How To Build A Marketing Plan with Design Thinking

MARKETING STRATEGY

IN 4 STEPS DESCRIBE, DESIGN, CHALLENGE & DISRUPT

#DESIGNTHINKING

#MARKETINGCANVAS

A VISUAL PRESENTATION BY LAURENT BOUTY

Hello,

Marketing job is probably the most exciting job you can have in a company (I know I am biased). In this turbulent period with a lot of new changes (societal, technological, environmental,…), it is not so easy to know what to do.

In the following slides, you will find a DO-IT-YOURSELF process for applying this methodology for your business (Startup, SME or Corporate companies). This is the humble idea behind this ebook.

Enjoy the reading and don’t hesitate to comment, criticise or contribute.

Laurent

Photo credit: Maria Stiehler, Unsplash

One day, as an entrepreneur, you have to define how you

will orchestrate your commercial activities and link

this with your financial ambitions. This is a fantastic

adventure where you will meet people, discuss

processes, technologies and emotions. At the end, you

will translate it into numbers. Usually, we call this exercise Strategic Marketing but it is not important how we call

it as long as we do it.

WE ARE IN A VUCA WORLD

VOLATILITY UNCERTAINTY COMPLEXITY AMBIQUITY

Photo credit: Andrew Neel, Unsplash

PLANNING IS MORE AND MORE COMPLEX AND UNCERTAIN

WE DO HAVE MORE & MORE QUESTIONS

HOW TO GROW? HOW TO AVOID COMMODITISATION? HOW TO LEAD THE DIGITAL REVOLUTION? HOW TO REINFORCE ENGAGEMENT? HOW TO CO-CREATE? HOW TO AUTOMATE MY ACTIVITIES? HOW TO BE MORE RESPONSIBLE? HOW TO ALIGN MY TEAM? …

DESIGN THINKING IS THE NEW WAY

HOW TO

DESIGN

YOUR PLAN?

YOU NEED LENSES

For deciding what you should do, you need to ask the right questions and identify the most impacting actions. How to do it? By simply watching your commercial reality with the right lenses. 4P, 7P or 5C are fantastic lenses but are maybe less efficient today than in the past because the world has changed. Example: Product is important but it is not where you will make a difference. It has become an hygienic factor. Photo credit: Alvaro Serrano, Unsplash

7 LENSESI use

for answering these questions!

BrandHuman Value Propositions Journey Conversations Costs Revenue

Streams

MARKETING CANVAS by Laurent Bouty is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. www.marketingcanvas.eu

https://creativecommons.org/choose/www.bouty.net

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http://www.marketingcanvas.eu


Human






HUMANWe are in a

era

Inspiration: Welcome to the Human Era, Lippincott

YOU ARE DEALING WITH HUMAN

Before being a customer, buyer, user, segment or market, We are HUMAN. How could you be empathic with market or segment? You can only be empathic with Human. You are dealing with real persons.

Photo Credit: HUMAN from Yan Arthus Bertrand (Press Kit)

EMOTION MUTUALITY HARMONY EMPATHY INTEGRITY PURPOSE

Someone REAL

Personas

S.O.M.

S.A.M.

T.A.M.

Photo credit: “Adapting empathy maps for UX design.” Paul Boag (boagworld)

https://boagworld.com/usability/adapting-empathy-maps-for-ux-design/

BE HUMAN

USE PERSONAS

VALIDATE MARKET

When you develop your Marketing Plan, you should always start from real customers or potential buyers. What do they do with your services? How could you help them? Then you can develop personas (archetype of buyers/users) and finally you can validate your market assumptions.

Interested in Personas? Have a look at Disciplined Entrepreneurship (Bill Aulet) or the work of Alan Cooper.

BRANDYour only protection against commoditisation is your

Inspiration: Idriss Mootee, Marty Neumeier

IDEOLOGYYour Brand is your

Inspiration: Idriss Mootee, Marty Neumeier

Why do you

EXIST?

