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Strategyplaybook
 

Strategyplaybook

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Strategyplaybook Strategyplaybook Presentation Transcript

  • STRATEGY PLAYBOOKDesigning Responsive Strategy for Creative Agencies1
  • Create a systemic, proactive and continuous growth that builds onthe agency’s existing strengths without diluting its unique culture.THE CHALLENGE.2
  • NewOfferingsExistingOfferingsExisting Clients New ClientsMaking legacy businessmore valuable(Integrated campaigns, Digital products,Digital systems)Adding new services(Labs, Studios, Interactive Production,Digital product development, Social Media,Digital strategy, Digital media planning))Expanding into newcategories and industryverticals?AGENCIES RESPOND TO THIS CHALLENGE BY:3
  • Can agencies becomevalue brokers in thedigital world?THEY ARE SLOWER TO TACKLE A LONG-TERM, FUTURE-FACING GROWTH OPPORTUNITY:NewOfferingsExistingOfferingsExisting Clients New ClientsMaking legacy businessmore valuable(Integrated campaigns, Digital products,Digital systems)Adding new services(Labs, Studios, Interactive Production,Digital product development, Social Media,Digital strategy, Digital media planning))Expanding into newcategories and industryverticals4
  • THE ROLE OF STRATEGY IN THE LONG-TERM,FUTURE-FACING GROWTH5
  • BY ITS VERY NATURE, STRATEGY IS WELL POSITIONED TO HELPCONSUMERBRANDBUSINESS MARKET• It clarifies the problem• Formulates the hypothesis about thesolution and selects a method to test it• Sets clear and constant objectives• Defines resources needed to meet them• Combines convergent and divergentthinking, direction and inspiration• Human-centered, sustainable, holistic• Designs the plan for execution• Requires internal and external collaboration• Defines how success will be measured6
  • • Surveys, focus groups and secondary-research audience insights• Brand Models• Trend mapping• Competitive overviews• Summary of best practices• Comms planning and Engagement Planning• Data and Analytics• As a set-up for creative conceptsBUT THE WAY AGENCIES ARE CURRENTLY USINGSTRATEGY IS LIMITED:7
  • • Create a hub for primary, design thinking-driven consumer insights, brandaudits, and business analysis. Develop problem-solving briefs andestablish a digital-first strategic process. Don’t just set the stage for thecreative, but inspire it to become even better.THIS IS HOW THEY CAN BE USING IT:8
  • • Create a hub for primary, design thinking-driven consumer insights, brandaudits, and business analysis. Develop problem-solving briefs andestablish a digital-first strategic process. Don’t just set the stage for thecreative, but inspire it to become even better.• Explore new revenue models and come up with new commerceopportunities for brands. Detect digital growth opportunities on an agencylevel.THIS IS HOW THEY CAN BE USING IT:9
  • • Create a hub for primary, design thinking-driven consumer insights, brandaudits, and business analysis. Develop problem-solving briefs andestablish a digital-first strategic process. Don’t just set the stage for thecreative, but inspire it to become even better.• Explore new revenue models and come up with new commerceopportunities for brands. Detect digital growth opportunities on an agencylevel.• Nurture relationship with innovators who are disrupting business. Connectthe agency with the wider digital ecosystem.THIS IS HOW THEY CAN BE USING IT:10
  • • Create a hub for primary, design thinking-driven consumer insights, brandaudits, and business analysis. Develop problem-solving briefs andestablish a digital-first strategic process. Don’t just set the stage for thecreative, but inspire it to become even better.• Explore new revenue models and come up with new commerceopportunities for brands. Detect digital growth opportunities on an agencylevel.• Nurture relationship with innovators who are disrupting business. Connectthe agency with the wider digital ecosystem.• Create thought leadership content (articles, POVs, reports, presentations)to be used in agency marketing and sold to clients.THIS IS HOW THEY CAN BE USING IT:11
  • • Create a hub for primary, design thinking-driven consumer insights, brandaudits, and business analysis. Develop problem-solving briefs andestablish a digital-first strategic process. Don’t just set the stage for thecreative, but inspire it to become even better.• Explore new revenue models and come up with new commerceopportunities for brands. Detect digital growth opportunities on an agencylevel.• Nurture relationship with innovators who are disrupting business. Connectthe agency with the wider digital ecosystem.• Create thought leadership content (articles, POVs, reports, presentations)to be used in agency marketing and sold to clients.• Become a new revenue stream for the agency as a stand-alone servicethat is pitched to clients separately from creative development. Expandagency offerings to include brand books, social media playbooks, brandstrategy, strategic platform development, and content strategy.THIS IS HOW THEY CAN BE USING IT:12
  • INSPIREINNOVATE CONNECT LEADMORE SPECIFICALLY, STRATEGY CAN SPUR GROWTH BYFOCUSING ON THE FOLLOWING TASKS:13
  • 14Innovation of consumer experience and commerce business models
  • InnovateDesign anddevelopinnovativeexperiencesand commercebusinessmodels.Scout digital marketsto come up with newbusiness & revenueideas.At best, you’d createmoney that didn’t existbefore you came upwith the idea (AirBnBand Uber have alsodone it.)15
  • First step is to ask what business youare in.Stop defining yourself as an agency. You arenot only about creative ideas, campaigns,media plans, design or production.You are about business solutions, greatexperiences, sustainable systems, content anddistribution. You are an advisor, broker andcurator.When you redefine yourself like this, the rangeof solutions you can come up with expands.The range of problems you can solve andclients you can serve expands, too.16
