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Morris Ernst, 1933
Publish Ulysses, legally
Win court case before publication
Get the right judge and jury
Make the case about literary opinion
Get prosecuted under import laws
Get myself arrested
O
S
T
I want to lose weight
Lose ten kilos
Diet (eat better, exercise more)
Record calorie intake and exercise output
Visualise ‘thinner me’
Use stairs instead of the lift
Join up with other dieters
O
S
T
Steve Jobs, Apple, 1997
Survival
Simplification
Products
Style
Management systems
Team structures
O
S
T
The diagnosis
A guiding policy
Coherent actions
The obstacles in the way of success
Signpost your approach to dealing with the
obstacles
Feasible actions and resource commitments to
carry out the guiding policy
* Create UK, A Strategy for the creative industries to 2020, progress report, Government guidance regional growth fund Feb 2015 gov.uk, Industrial strategy, aerospace infographic, automotive infographic gov.uk
+44%Amazon revenues
Netflix subscribers
Annual Google searches
Facebook users
£ generated by Kickstarter
+61%
+18%
+39%
+81%
Source: Creating growth: measuring cultural and creative markets in the EU, EY, 2011-14
Craigslist
disruption map
Source:Budd Caddell https://medium.com/nobl-collective/culture-is-more-than-a-ping-pong-table-d8c634e475f
“Most people don’t appreciate why so many
great companies come out of Silicon Valley.
It’s not just that you build an app and
everything works out. First mover means
first mover to scale.
If you don’t play the move-fast game, you
can frequently lose out to someone who
is.”
Reid Hoffman, co-founder LinkedIn
“Most people don’t appreciate why so many
great companies come out of Silicon Valley.
It’s not just that you build an app and
everything works out. First mover means
first mover to scale.
If you don’t play the move-fast game, you
can frequently lose out to someone who
is.”
Reid Hoffman, co-founder LinkedIn
Having sat in countless pitches around
the world, this particular idea is the least
understood outside of Silicon Valley.
While everyone outside the Valley
pitches their app/idea/concept, people
inside the Valley are pitching their
growth tactics.
Paul Singh, Entrepreneur
“I think science is not about absolutes.
Science is about honesty.
The idea that scientists are some kind
of priests that have unique access to
knowledge about nature is nonsense –
in many ways I see it as the codified
application of common sense.
It’s like plumbing."
Source: http://gu.com/p/49je3/sbl
“I think science is not about absolutes.
Science is about honesty.
The idea that scientists are some kind
of priests that have unique access to
knowledge about nature is nonsense –
in many ways I see it as the codified
application of common sense.
It’s like plumbing."
Source: http://gu.com/p/49je3/sbl
strategy
Strategy
strategists
“I think science is not about absolutes.
Science is about honesty.
The idea that scientists are some kind
of priests that have unique access to
knowledge about nature is nonsense –
in many ways I see it as the codified
application of common sense.
It’s like plumbing."
strategy
Strategy
strategists
Source: http://gu.com/p/49je3/sbl
“People don’t buy what you do,
they buy why you do it.
What you do is the proof of what
you believe.”
Simon Sinek
To create a better everyday life for the many people
Build the best product, cause no unnecessary harm, use
business to inspire and implement solutions to the
environmental crisis
To get the jeans makers of Cardigan Bay their jobs back
“It supplies your inner drive. It fuels innovation. It
finds your best people. It keeps them with you when
other companies come poaching. They will.
It keeps you staying true, when it would be easy to
compromise. It stops you from quitting when times
get tough. And, they will.
Purpose gives you a backbone because the goal is
bigger than yourself.”
Key questions:
Who are they demographically?
Are they current, potential or lapsed users of your category?
What do you know about their attitudes, lifestyle and behaviour?
What do you know about their digital behaviours?
What do your early adopters look like, and who can they reach?
How can you bring them to life beyond numbers?
Understanding your audience
Cultural
Creatives35-75
Male/Female 50/50
Likely to have children
What really counts
Worries and aspirations
What do they hear around them
Who influences the audience
What are others sayingWhat do they see around them
What is their environment
Attitudes
Behaviours
THINK & FEEL
SAY & DO
HEARSEE
THINK & FEEL
SAY & DO
People looking for a positive change. They’re focused on the future a better legacy for their
children but also want a fairer society. They realise things could be different
and want to take control. They’re proud of their beliefs and able to make a
difference. Ethical decisions no longer about self-sacrifice
but critical for all. They like the satisfaction
of being part of something.
Ethical messages are
everywhere. CCs are aware
that is a political issue as well as
a moral one – they see the burden of
regulation, and also how a green
agenda hasn’t always translated into
sympathetic policy.
They live well – are
affluent and live in nice areas,
both rural and urban.
They might be academics, or retired
professionals, or people who are excited by the
new wave of social entrepreneurship that
exists around them.
Popular parts of the country are Bristol
and Bath, Lancaster and the Lake District - free
thinking areas where countryside is close enough
to feel important.
They’re reading about positive investment,
renewables, and ethical business everywhere.
Campaigns like The Guardian’s Keep It In
The Ground are normalising
the movement and giving
people agency.
They hear about banker’s bonuses, but also
the innovations coming from the start-up
community and understand that alternative
methods are achievable if the will exists.
They have the time to seek financial advice.
They are prepared to investigate and
understand options before making a decision.
They won’t necessarily use an IFA, but
they will consult popular figures like
Martin Lewis.
35-75
Male/Female 50/50
Likely to have children
They are activists and are happy to belong
publicly to cause-based campaigns and more militant
charities – Avaaz, 38 Degrees.