WHY

HOW

WHAT Start With

WHYInspiration: Simon Seinek

How do you

BEHAVE?Brands are defined by what consumers say to each other

about them, not what a brand says to consumers

PURPOSE ONLYNESS PASSION CONSISTENCY CARING SINCERE LISTENING AVAILABLE AGILE INVESTING EXCITING COMPETENT

HONEST CHEERFUL SPIRITED IMAGINATIVE RESPONSIBLE CHARMING ROMANTIC RELIABLE GENUINE STRONG DARING EFFICIENT

MEANING AUTHENTIC RELEVANT

IDEOLOGY BEHAVIOUR

RELIABILITY DELIGHT

CREATE TRUST

Your brand is your more important asset. It takes years for building a brand but you can destroy it in few seconds.

Interested in Brands? Have a look at the work of Marty Neumeier, Idris Mootee and Jean-Noel Kapferer.

Value Propositions

VALUE PROPOSITIONS

How much of your

Inspiration: Value Proposition Design

generate actions from people

DO THEY QUEUE FOR YOU?

EMOTION SEEKING

instead of

PROBLEM RESOLUTION

CUSTOMERS BUY PRODUCT TO BUILD THEIR

IDENTITIESMarty Neumeier, Brand Flip

Gain CreatorsDescribe how your products and services create customer gains.

How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?

Do they…Create savings that make your customer happy?(e.g. in terms of time, money and effort, …)

Produce outcomes your customer expects or that go beyond their expectations?(e.g. better quality level, more of something, less of something, …)

Pain Relievers

Copy or outperform current solutions that delight your customer?(e.g. regarding specific features, performance, quality, …)

Make your customer’s job or life easier?(e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …)

Create positive social consequences that your customer desires?(e.g. makes them look good, produces an increase in power, status, …)

Do something customers are looking for?(e.g. good design, guarantees, specific or more features, …)

Fulfill something customers are dreaming about?(e.g. help big achievements, produce big reliefs, …)

Produce positive outcomes matching your customers success and failure criteria?(e.g. better performance, lower cost, …)

Help make adoption easier?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.

Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?

Do they…Produce savings?(e.g. in terms of time, money, or efforts, …)

Make your customers feel better?(e.g. kills frustrations, annoyances, things that give them a headache, …)

Fix underperforming solutions?(e.g. new features, better performance, better quality, …)

Put an end to difficulties and challenges your customers encounter?(e.g. make things easier, helping them get done, eliminate resistance, …)

Wipe out negative social consequences your customers encounter or fear?(e.g. loss of face, power, trust, or status, …)

Eliminate risks your customers fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

Help your customers better sleep at night?(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)

Limit or eradicate common mistakes customers make?(e.g. usage mistakes, …)

Get rid of barriers that are keeping your customer from adopting solutions?(e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …)

Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?

Products & ServicesList all the products and services your value proposition is built around.Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs?

Which ancillary products and services help your customer perform the roles of:

Buyer(e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …)

Co-creator(e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …)

Transferrer(e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Products and services may either by tangible (e.g. manufac-tured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services).Rank all products and services according to their importance to your customer.

Are they crucial or trivial to your customer?

GainsDescribe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings.

Which savings would make your customer happy?(e.g. in terms of time, money and effort, …)

What outcomes does your customer expect and what would go beyond his/her expectations?(e.g. quality level, more of something, less of something, …)

How do current solutions delight your customer?(e.g. specific features, performance, quality, …)

Pains

Customer Job(s)

Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done.

What does your customer find too costly?(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)

What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, …)

How are current solutions underperforming for your customer?(e.g. lack of features, performance, malfunctioning, …)

What are the main difficulties and challenges your customer encounters?(e.g. understanding how things work, difficulties getting things done, resistance, …)

What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …)

What risks does your customer fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

What’s keeping your customer awake at night?(e.g. big issues, concerns, worries, …)

What common mistakes does your customer make?(e.g. usage mistakes, …)

What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …)

Rank each pain according to the intensity it represents for your customer.Is it very intense or is it very light.? For each pain indicate how often it occurs.

Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy.

