A strategic marketing tool-set for building optimal sustainable strategies. Used in high impact strategy engagements for the likes of De Beers, Skype, SAP, Lloyds Register, RSPB and many, many others... The methodology unwraps the three core components of strategic planning from a stakeholder's perspective - Expectation, Promise and Fulfilment - outlines a connective 'equation' to link these as the level of strategic planning, and then offers a series of sub-tools to populate the framework. Having idealised the brand at the level of strategic planning, the presentation then offers some suggestions to interrogate the equation as a 'living strategy' to deliver real marketing benefits in deployment. The approach can act as a one-time desktop planning-aid for solo marketing director, communications director of startup CEO, or as a framework for deeper process of workshops and strategic cascades. It forms part of a wider "I-dealist" idealogy of reinstilling idealism back into the corporation though practical tools and processes.

1. “Ideal Brands: Real Marketing”

2. It is increasingly difficult to build and maintain
market leadership at digital pace…
disrespect
expectation fulfilment
irrelevance disengagement
promise

3. Traditional functional silos struggle to keep up
Customer Service
Market Research Sales
Customer Insight Marketing Communication
CRM Operations
HR
Finance
New Product Design
Strategic Planning
Branding

4. The organisation needs to understand
Brand Marketing as a single ‘system’
1. Needs 11. Outcomes
2. Communities
10. Communications
3. Issues Brand Idealisation 9. Engagement
Methodology
4. Influencers 8. Decisions
5. Offering 7. Purpose
6. Value-add

5. Achieving leadership requires genuine joined-
up thinking
Phase 1. Idealising the brand

6. First priority is to interrogate the ‘system’… and examine
your assumptions.
PESTLE Products
Desires Competition Projects
Dreams Governance Programmes Vision Incentives
Outcomes Sentiment Skills Mission Policies
Risk tolerances ‘Big themes’ Competencie Values Channels £?
Assumptions Cultural ‘fit’ s Value Contracts
Processes
Needs Issues Offers Purpose Engagement Outcomes
Communities Influencers Value-add Decisions Communications
Clusters Political Working method Resources Messages
Segmentations Partners Experience Assumptions Media
‘The DMU’ Competitors Innovations? Controls ‘Weight’
Users Services? Metrics Synergy
Managers Plans
Opinion Leaders

7. I. What market needs are you addressing?
EMOTIONAL NEEDS SPIRITUAL NEEDS
“I want X, Y, Z”
FUNCTIONAL NEEDS SOCIAL NEEDS

8. II. Who are your communities of need?
ENGAGED
SUSPECTS RECRUITS
SHADOWS PROSPECTS
ALIGNED

9. III. What forces are changing those needs and
those communities?
NEGATIVE…POSITIVE
LIKELIHOOD

10. IV. Who affects the value you deliver?
ADVOCATES
DETACHED
ENGAGED
ADVERSARIES

11. V. What is your current offering? (transactions)
VALUE
DIFFERENTIATION

12. V. What is your current offering? (relationships)
VALUE
DIFFERENTIATION

13. VI. What else could you offer? (transactions)
VALUE
ENGAGEMENT
ETHICS
EMOTION
KNOWLEDGE
SERVICE
PRODUCT
DIFFERENTIATION

14. VI. What else can you offer? (relationships)
VALUE
EMPOWERMENT
ALIGNMENT
EMPATHY
UNDERSTANDING
EXPERIENCE
VALUE
DIFFERENTIATION

15. VII. What more can the brand stand for?
TRANSACTION RELATIONSHIP
‘Principles’ ‘Vision’
IMPLICATION MOTIVATION
VALUES
VALUE
PROMISE INTENT
‘Offer’ ‘Mission’

16. VII. What is your current brand proposition?
TRANSACTION RELATIONSHIP
‘Principles’ ‘Vision’
IMPLICATION MOTIVATION
VALUES
VALUE
PROMISE INTENT
‘Offer’ ‘Mission’

17. VIII. What is your strategy?
REVENUE PRODUCTIVITY
OPP vs RISK COST

18. IX. What resources do you need?
KNOWLEDGE PEOPLE
FINANCES PARTNERS

19. X. What /How do you communicate?
CREATION DIRECT MEDIATED
DEMAND
PRODUCT
SALES

20. XI. What are your goals?
COLLECTIVE
QUANTITATIVE
QUALITATIVE
INDIVIDUAL

21. Then “Idealise” your insights to build a coherent
Brand Story
Highest Most Most Highest Best
value… authoritative… differentiating… yield… targeted…
2. Communities 4. Influencers 6. Value-Add 8. Decisions 10. Communications
1. Needs 3. Issues 5. Offers 7. Purpose 9. Engagement 11. Outcomes
Most Highest Most Most Most ..in order to
valued… impact… compelling… motivating… trustworthy… reach
clear
business or
relationship

22. Phase 2
Realising
Marketing

23. Managing Marketing Reality depends upon three
key disciplines
Brand Fulfilment to
Brand Expectation…
Reputation
Management
Sta
lue ent En keh
Va m ga old
n ge
Alig me er
Brand Expectation to nt Brand Promise to
Brand Promise… Brand Fulfilment…

24. As delivery evolves, the brand’s ‘reality’ is constantly
challenged…
are are does nothing to are not are confusing
disengaged… antagonised… differentiate… followed or counter-
through into productive…
actions..
2. Communities 4. Influencers 6. Value-Add 8. Decisions 10. Communications
1. Needs 3. Issues 5. Offers 7. Purpose 9. Engagement 11. Outcomes
are poorly are missed or are divorced is disbelieved is partial and do not
understood… dismissed… from or ridiculed… short-term… materialise and
expectations… are never
scrutinised…

25. Realising Marketing:
driving purpose into the ‘system
Which needs will What new How are we engaging
grow fastest for requirements can we the whole ecosystem
my customers? anticipate? for profit?
Needs Issues Offers Purpose Engagement Outcomes
Communities
Communities Influencers Value-add Decisions Communications
Who will drive a change Am you leveraging Is the ‘total offer’ well
in requirements? brand reputation? articulated?
How well do we know Are we getting it to the right
them? people?
Are we talking our customers’ language?