Based on a real client case study, I created an end-to-end process of brand platform development to story creation and marketing plan. I share, step-by-step, how I did it.

1. Well, hello there! This
deck will hopefully show
you how I think and work
using a real client
example.

2. PROUD NEW YORKER!
STARTED CAREER IN
INVESTMENT BANKING
BUILT A PROFITABLE
DOT.COM BUSINESS IN 1999
TO PIVOT CAREER
BRAND STRATEGIST AND
MARKETER FOR 20 YEARS
BUILT A BOUTIQUE DIGITAL
AGENCY FROM $1 TO $20MM
IN REVENUE IN 4 YEARS
LED + MENTORED CROSS-
FUNCTIONAL TEAMS
PUBLISHED TWO CRITICALLY-
ACCLAIMED BOOKS. MFA
FROM COLUMBIA UNIVERSITY
PASTA EVANGELIST
Hi! I’m
Felicia
2Let’s get
acquainted…
I’ve built businesses and brands and have
worked with a large-range of clients from
scrappy start-ups to billion-dollar brands in
industries that range from CPG, retail, media,
luxury, beauty, fashion, fin-tech, finance,
entertainment, and publishing.
I spent 10 years on the brand side, 5 at agencies
as a managing partner, and 5 in consulting.
I’ve built a career centered on integrity, honesty,
transparency, passion, agility, and a can-do
attitude. I believe that people come first and
relationships are tantamount.

3. Now, let’s get to the good stuff.

4. STEP 1.
THE ASSIGNMENT AND
KEY CONSIDERATIONS
STEP 2.
THE 3-C
DISCOVERY
PROCESS
STEP 3.
CONSUMER
INSIGHT
STEP 4.
COMPETITOR
INSIGHT
STEP 5.
COMPANY
ADVANTAGE
STEP 6.
THE OPPORTUNITY

5. STEP 7.
POSITIONING
STATEMENT
STEP 8.
BRAND BENEFITS +
RTB
STEP 9.
BRAND
PERSONALITY,
VOICE AND TONE
STEP 10.
MESSAGING
ARCHITECTURE +
CONTENT
STRATEGY
STEP 11.
CHANNEL PLAN
STEP 12.
MARKETING PLAN
+ KEY
PERFORMANCE
INDICATORS

6. 6The
Assignment
Client A planned to launch a line of
high-performance wearable athletic
apparel. They needed an end-to-end
marketing solution:
• Brand Platform Development
• Content Strategy
• Channel Plan
• Marketing Strategy + Tactical Plan,
including budget and KPIs

7. 7Key
Considerations
•Pivot to attract premium customer, 25-45
•Can’t mention B2B play
•Positioning had to be agile beyond one sku
•Client education
•Messaging by segment consideration (i.e.,
runners vs. cyclists; hobbyists vs. athletes)

8. 8
My 3-Cs
Approach to
Discovery
I start every project with an immersive 3-C analysis utilizing
primary + secondary research.
• Customer: Focused on runners + cyclists: demographic,
behavioral, transactional, and psychographics.
• Competitor: Reviewed direct + adjacent competitors in athletic
apparel, tech wearables, and hybrids. Also viewed D2C start-
ups like OV, Everlane, etc. for key learnings.
• Company: Conducted brand workshop. B2B business and B2C
foray and ethical business practices.
C O N S U M E R
C O M P E T I T O R
C O M P A N Y

9. Created a segment
profile, empathy +
journey maps of runner
+ cyclist behavior,
attitudes, pain-points,
motivations, influences
+ linguistics.
CONSUMER COMPANY
Developed
preliminary anchor
statement, signature
story, positioning
map, + core brand
elements.
COMPETITOR
Created a
competitor
analysis, BP, BAM,
and CD (centrality-
distinctiveness)
maps.
9Client A 3-C
DISCOVERY
DELIVERABLES

10. 10CONSUMER:
PROFILE
Summary profile. I
provided a 26-page
segment analysis and
profile of runners +
cyclists, pointing out
nuances in
demographics in
psychographics
between the two.
Their smartphone is their
appendage. They are digital +
social savvy + use social + search
to inform their buying decisions
They’re motivated by the need
for safety. Cyclists more than
runners. Runners are used to
reflective clothing, cyclists use it
on their bikes.
They are absolutely influenced by
peers and real-people influencers
they know, like, and trust
They care about a brand’s
larger purpose. They care
about ethics, responsibility
and global footprint
Fitness is their life. They work
out in the morning or after
work at least 4 days/week
Their current gear doesn’t service
their needs as effectively as they
want them to, and they end up
buying accouterments/accessories
that weigh them down. They’re also
tired of clothes that have to be
replaced within a year or clothes
that are challenging to care for/
clean
Age
25-45
HHI
$80K+