What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …)

What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …)

What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …)

What basic needs are you helping your customer satisfy? (e.g. communication, sex, …)

Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:

Buyer (e.g. trying to look good, gain power or status, …)

Co-creator (e.g. esthetics, feel good, security, …)

Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job

indicate how often it occurs.Outline in which specific context a job

is done, because that may impose constraints or limitations.

(e.g. while driving, outside, …)

What would make your customer’s job or life easier?(e.g. flatter learning curve, more services, lower cost of ownership, …)

What positive social consequences does your customer desire?(e.g. makes them look good, increase in power, status, …)

What are customers looking for?(e.g. good design, guarantees, specific or more features, …)

What do customers dream about?(e.g. big achievements, big reliefs, …)

How does your customer measure success and failure?(e.g. performance, cost, …)

What would increase the likelihood of adopting a solution?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs.

strategyzer.com

The Value Proposition Canvas

Value Proposition Customer Segment

The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG

Produced by: www.stattys.com

PROBLEM PAIN GAIN CHOICES SIMPLIFY FIT CO-CREATION PROTOTYPE TEST

Photo credit: “Vale Proposition Canvas” Strategyzer

For …………………………………..… (Personas) Who …………………….. (Emotions seeking) Our (Value Proposition) …….……………..… Is ……………………………………….……(Benefit) Unlike ………….……………………(Alternative)

Adapted from Geoff Moore

SEEK EMOTIONS

FIT PERSONAS

CREATE VALUE


Interested in Value Proposition? Have a look at the work of Strategyzer, Steve Blank and Jean-Noel Kapferer.

Journey

JOURNEYSee your operations through customer’s eyes. Map their overall

Inspiration: Alain Thys

and get a new perspective of your business

PERSONAS TIMELINE TOUCHPOINTS EMOTIONS CHANNELS BRILLIANT BASICS LIKE MOMENTS MOMENT OF TRUTH

REFLECT CUSTOMER’S IDENTITY SATISFIES OBJECTIVES MEETS EXPECTATIONS EFFORTLESS SOCIAL PLEASURE CUSTOMER IN CONTROL SENSORY PLEASURE STRESS FREE CONSIDERS THE EMOTION

Credit: Watkinson, The ten principles behind great customer experiences

PEOPLE PERSPECTIVE

ORCHESTRATE INTERACTIONS

MOMENTS OF TRUTH

Customer Journey is fundamental as it describes the essence of the whole experience from the customer’s perspective. It is also a great tool for gaining internal consensus on how customer should be treated across distinct channels.

Interested in Journey mapping and Experience? Have a look at the work of Adaptive Path, Watkinson, Brian Solis, McKinsey and Futurelab.

Conversations

CONVERSATIONSCustomers don’t want Ads, They want

Inspiration: Fastcompany

Photo credit: Ben White, Unsplash

It’s what they say that

matters

WHERE DO YOU HAVE CONVERSATIONS?

LISTEN CO-CREATE ENGAGE INFLUENCERS BUILD STORIES TECHNOLOGY MARRIES CREATIVITY ORIGINALITY CROWDCULTURE TRIBES

LISTEN & CO-CREATE

AMPLIFY CONVERSATIONS

ENGAGE CUSTOMER


Interested in Conversations? Have a look at the work of HBR.org, Brand Quarterly, Seth Godin and many other though leaders.

Financials

How Much Human Have You

Converted As User

How Much Value Propositions Are

They Using

SHORT TERM REVENUES ARE DRIVEN BY







EXAMPLE: SHORT TERM REVENUES

1M€ 10,000 100€

Users Revenue/year

1M€ 100,000 10€OR

MARKETING CANVAS by Laurent Bouty is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Revenue Streams

LONG TERM REVENUES ARE DRIVEN BY

How Much Human Have You

Converted As User?

