BRAND DNA WORKBOOK | ATOMIC20

MAPPING YOUR

Brand DNAA Guide to Finding

the Right Message,

for the Right People,

at the Right Time

A20CB03.5

©2015 Confidential. Do not duplicate without permission. ATOMIC20.com

Table of ContentsPurpose 2

What to Expect 3

Organization 4

Understanding Your Customer 8

Your Brand 12

The Right Message 16

The Right Time 20

Marketing 24

Positioning Statement 28

Brand Summary 28

What’s Next 28

CON

TEN

TS


“Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: marketing and innovation.

Marketing and innovation produce results; all the rest are costs. Marketing is then a distinguishing, unique function of the business.”

—Peter Drucker PU

RP

OSE


What to ExpectWelcome to the launchpad for your business. What you are about to learn can propel your business to the next level.

You’ll leave here with all the elements you need to create a plan that fits your business. A plan that can be the difference between driving sales and just spending marketing dollars.

You’ll learn how to look at your market, your business, and customers in an entirely new way. You will start to see the deeper connections between all three, and how to deliver the right message to the right people at the right time.

It’s not easy. If it was, everybody would be doing it and you would be drastically behind the market. Fortunately, you’re reading this, so you’re already ahead of the curve.

Let’s get this started.

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Know Your Business ModelAlexander Osterwalder’s Business Model Canvas

Dr. Alexander Osterwalder, one of the most recognized thought leaders on business model design, created the business model canvas. We use an adaptation of Dr. Osterwalder’s model, the Lean Canvas, to focus on what most organizations need:

• Vision—Where do you want to be?

• Problems—What problems are you solving?

• Solutions—How do you solve those problems?

• Key Metrics—How will you determine success?

• Customer Segments—Who buys what you’re selling?

• Value Propositions—Why should your customer segments buy what you’re selling?

• Unique Advantage—What do you offer that nobody else can or does?

• Channels—How do you reach your customers?

• Revenue Streams—From where does your money flow?

• Cost Structure—What does it cost to deliver?

Only when you understand how your business works in these terms can you truly begin to understand your customers, marketing, messaging and timing.O

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Solution

Key Metrics

Unique Advantage

Channels

Problem Value Proposition

Customer Segments

Cost Structures Revenue Streams

Vision

Lean Business Model Canvas


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Questions

Big Ideas


Notes


Understanding Your CustomerCustomer Personas and Empathy Map

The big thing that most companies forget when it comes to marketing is that if you don’t understand with whom you’re talking, they’ll never get the right message. You can rarely effectively influence or sell to someone based purely on their demographics. Purchase decisions are influenced by the person’s entire environment. Deeper understanding of the audience brings a more effective message and influence.

To discover more about your customers, consider these three questions:

1. What is one type of person or group that benefits the most from your product or service?

2. Do you know everything there is to know about them? If not, what else could you discover?

3. What other brands or companies are going after this same audience?

Remember to do this for each of your customers. No two types of customer will have the same pains and gains.

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PainFears

FrustrationsObstacles

GainWants/Needs

Measures of SuccessObstacles

Think & FeelWhat really counts?

Major preoccupations, worries, & aspirations

Attitude in publicAppearance

Behavior towards others

Say & Do

See?EnvironmentFriendsWhat the market offers

Hear?What friends sayWhat boss says

What influencers say

What Does (S)He:


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Questions

Big Ideas


Notes


Finding Your EssenceHow to Talk to Your Customer

Companies with a competitive edge go beyond features and benefits. Connecting with, and retaining customer layalty takes more than that.

• Features: Tangible aspects of the Brand.

• Functional Benefits: What the product/service does for the customer.

• Emotional Benefits: The total customer experience. How you feel or your state of being when associating with the Brand.

• Values: Beliefs and attitudes the Brand stands for that resonate with the target.

• Personality: How the Brand is expressed or comes across to customers.