11. 11
CONSUMER:
Client A
EMPATHY MAP
I constructed empathy
maps and buyer
journeys based on my
research. I’ll return to
the journeys twice
more in my work—
messaging and
marketing plan.
Attract
Trigger a need
Convert
Understand the need
Close
Provide solutions
Delight
Reward them
Objectives
Needs
Anxious
Skeptical
Frustrated
Overwhelmed
Hopeful
Ambivalent
Curious
Guarded
Open
Interested
Excited
Confident
Feel good
Resolved
Relieved
Loyal
Confident
Excited
Feelings
Relevance, trust, fear,
acknowledgement, time,
convenience, distraction
Style, approach, language,
expectations, time, category
expertise, knowledge of
customer
Risk, convenience, time,
commitment
Barriers
I need new gear
I need a specific item
that addresses a need
I need gear that won’t
interfere with my goals.
Create scenarios to
address need
Create content to
address need
Answer questions
Remind them of our
heritage/expertise
Focus on product
benefits
Be relevant
Personalize
Partnership with
customers/
influencers
Want to be rewarded
for being an
evangelist/customer
Validate
Satisfaction

12. 12
COMPETITOR:
ANALYSIS:
DIGITAL FOCUS
My objective was to
understand their
place in the industry
and their potential.

13. 13
COMPANY:
BRAND
WORKSHOP
I centered on having the
client answer 5 simple
questions:
1.What do you do?
2.Why do you do it?
3.Who do you do it for?
4.How do you do it?
5.What are the results?

14. The research and analysis revealed
the following key insights…

15. 15Runners and cyclists want gear that’s safe
(priority for cyclists), stylish, durable, visible,
breathable and capable of battling the
elements. They run/cycle in the dark and
invest $$ in products that don’t work and are
frustrated as a result.
They also care about brands that have a
larger purpose.
CUSTOMER
INSIGHTS

16. 16COMPETITOR
INSIGHTS
The athletic giants haven’t produced a high-
tech solution. The extent of their illumination
are reflective bands and bike accessories.
Start-ups either fail at fashion or are too
high-tech. And the brand, not the customer,
is always the focal point from a brand POV.
No one in the market is producing washable,
easy-to-use wearable performance gear.

17. 17COMPANY
ADVANTAGE
For XX years, Client A has made high-
performance gear.
Their new B2C line gives consumers the
safety, style, and durability they seek using
patented, lab-tested technology.
Business practices center on sustainability
and transparency—rare in the industry.

18. The Opportunity: Client A has a blue ocean
play akin to Everlane and Casper. Don’t
compete with the big guys. Instead, focus on
style, high-tech performance, safety, and
ethical business practices—all voiced
through the lens of the customer.
The consumer is the aspiration, not the
brand.

19. 19Positioning
Statement
“Client A makes durable, ethical,
high-performing athletic apparel
that embeds smart, multi-purpose
wearable technology to empower
everyday athletes to stay safe,
conquer the terrain, and battle
the elements to achieve their
fitness goals.”
Mantra: High-performing
athletic wearables.

20. 20
Brand
Benefits +
RTB
RTB: “XX years of
manufacturing performance
and outerwear gives us the
advantage of designing
superior tech-integrated
apparel that meets and
surpasses consumer
expectations.”
1 2
4
3
3. Functional Benefits
Customers can feel safe on
the road. Exceptional quality,
sleek style and durability.
4. Emotional Benefits
Consumers look good and feel
good supporting a company
centered on sustainability +
ethical business practices.
2. Product features
450ft in visibility—highest in the
market, washable, all-season
comfort, no bulky batteries.
1. Consumer insights
Runners and cyclists want to be
safe and stylish. They want quality
gear that goes the distance.

21. 21My objective was to humanize Client A’s brand. I relied
on the following tools:
• Brand Personality: Aaker’s Five Dimensions
(Excitement fused with Ruggedness), Jung’s Archetypes
(Explorers and Outlaws). Client A is about adventure,
curiosity, inClient Ation, breaking ranks, and living life
to the hilt
• Voice and tone: Customer profile analysis, mood board
creation, window shop brands, channel real people, on-
off brand exercises. Client A’s voice is inspirational,
pragmatic, engaging, inclusive, and educational.
Brand
Personality,
Voice and Tone

22. Now that we have our brand
fundamentals, we’ll lean on them to
craft our core message and story
strategy.

23. 23MESSAGING
ARCHITECTURE
First, I created a foundation for Client
A’s messaging, which was adapted and
extended for their story strategy:
Positioning => Benefits => Tagline =>
Brand Stories => Supporting
statements
Brand positioning is the novel and
product positioning are the chapters.

24. 24
Content
Strategy
Approach
HOW I TRANSLATED THE
MESSAGING FRAMEWORK
INTO A CONTENT
STRATEGY
Your brand message
+ your customer’s
wants, needs, and
preferences = killer
content.
1 2
4
3
3. Content Categories
Launch the 3-H model:
Hero, Hub, Hygiene
content.
4. Content Types
Segment content by
owned, co-created,
curated, and paid.
2. Content Pillars
Define the content your
ideal customer craves.
1. Story Steps
Map out their needs &
wants, behavior, your
solution, their result
and benefit.