How Much Value Propositions Are

They Using?How Strong Is Your Relationship With Your Users ?

www.marketingcanvas.eu






LONG TERM REVENUE Apple iPhone repurchase intentions

0,25

0,5

0,75

1

iPhone Android Windows

53%25%

5%

37%

75%

95%

Will Repurchase Will Change

Source: Bernstein Global Telecom team’s Survey, 2012

0,15

0,3

0,45

0,6

FY11 FY12E FY13E FY14E FY15E

53%45%

36%

27%23%

Recurrent Profit


LONG TERM REVENUES ARE … …TOTAL EXPERIENCE


TOTAL EXPERIENCE







Costs

SHORT TERM COSTS ARE DRIVEN BY

How Much You Pay For Your Interactions?

How Much You Pay For Your Conversations?








Costs

LONG TERM COSTS ARE DRIVEN BY

How Much You Pay For Your Interactions?

How Much You Pay For Your Conversations?

How Strong Is Your Brand?www.marketingcanvas.eu






BE HUMAN

USE PERSONAS

VALIDATE MARKET

IDEOLOGY BEHAVIOUR

RELIABILITY DELIGHT

CREATE TRUST

SEEK EMOTIONS

FIT PERSONAS

CREATE VALUE

PEOPLE PERSPECTIVE

ORCHESTRATE INTERACTIONS

MOMENTS OF TRUTH

LISTEN & CO-CREATE

AMPLIFY CONVERSATIONS

ENGAGE CUSTOMER

SOME TAKE-AWAYS

HOW TO BUILD YOUR PLAN?Photo credit: Sandal Deen, Unsplash

FINANCIALS

STRATEGIC CHOICES

ACTIONS

EXECUTION

THE DIFFICULTY IS TO CONNECT

FINANCIALS, STRATEGIC

CHOICES AND ACTIONS

?

IT’S AN ITERATIVE PROCESS

Photo credit: Patrick McManaman, Unsplash


YOU NEED A MARKETING CANVAS

Brand Value Propositions

Conversations Journey

Human

Revenue StreamsCosts






What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

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or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

MARKETING CANVAS by Laurent Bouty is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. www.bouty.net

THE MARKETING CANVAS

Brand Value Propositions

Conversations Journey

Human

Revenue StreamsCosts

YOU NEED A FOCAL POINT, A BUSINESS MODEL AND A MARKETING MODEL

Your Focal Point Your Rallying Vision


Current Situation

Describe/Design your business with Marketing

Canvas Marketing situation using the 7 lenses

Financial Challenges

Marketing Ideation

Marketing Solution

Identify Brakes and Accelerator for achieving your financial objectives

Ideate on potential changes for Human,

Brand, Value Proposition(s),

Journey and Conversation(s)

Prioritise changes for Human, Brand, Value

Proposition(s), Journey and Conversation

Find the Right Marketing Problem Find the Right Marketing Solution

SET YOUR STRATEGY IN 4 STEPS






All OPEX spent for your Value Propositions, Journey and Conversations

BrandHuman Value Propositions

Journey Conversations Costs Revenue Streams


DESCRIBE YOUR BUSINESS WITH THE FOLLOWING LENSES

Often referred as Client or User, the real person behind it as emotions and you should understand them.

Why you do business is more important than how you do business. The Brand describes this ideology.

Value Propositions are the reason why people take actions with you and how you monetise it.

It is your operations through customer’s eyes. It is a non linear of divergent and convergent activities.

All communications with customer through Paid, Earned, Owned or Shared Media.

The monetisation of your business generated from all paid transactions.






DESIGN YOUR BUSINESS BY CONNECTING THE LENSES

1. HUMAN - BRAND 2. HUMAN - VALUE PROPOSITIONS 3. HUMAN - JOURNEY 4. HUMAN - CONVERSATIONS 5. BRAND - VALUE PROPOSITIONS 6. BRAND - JOURNEY 7. BRAND - CONVERSATIONS 8. VALUE PROPOSITIONS - JOURNEY 9. VALUE PROPOSITIONS - CONVERSATIONS 10.JOURNEY - CONVERSATIONS

The lack of consistency between key Lenses is often the root cause of Marketing ineffectiveness. The Marketing Canvas allows you to easily identified where gaps exist in your strategy.

www.marketingcanvas.euMARKETING CANVAS by Laurent Bouty is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.






