience to connect to you.
The Personality Story This is the story that gets at how people experience your purpose or brand. This is the story that illustrates the traits that are on display in every action, product, service, decision, hire, process or promotion.
Page 18 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
MES
SAG
E
Questions
Big Ideas
Page 19 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
Page 20 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Know Your Customer’s JourneyConnecting with Customers in New Ways
In a recent Harvard Business Review article, David C. Edelman, co-leader of McKinsey & Company’s Global Digital Marketing Strategy practice, proposed a new way of looking at the customer relationship cycle.
Every prospect goes through multiple stages before making a buying decision. Some take :30 seconds, some take 30-90 days. The key is that you must be aware of where your prospects are in the process so that you can invoke activities and use messaging and content that nudge them into the next stage.
Questions to consider:
1. What stage of the loop is most challenging for you and your business?
2. What stage is the target audience that you defined sitting in today?
3. In each stage, list one activity you could do that would move the prospect to the next stage.
TIM
ING
Page 21 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
The Customer Decision Journey
Page 22 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
TIM
ING
Questions
Big Ideas
Page 23 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
Page 24 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Understanding Your MarketThe Fogg Behavior Model
In the Stanford University Persuasive Technology Lab, B.J. Fogg developed a new model for evaluating the effectiveness of persuasive products. In short, there are three principal factors:
• Motivation—How motivated is a person to perform a desired behavior?
• Ability—Does the person have the ability to perform the desired behavior?
• Triggers—What triggers must be present for the desired behavior to occur?
You need to understand each of these factors and how they influence behavior before moving on. When you have high motivation and the ability to perform the task, you get the desired behavior you’re looking for.
The key here is making it easy for your prospects/customers and then finding ways to motivate them. Once you have those two factors lined up, then all you need is a trigger to say, “This is a good time to do that.”M
AR
KET
ING
Page 25 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
HighMotivation
LowMotivation
HighAbility
LowAbility
TriggerApplied
Incr
easing likelin
ess to perfo
rm desire
d behavior
Ability (Simplicity)M
otivation
DesiredBehavior
The Fogg Behavior Model
Page 26 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Questions
Big Ideas
MA
RK
ETIN
G
Page 27 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
Page 28 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Brand Positioning
For____________________,
who are________________
__________________ is the
_______________________
among all ______________
because _______________.
Who is your core target market?
What is the target market desiring?
Your Brand
What makes your brand different?
Who do you compete with?
What’s the reason they should believe you?
Page 29 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Brand Summary
Brand Idea
Positioning Statement
Brand Attributes
Brand Values
Value Propositions
Key Messages
Page 30 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Your Next Step
Using this information is even more important than developing it. Take a moment now to write down your biggest takeaway from each category.
Business Model Canvas
Empathy Map
Brand Pyramid
Story
Customer Journey
Behavior Model
Page 31 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
Page 32 ©2015 Confidential. Do not duplicate without permission. ATOMIC20.com
Notes
2088 Broadway Boulder, CO 80302 atomic20.com 855 247 1395