  • Find new ways to solve problems:• How might we create positive acquisitionutility by innovating with a flexible check-inprocess?• How might we make the existing brandofferings more valuable through creatingcontext for their consumption, coming upwith meaningful extensions or adding utility?• How might we turn utility into ads? How mightwe introduce fun, small solutions into ourmedia plans?• How might we utilize sharing economy todeliver value to our brands?• How might we translate our brands’ valuechain into customer experience flow?17
  • 18DIGITAL COMMERCE MARKETSRetail is the biggest digital commerce market, but it’s not the only one.There is a number of possible digital revenue streams.
  • 19Connect: Create a marketplace for ideas, capital and collaboration
  • ConnectConnectdifferent dotsto createsomethingnew.Use digitalinfrastructure to bundleyour clients’ offeringswith innovative,disruptive solutions.By doing so, create anew revenue sourcefor brands.20
  • ConnectCreatemeaningfulcollaborationsbetweenbrands.Know what behavioryou need to affect toachieve desiredbusiness results foryour clients. This willlead you to the rightcomplimentarypartners.21
  • ConnectHelp thosewho disruptbusiness. Connect brands withinnovators:Mix community andcommerce to increaseproducts’ reach.Use collaborativeconsumption toincrease brand affinity.Employ redistributionmarkets to extend theproduct lifecycle.22
  • ConnectTurn into avalue broker.There is currently a bigdemand for platformsthat allow consumersto invest in theproducts, people andcompanies they knowand love.These platforms aremulti-sided: they serveentrepreneurs,advisors and investors.The main benefit in thisecosystem is thatwhoever builds aplatform, owns it.23
  • ConnectMix marketingand utility.Ads don’t have tocome in the form ofbanners. They canalso be digitalproducts.Integrate your love fordigital products withyour extensivedistribution andmarketinginfrastructure.24
  • 25Lead the industry conversation through insights, tools and direction
  • LeadExpose thefreshestpeople,solutions andideas of ourtime.Strategy’s leadershiptask is to influence,shape and directindustry conversations.In order to become athink-thank, strategyneeds to keep close tothose who aredisrupting business.It also needs to be ableto communicate itsinsights in simple andclear way, to multipleaudiences.26
  • CRAFT THINK FINDUse insights into thelatest trends intechnology & behaviorto build products andtools that respond toclients’ andcustomers’challenges.Curate articles,interviews, expertopinions and data thattalk about newmechanisms ofcreating value. Becomea go-to resource fordigital markets.Put selected thinkers,doers and writers onthe map and exploretheir ideas on the futureof commerce, brands,technology andbusiness.27
  • 28Use inspiration tools to make the creative better
  • InspireUse theprinciples ofdesign thinkingto enrich thecreativeprocess.The aim of greatstrategy is to liberategreat creativity (and notto make plannersfamous).The fastest route toinspiration is a human-centric, problem-solving approach thatadds value to people’slives.It combines sixtechniques:- Customer Insights- Ideation- Prototyping- Storytelling- Scenarios29
  • 30
  • Start strategy with humans. It increases thelikelihood of developing a breakthrough idea andfinding a receptive market by connecting this ideasto existing behaviors.Make sure that our value proposition solves realcustomer problems. Make sure that customers arewilling to pay for it. Know how they’d like to bereached.The empathy map, Digital ethnography,ethnography, language-based insights, expertInterviews, Online user testing, Online surveys,Segmentation handbooks, Insight out, Individualinterviews, Group interviews, In-context immersion,Observation..Consumer InsightsWhy.What.How.31
  • Come up with a large number of ideas, hypothesesor possible solutions. It gets creative minds thinkingand increases likelihood of them coming up with abreakthrough idea.Ideation process has two parts: generation wherevolume matters and synthesis where ideas arenarrowed down to a small number of viable options.Come up with hypotheses, Define opportunities,Create solutions, Make sense of consumer insightsIdeationHow.What.Why.32
  • Prototyping & StorytellingCreate low-investment, low-cost ways of trying outteam’s ideas in a real world context and serving asa springboards for the next round of ideas.Tell a story about which challenges a customer isfacing and which job they want to get done.Illustrate how team’s ideas create value forcustomers and create value for them. This is aclear way to introduce a solution and describinghow it fits into customers’ life.Storyboards, Visual storytelling.How.What.Why.33
  • ScenariosMake customer insights tangible and inform thedesign development process through specificand detailed design context.Capture how people travel through a product,service or brand experience in time and whatthe most meaningful points are. Clarify wherethe customer and the service or brand interactand what are the points of opportunity to delivervalue.How.Experience journey maps, Experience blueprint,Customer journeys, Future scenariosHow.What.Why.34
  • SUMMARY: THE ROLE OF STRATEGY IN THE LONG-TERM, FUTURE-FACING AGENCY GROWTHInfluence scale andscope of an agency’sofferings & recognizegrowth opportunities.Help emergingdigital marketsgrow and scale.Lead digital marketinnovation andinfluence industryconversations.1/3 1/3 1/3Service Product & serviceinnovationInfrastructureSystemic integration of three core lines of business:service, product innovation and infrastructure.35
  • andjelicaaa@gmail.com@andjelicaaawww.slideshare.net/andjelicaaahttp://www.guardian.co.uk/media-network/media-network-blog/2013/feb/11/ten-digital-strategists-watch-2013anaandjelic.typepad.comhttp://adage.com/author/ana-andjelic/3343http://www.fastcocreate.com/1681792/what-marketers-are-getting-wrong-about-loyaltyhttp://vimeo.com/1963407036