IDENTIFY YOUR BUSINESS CHALLENGES FOR FUTURE GROWTH

BRAKES

ACCELERATORSWhat are the brakes

that block me to reach my objectives in the

future?

What are the accelerators that

block me to reach my objectives in the

future?


+

-






COST/REV AS IS CORE ADJACENT TRANSFORMATIONAL

HUMANReach

Objectives with Current

Marketing Canvas

(Continue as it is - example many companies

are keeping doing the same without any change)

Reach Objectives by Optimising Marketing Canvas

(Improvements without introducing new elements in your strategy. You do thinks better - example Apple introducing a new

version of iPhone)

Reach Objectives by Expanding Marketing Canvas

(New elements in one or many building blocks like

new value propositions, new market, … - example BMW

acquiring Mini)

Reach Objectives by

Changing the Business

Model and the Marketing Canvas

(Disruption of your business model with new opportunities - example Amazon starting Cloud

Web services)

BRAND

VALUE PROPOSITIONS

JOURNEY

CONVERSATION

IDEATE ON POTENTIAL CHANGES NEEDED FOR ACHIEVING YOUR OBJECTIVES







CHANGES USER ? TRANSACTION ? PRICE ? REVENUE COSTS

HUMAN

BRAND

VALUE PROPOSITIONS

JOURNEY

CONVERSATION

PRIORITISE CHANGES FOR YOUR BUSINESS BASED ON YOUR FINANCIAL DRIVERS?







LENSES HUMAN INITIATIVES REVENUES COSTS

BRAND

VALUE PROPOSITIONS

JOURNEY

CONVERSATION

∑ ∑

CONSOLIDATE YOUR INITIATIVES IN A SIMPLE ACTIONABLE PLAN







SET THE TEAM

FILL THE CANVAS DISCUSS

BRAKES

DISCUSS ACCELERATORS

ANSWER KEY QUESTIONS

REVIEW FINANCIALS

YOU NEED TO CO-CREATE AND COLLABORATE

START WITH FINANCIAL

GOALS

APPLICATIONSSOME


HOW TO GROW?

INCREASE CONVERSION

ENHANCE VALUE

PROPOSITIONS

INCREASE CONVERSATION








HOW TO AVOID COMMODITISATION?

ENHANCE EXPERIENCE

ENHANCE VALUE

PROPOSITIONS

ENHANCE BRAND








HOW TO LEAD THE DIGITAL REVOLUTION?

DIGITIZE INTERACTION

DIGITIZE VALUE

PROPOSITIONS

DIGITIZE CONVERSATION








HOW TO REINFORCE ENGAGEMENT?

MORE LIKE MOMENTS

MORE EMOTIONS

MORE UNPAID CONVERSATION

MORE TRUST








HOW TO CO-CREATE?

CO-CREATE

CO-CREATE








HOW TO AUTOMATE?

MORE AUTOMATED

INTERACTIONS

MORE AUTOMATED

CONVERSATION








HOW TO BE MORE RESPONSIBLE?

BENEFIT HUMAN

PEOPLE MATTERED

POSITIVE IMPACT








HOW TO REINFORCE HUMANNESS IN A DIGITAL WORLD? EMOTIONAL

ENGAGEMENT BENEFIT HUMANS

POLITENESS EMOTIONAL

STRESS-FREE TOLERANT

CONTEXTUAL

IMPROVE WELL-BEING AND QUALITY

OF LIFE

SENTIENCE INTIMACY

PERSONALITY PROXIMITY SIMPLICITY








HOW TO ALIGN MY TEAM?

CANVAS IS A SIMPLE YET POWERFUL TOOL FOR ACHIEVING THIS ALIGNMENT







READY?

THANK YOU

ABOUT THE AUTHOR

Laurent Bouty is Academic Director of an Advanced Master in Creativity and Marketing at Solvay Brussels School and Partner of FUTURELAB.

Connect me on LinkedIN or Twitter (@lbouty)

HOW TO BUILD A MARKETING PLAN by Laurent Bouty is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.






How To Build A Marketing Plan with Design Thinking

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