With more than 13 years experience in digital strategy and communications, I now help brands of all sizes refine their approach to digital media and make the most of their available resources. My approach to developing a strategic framework is rooted heavily in my competitive intelligence background while taking a truly holistic approach to solving digital marketing problems. Tactically, I give equal weight to both my brand and performance marketing background, with a heavy emphasis on developing custom measurement methodologies that track directly to your business goals regardless of the channel. My experience in emerging media predates most prominent platforms in play today, giving me a unique perspective that helps identify real value for my clients and partners. My various roles as a consultant range from client partner to creative technologist to strategic planner.
Current and past clients include: Nike, HP, eBay, Yahoo!, Ford, The Bill and Melinda Gates Foundation, AT&T and several other brands ranging from the Fortune 500 to startups. I’ve also worked with many of the top 50 PR, advertising and interactive agencies on a host of projects.
Digital advertising, emerging media, social media strategy and engagement planning, digital crisis communications, web building, digital resource planning and holistic digital strategy.
Yes, the dreaded three intersecting circles. Isn’t this the slide in the Powerpoint where we usually fall asleep?
Stay with me here.
While “Smart Art” isn’t always the best way to describe a complex framework or process, it does serve the purposes of explaining how I like to come up with a strategic platform from which to launch all marketing initiatives. In order to come up with a compelling strategic platform, I work to find the intersection between the differentiator, market opportunity and contextual conflict. This comes from a long history of seeing flawed strategies built off just a single one of those tenants.
Here is why I believe each is important:
- Differentiator – The differentiator is what makes your brand different or unique. It can be as simple as having an elegant design or as complicated as the primary difference between a piston and turbine engine. It creates focus.
- Opportunity – You can have the most unique brand in your category but the market decides whether or not it fills a void. The process of identifying the market opportunity is firmly rooted in competitive analysis and auditing the world beyond the brand.
- Conflict – Conflict is at the root of disruption and it is what makes your strategic platform compelling and effective. There is a difference from conveying that your car has the best gas mileage in your class and providing consumers relief from the annoyance and financial burden of having to continually go to the gas station.
The result of going through this relatively simple process is emerging with a strategic platform that can highlight what makes your brand unique while also filling a perceived or real void in the marketplace in a compelling way that is impossible to ignore.