MAPPING YOUR
Brand DNA A Guide to Finding the Right Message, for the Right People, at the Right Time
A20 CB03.5
Purpose
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
Page 1
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CONTENTS
Table of Contents
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PURPOSE Page 2
“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
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Welcome 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.
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EXPECTATIONS
What to Expect
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ORGANIZATION
Know Your Business Model
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Alexander 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.
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Lean Business Model Canvas Vision
Problem
Solution
Key Metrics
Cost Structures
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Value Proposition
Unique Advantage
Customer Segments
Channels
Revenue Streams
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ORGANIZATION
Questions
Page 6
Big Ideas
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Notes
Page 7
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Understanding Your Customer
CUSTOMER
Customer Personas and Empathy Map
Page 8
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.
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What Does (S)He:
Think & Feel
What really counts? Major preoccupations, worries, & aspirations
See?
Hear?
Environment Friends What the market offers
What friends say What boss says What influencers say
Attitude in public Appearance Behavior towards others
Say & Do
Pain
Fears Frustrations Obstacles
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Gain
Wants/Needs Measures of Success Obstacles
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CUSTOMER
Questions
Page 10
Big Ideas
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Notes
Page 11
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Finding Your Essence How to Talk to Your Customer
ESSENCE
Companies with a competitive edge go beyond features and benefits. Connecting with, and retaining customer layalty takes more than that.
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• 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.
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Brand Pyaramid Essence
Personality
Values
Emotional Benefits
Functional Benefits
Features
Page 13
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ESSENCE
Questions
Page 14
Big Ideas
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Notes
Page 15
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Cultivating Your Message
MESSAGE
Tuning 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. Page 16
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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 17
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MESSAGE
Questions
Page 18
Big Ideas
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Notes
Page 19
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Know Your Customer’s Journey Connecting with Customers in New Ways
TIMING
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.
Page 20
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The Customer Decision Journey
Page 21
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TIMING
Questions
Page 22
Big Ideas
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Notes
Page 23
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Understanding Your Market
MARKETING
The Fogg Behavior Model
Page 24
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.”
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The Fogg Behavior Model
High Motivation
Desired Behavior
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Trigger Applied
Low Motivation Low Ability
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Ability (Simplicity)
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High Ability
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MARKETING
Questions
Page 26
Big Ideas
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Notes
Page 27
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Brand Positioning
For____________________, Who is your core target market?
who are________________ What is the target market desiring?
__________________ is the Your Brand
_______________________ What makes your brand different?
among all ______________ Who do you compete with?
because _______________. What’s the reason they should believe you?
Page 28
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Brand Summary
Brand Idea
Positioning Statement
Brand Attributes
Brand Values
Value Propositions
Key Messages
Page 29
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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 30
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Notes
Page 31
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Notes
Page 32
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