• Essence: A single thought that captures the essence or soul of the brand. ESSE

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Brand Pyaramid

Personality

Functional Benefits

Values

Features

Essence

Emotional Benefits


ESSE

NCE

Questions

Big Ideas


Notes


Cultivating Your MessageTuning Your Message to Your Audience

Developing a content strategy for your marketing efforts is critical to your success. Like it or not, in today’s market, you need to be a media mogul. You have to provide useful and timely information. However, without knowing what to say when and where, you will miss opportunities to pull the trigger that moves your motivated and able prospects to take the next step toward buying.

As written by the authors of Duct Tape Marketing, the power of story as a business building and marketing tool is undeniable. A simple story can draw upon our emotional desires in ways that reams and reams of logical data never will.

While an uplifting story or even a tragic story can capture the listener’s interest, the real power of storytelling in business is that it permits a business to illustrate values and beliefs in action. Stories build commitment. They entertain, simplify, and inspire. They are easy to share. Great leaders are often great storytellers.

Fill in the four stories that illustrate your brand/company story that will attract and engage your target audience.

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Four Stories for Every Business

The Passion Story The is often the owner’s story, a tale of why they started the business, how the business serves their own personal mission or purpose in life. Why they get up and go to work, why they love what they do or what happened in life that set them on their current path.

The Purpose Story This is mostly the story about why you do what you do in business and not at all about what you do. For many people this can be a story about mission or higher calling, but it can also be about who you serve and why.

The Positioning Story This is the story that illustrates how you want the market to perceive your brand. A true positioning story is one that authentically captures your purpose in action – it’s how purpose is packaged in a way that allows your target audience to connect to you.

The Personality Story This is the story that gets at how people experience your purpose or brand. This is the story that illustrates the traits that are on display in every action, product, service, decision, hire, process or promotion.


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Questions

Big Ideas


Notes


Know Your Customer’s JourneyConnecting with Customers in New Ways

In a recent Harvard Business Review article, David C. Edelman, co-leader of McKinsey & Company’s Global Digital Marketing Strategy practice, proposed a new way of looking at the customer relationship cycle.

Every prospect goes through multiple stages before making a buying decision. Some take :30 seconds, some take 30-90 days. The key is that you must be aware of where your prospects are in the process so that you can invoke activities and use messaging and content that nudge them into the next stage.

Questions to consider:

1. What stage of the loop is most challenging for you and your business?

2. What stage is the target audience that you defined sitting in today?

3. In each stage, list one activity you could do that would move the prospect to the next stage.

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The Customer Decision Journey


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Questions

Big Ideas


Notes


Understanding Your MarketThe Fogg Behavior Model

In the Stanford University Persuasive Technology Lab, B.J. Fogg developed a new model for evaluating the effectiveness of persuasive products. In short, there are three principal factors:

• Motivation—How motivated is a person to perform a desired behavior?

• Ability—Does the person have the ability to perform the desired behavior?

• Triggers—What triggers must be present for the desired behavior to occur?

You need to understand each of these factors and how they influence behavior before moving on. When you have high motivation and the ability to perform the task, you get the desired behavior you’re looking for.

The key here is making it easy for your prospects/customers and then finding ways to motivate them. Once you have those two factors lined up, then all you need is a trigger to say, “This is a good time to do that.”M

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HighMotivation

LowMotivation

HighAbility

LowAbility

TriggerApplied

Incr

easing likelin

ess to perfo

rm desire

d behavior

Ability (Simplicity)M

otivation

DesiredBehavior

The Fogg Behavior Model


Questions

Big Ideas

MA

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Notes


Brand Positioning

For____________________,

who are________________

__________________ is the

_______________________

among all ______________

because _______________.

Who is your core target market?

What is the target market desiring?

Your Brand

What makes your brand different?

Who do you compete with?

What’s the reason they should believe you?


Brand Summary

Brand Idea

Positioning Statement

Brand Attributes

Brand Values

Value Propositions

Key Messages


Your Next Step

Using this information is even more important than developing it. Take a moment now to write down your biggest takeaway from each category.

Business Model Canvas

Empathy Map

Brand Pyramid

Story

Customer Journey

Behavior Model


Notes

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BRAND DNA WORKBOOK | ATOMIC20

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