The document provides an overview of the services offered by MissingLink Insights, a marketing consulting firm. It summarizes their approach of linking individual expertise in areas like research, strategy, branding, and sales to help clients succeed. It also highlights the diverse backgrounds and specialties of five of their advisors: Dave Cook (research), John Sangiorgio (marketing strategy), David Dreisbach (branding and creative), Jeff Kreidenweis (consumer goods and sales), and Monika McCurdy (product innovation).
2. How will you get to tomorrow™
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3. MLi is a diverse group of advisers, who
link together their individual skills in....
strategic planning, branding, sales,
market insights, product development
and creative design to help you succeed.
MLi’s strength is that it can focus on a
particular business problem while
maintaining an overall business
perspective.
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4. “Engaging customers today
requires commitment from
the entire company—and a
redefined marketing
organization.”
Excerpt from article titled We’re All Marketers Now
in McKinsey Quarterly (July 2011)
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5. In the mind of a marketer...
How can we consistently exceed
[1] our financial, customer, internal
process, and learning expectations?
Which strategic initiatives must be
[2] prioritized first to flawlessly
execute our go-to-market plan?
What immediate actions can
successfully build engagement
[3] with internal & external
stakeholders?
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6. MissingLink Insights can:
analyze your business in its totality
design optimal approaches to innovate your
company & its products / services
quickly & effectively within
help you thrive:
today’s changing paradigms
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7. product innovation mapping
Strategy customer segmentation
sales channel(s) - direct vs. indirect
Tactics MARCOM (traditional and new media)
marketing mix optimization
Execution sales process management
market insights integration
Systematic program of actions
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8. Iterative LPA execution model
immersion
discovery
research
hypotheses to be tested
track & analyze
competitor assessment
white space
post market surveillance newly defined market space
incremental demand
value innovation
actions framework
market release
collateral materials
execute
sales presentations strategic planning
development
public relations brand management
advertising innovation strategy
other sales channel(s)
reality check – additional research
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9. define your reality
plan long-term, act
short-term
be fresh or be irrelevant
control yourself
repeat
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10. define your reality
define your reality
plan long-term, act “Learn from yesterday,
short-term
live for today, hope for
tomorrow. The important
be fresh or be irrelevant thing is not to stop
questioning.”
control yourself
Albert Einstein
repeat
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11. define your reality
define your reality
plan long-term, act
short-term know thyself
be fresh or be irrelevant
know your know your
competitors customers
control yourself
repeat
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12. know thyself
define your reality
“You see, it's never the
plan long-term, act environment; it's never the
short-term
events of our lives, but the
meaning we attach to the events
be fresh or be irrelevant - how we interpret them - that
shapes who we are today and
control yourself
who we'll become tomorrow.”
Tony Robbins
repeat
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13. know thyself
define your reality • Which business are you really in?
• Can your organization be the best in the world at it?
• How can you maximize revenues, cash flow, & profitability therein?
plan long-term, act
• What are your real desires to move your business forward?
short-term
• How would you prioritize most / least attractive opportunities?
• What have been your successes & failures in implementation?
be fresh or be irrelevant • What have you learned by deconstructing them?
know thyself
control yourself
know your know your
competitors customers
repeat
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14. know your customer
define your reality
“The aim of marketing is to
plan long-term, act
short-term know and understand the
customer so well the
product or service fits him.”
be fresh or be irrelevant
Peter Drucker
control yourself
repeat
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15. know your customer
define your reality
• What are the customer pain points?
• Why would the customer be a zealot for your product?
plan long-term, act • How can we pinpoint the customer need / wants?
short-term • What does the customer feel about your organization?
• How do they want to be talked to?
• How do we have a meaningful conversation with them?
be fresh or be irrelevant
know thyself
control yourself
know your know your
competitors customers
repeat
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16. know your competitor
define your reality
plan long-term, act
“I have been up against
short-term tough competition all my
life. I wouldn't know how
be fresh or be irrelevant
to get along without it.”
Walt Disney
control yourself
repeat
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17. know your competitor
define your reality • What does your competition do / not do, and why?
• Are they satisfied?
• What are their likely moves?
plan long-term, act
• What are their blind spots and hot buttons?
short-term
• Which future industry-wide scenarios are most plausible?
• What pro-active strategy should be pursued?
be fresh or be irrelevant • How can we expedite reactive strategy for functional areas?
know thyself
control yourself
know your know your
competitors customers
repeat
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18. plan long-term, act short-term
define your reality
plan long-term, act “Plans are nothing;
short-term
planning is everything.”
be fresh or be irrelevant Dwight D Eisenhower
control yourself
repeat
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19. plan long-term, act short-term
define your reality
• We know that tomorrow will be different than today - but how?