25. 25I mapped out a content
strategy, creation, and
management plan. I
shared how to source,
create, vet, and optimize
content based on results.
I also shared content
examples, by channel, so
Client A can see the
pillars in practice.
Client A
Content
Strategy
Our content will
benefit beginners
and inspire athletes.
Posts targeting
discrete segments
will zero in on their
unique behaviors.
Content pillars focus
on four areas: brand
+ tech-embed
products, ethical
business practices,
#FITLIFE, and
community crushers.
Customers are in the
driver’s seat. Site and
social content
collaborates with, and
centers on, them.
#DREAMTEAM

26. 26
Email: Segmenting is key for Client A.
CRM: High-touch digital—move toward chatbots and
live messaging.
Social Media/Forums: Visuals and video tell the story.
Specialize where necessary on forums
Website: Collaborate with customers for social proof
and storytelling.
Content
Distribution:
Digital Channel
Plan
I MAPPED THE PRIORITY, PURPOSE, FREQUENCY, ROLE,
AND BENEFIT OF EACH OWNED CHANNEL

27. Now that our message is locked in
and we know where we’re playing,
channel wise, it’s time to bring the
components together in our
marketing plan.

28. CONSIDERATION ACQUSITIONAWARENESS
28
Our objectives set the stage for
our strategy and tactics. With
Client A, in year one, I prioritized
the upper loop and mapped them
against the decision journey.
Objectives

29. 29Client A, year one, is about
setting a foundation instead
of splashy campaigns and
tactics. Our strategy
centered on customer-
driven stories. We’re
passing the mic to everyday
athletes and influencers,
and industry experts to
share their tips, stories,
advice, tools, and
resources.
Marketing
Strategy
STEP THREE
• UGC rewards
• Loyalty program
• Affiliate marketing
• Re-targeting
STEP TWO
• Email and content
marketing up-leveled.
Grander campaigns, bigger
stories and partnerships
• Re-marketing and targeted
ads
STEP ONE
• Social media cross platform
launch and digital video
storytelling
• Influencer marketing
• SEM, SEO, and paid media
foundation.

30. 4
2 EARNED MEDIA
SHARED MEDIA3
1 OWNED MEDIA
PAID MEDIA
30
Marketing
Mix Model
Distribution
THEN WE HAVE TO APPLY
THE STRATEGY ACROSS
THE ECOSYSTEM, ACROSS
THE JOURNEY.
CONVERGENT MEDIA
(WHERE ALL INTERSECT)
CENTERS ON OUR
CONTENT MARKETING.
• Website + blog
• Mobile
• Email
• Social
• Affiliate/Loyalty
• Employee Ambassadors
• Events
• Co-branded partnerships
• Charitable involvement
• Event pop-ups
• UGC
• PR
• Ratings + reviews
• Non-paid influencer
endorsements
• Non-paid partnerships
• Social ad and digital
display
• Re-marketing
• SEM
• Influencer marketing
• Traditional advertising:
radio, print, OOH, TV

31. 31
Digital
Touchpoints
PR
RADIO
TV
PRINT
OUTDOOR
WORD-OF-MOUTH
ONLINE DISPLAY
SEARCH
SOCIAL ADS
RETARGETING
WEB SITES/LANDING PAGES
SOCIAL MEDIA
CONTENT
INFLUENCERS
DIRECT MAIL
POP-UP LOCATIONS
ONLINE OFFERS
Attract // Discovers NOVA Convert // Engages Close // Buys NOVA
Delight // Wears +
Broadcasts
Loyalty // Refers Friends
MOBILE SITE
WEB SITE
AFFILIATES
COMMUNITY
CHAT
SOCIAL MEDIA
ONLINE
CSR SPECIAL TARGETED
OFFERS
RATINGS + REVIEWS
SURVEY
LOYALTY PROGRAM
EMAIL
OFFERS TO NEW + REPEAT
CUSTOMERS
MANAGED TOUCHPOINT
EARNED TOUCHPOINT
Trigger: “I
need safe
+ stylish
gear.”

32. 32
Key KPIs
I DEVELOPED BRAND AND
BUSINESS KPIS, AND
CAMPAIGN KPIS THAT
LADDER UP TO THE MAIN
METRICS.
30 KEY KPIs Benchmarks Notes
IG + FB Content Engagement Rate IG: 1.36%; FB: .13%
View the detailed how-to
document for breakouts on IG,
IG Stories, Lives, vs. Content
FB Groups Membership, Engagement Rate N/A
See detailed how-to for a 47-
slide deck on Groups.
Targeted Social Ads CPC, CTR, Conversion
CPC: $.45-$4; CTR: 1.24%-1.59%;
Conversion: 3.26%-4.11%
SEO/SEM
See extensive breakout in how-
to document as SEO/SEM is
comprehensive
Influencer Program Engagement Rate, Conversions 1.6%
Email Marketing Open Rate, CTR Open: 19.36%; CTR: 2.24%
Based on Mailchimp industry
analysis of retail brands.
Affiliate Program
Clicks, # Sales Actions,
Conversions, ROAS, CPC, % of
Affiliate Sales
Conversion: > 10% is stellar;
Affiliate Sales: 5%
See detailed how-to for
extensive breakout.
Referral Program Referral Rate 2.3%