Could be existing investors. Cash ISA customers could be new or looking to switch.
Existing customers often attend Triodos AGMs. Hardcore Greens are likely to
convert directly, but those less sure will investigate and need reassurance.
Cultural
Creatives HEARSEE
The diagnosis
A guiding policy
Coherent actions
The obstacles in the way of success
Signpost your approach to dealing with the
obstacles
Feasible actions and resource commitments to
carry out the guiding policy
Action plan techniques
S. T. E. E. P.
A. C. T. I. O. N.
Behaviour x Motivation
Three simple questions
Strategy frameworks
Social Technological Economic Environmental Political
A new FS mindset
Generational change
Financial and job insecurity
Category inertia
New platforms
Greater choice and more control
Switching made easier
Ethical funds performing well
Generally poor rates and lack of
trust
Punitive conditions for
Third Sector loan
More recognition for local and
ethically sourced products
Greenwash
Financial compromise?
Tax relief schemes
Bonus caps
Polarisingmainstream
discourse
Social Technological Economic Environmental Political
A new FS mindset
Generational change
Financial and job insecurity
Category inertia
New platforms
Greater choice and more control
Switching made easier
Ethical funds performing well
Generally poor rates and lack of
trust
Punitive conditions for
Third Sector loan
More recognition for local and
ethically sourced products
Greenwash
Financial compromise?
Tax relief schemes
Bonus caps
Polarisingmainstream
discourse
Mistrust in institutions and new ideas about
saving mean that more people than ever
don’t want to only do well, they want to do
good too.
People are overwhelmed by choice in FS.
They don’t know what to do for the best.
When the most likely outcome of a decision
is that it’ll be wrong, the smartest thing to
do is nothing. Unless there’s a bigger
reason, a higher purpose that can drive the
choice
As green and sustainable propositions become
more commonplace, there’s a risk that
credible pioneers get out-shouted or look
out-dated. Now is the time to stand out with
products that connect back to the brand’s
beliefs.
Messaging
Connect your beliefs with the product more clearly
Content
Promote a different kind of return: the customers’ success
you have enabled
Channels
Zig when others zag: grab attention by doing what your
competitors won’t
Making Cash ISAs stand out
AMBITION CULTURE TECHNOLOGY
INSIGHT OPPORTUNITY NEEDS
What problem are you trying to solve
today?
What’s the single thing that would make
the biggest difference to your business?
What is your ultimate ambition?
What is your roadmap to get there?
What do we know about our target
audience?
What are the drivers and barriers to using
your service?
What do we need them to do differently
to impact our business problem?
Capabilities and confidence in digital
Integration and operations
Measurement and effectiveness
Appetite to try new things
Experiment vs roadmap?
Test and learn vs Just do it?
What platforms do you use?
What’s your capability in digital and what
do you need?
What channels could you expand into?
How will you measure what digital does
for you?
What trends do we observe in consumer
and category behaviour?
What opportunities do new technologies
give us to unlock our business problem?
What can we learn from what others are
doing?
What does the business need?
What do customers need?
What do internal stakeholders need?
How can we reconcile those needs?
...at the point of use
…so that they are the first to hear about it
…so that they choose you over your competitors
…where you have identified your barriers
What opportunities can you create?
Shutterly Fabulous California Shutters The Shutter Store
No other shutters come close. See it. Love it. Do it yourself.You measure, you install, you
save.
Grow consideration of Shutters in the bigger Window Coverings market with a smart portfolio approach What do we want to achieve?
What’s the proposition for each brand?
What’s the source of business?
High revenue M&I customers prepared to pay for quality and
service
People who want quality but would rather spend in time or effort to get
the look they want
New buyers needing an accessible entry point for a premium alternative
to curtains or blinds
How will we target buyers?
What’s the focus for content?
What’s the role of media?
Generate visibility and use of our premium assets to make it easier for
people to buy into the dream.
The premium and authentic nature our product and materials. Sell the
dream and how we realise it.
To inspire and motivate an affluent audience with a design-led offer
Go the extra mile to help aspirational customers with innovative service to
help them get their dream look.
Bespoke and on-demand help and advice to meet the needs of each
individual customer.
Reach target segments, demonstrate service from first contact
Educate and reassure customers with the practical and economical benefits
of Shutters
The benefits, barriers, options and value offer by Shutters. Confident
price comparison.
Unlock opportunity of in-market Window Coverings customers
With practical, achievable steps that realise the vision as part of a manageable roadmap Where do we start?
STRATEGIC FRAMEWORK – SHUTTER GROUP
Reduce prevalence -
21% to 18.5% by 2015
STRATEGIC FRAMEWORK – PHE STOPTOBER
BRAND PLATFORM/WORLD
CARE-ABOUTS
PURPOSE
KEY AUDIENCE GROUPS
ROLE FOR COMMS
CHANNEL
METRICS
FRAME OF REFERENCE
MESSAGING
STAKEHOLDER
BUDGET SPLIT
Increase the overall number of quit attempts
2012: XK quitters, beat target by XK, etc
Stoptober (Brand Wheel, 28 days, October, 5 times more likely to quit)
CHANGE AMBITION
CAMPAIGN PROPOSITION TBC - Dare
Public SectorDH Ministe
r/Policy
Local
authorit
ies
HCPs
Private SectorCEOs
InfluencersMedia
partner
s
Media
influenc
ers
Stoptob
er
Advoca
tes
Celebrit
ies
Individuals
Stop-porters
(Mosisters)
SMEs Retailers Potential quitters