• What is short-term & long-term success for us?
plan long-term, act • How do we measure our trajectory toward that goal today?
short-term • What can we do today to get people to consider our product, try
it, buy it and use it more consistently?
• How can we assess where we are today and what needs fixing?
be fresh or be irrelevant
• How do we capitalize on future trends in the business?
control yourself
long-term short-term
repeat
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20. be fresh or be irrelevant
define your reality
Without tradition,
plan long-term, act [any enterprise] is a
short-term
flock of sheep
without a shepherd?
be fresh or be irrelevant Without innovation, it
is a corpse.
control yourself Winston Churchill
repeat
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21. be fresh or be irrelevant
define your reality
New Market
Markets Diversification
Development
plan long-term, act
short-term
Existing Market Market
Markets Penetration Development
be fresh or be irrelevant
Existing New
Products Products
• Which ideas are uniquely relevant to brand & offering, and why?
control yourself • Can we commercialize our core portfolio to new audiences?
• Can we extend existing technology platforms into new spaces?
• Can we expand into a uncontested "white space" for you to rule?
• Which acquisitions, alliances, licensing, and selective innovation
repeat outsourcing must augment your innovation efforts?
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22. control yourself
define your reality
plan long-term, act “Individual commitment to
short-term a group effort - that is
what makes a teamwork, a
be fresh or be irrelevant company work, a society
work, a civilization work.”
control yourself Vince Lombardi
repeat
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23. control yourself
define your reality Sales
plan long-term, act Customers
short-term Management
R&D
be fresh or be irrelevant
Marketing
• What fosters greater internal & external collaboration?
• Which critical insights could tighten our go-to-market criteria?
control yourself • What could strengthen our product portfolio management?
• How can you drive superior cross-functional execution?
• Do you have what you need, when you need it, to execute a
winning plan?
repeat • Would new, more rapid knowledge gathering methods help you
have more confidence in pursuing growth opportunities?
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24. repeat
define your reality
“I've missed more than 9,000
plan long-term, act
shots in my career. I've lost
short-term almost 300 games. 26 times,
I've been trusted to take the
be fresh or be irrelevant
game winning shot and
missed. I've failed over and
over and over again in my life.
control yourself And that is why I succeed.”
Michael Jordan
repeat
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26. Dave Cook Dave Cook, Ph.D
Research, Analytics, & Consumer Behavior
• Clarifying business objectives & expectations
John Sangiorgio • Creating the optimal research design
• Executing the research cost-effectively
• Uncovering key learnings and recommended actions
David Dreisbach
Jeff Kreidenweis
Monika McCurdy
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27. Dave Cook
John Sangiorgio John Sangiorgio
Marketing Strategy & Corporate Development
• Developing winning strategy & tactical plans
• Optimizing upstream & downstream marketing
David Dreisbach
• Exploiting learnings from "white space" market assessments
• Driving actions from core business reviews
• Ensuring alignment and integration across functional teams
Jeff Kreidenweis
Monika McCurdy
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28. Dave Cook
John Sangiorgio
David Dreisbach
David Dreisbach Brand Strategy, Digital Media, & Creative
• Shaping superior brand strategy & architecture
• Expanding footprint of marketing plan (traditional & new media)
Jeff Kreidenweis • Delivering clear and concise creative direction
• Improving design and impact of collateral materials
Monika McCurdy
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29. Dave Cook
John Sangiorgio
David Dreisbach
Jeff Kreidenweis
Consumer Goods, Retail, & Sales Strategy
Jeff Kreidenweis • Developing comprehensive go-to-market strategies
• Executing interactive cost modeling & budgeting
• Commercializing diverse array of breakthrough products
• Championing new customer segments served
Monika McCurdy
• Transforming business models by elevating strengths
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30. Dave Cook
John Sangiorgio
David Dreisbach
Monika McCurdy
Product Innovation
Jeff Kreidenweis
• Delivering success in multi-national product marketing
• Establishing building blocks for a guided ideation process
• Promoting detailed roadmaps for innovation success
Monika McCurdy • Achieving high performance in product portfolio management
• Maximizing product value and extending lifecycles
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31. Health Care Consumer Goods Services
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32. Thank you for your time. For any follow-up questions
or comments, please contact John Sangiorgio at...
Phone: (513) 509-2991
Email: sangiorgio@missinglinkinsights.com
Website: www.missinglinkinsights.com
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