The practices

Chapter 1

Identify the disconnects practice.
Reflecting on what disconnects exist to identify where marketing is being held back from effectively building the foundations of growth.

Chapter 2 

Define your perfect pairing practice. 
Understanding the subset of your audience where customer and business value reinforce each other. Also known as the Ideal Customer Profile (ICP). 

Map the business outcomes practice. 
The process of identifying the commercial results others are measured on, the stakeholders accountable for them, and how the marketing ecosystem can enable each one. 

Shape the growth strategy practice. 
Utilizing marketing insight and skills to contribute to strategic choices, moving beyond alignment to active participation in strategy. 

Chapter 3 

Shape a signature style practice. 
Bringing distinctive ways of thinking to every situation to determine how marketing is understood and valued by the business.

Chapter 5

Build your 3D dashboard practice.
A four-quadrant measurement matrix that provides metrics on audience attention, business outcomes, growth strategy and experiments.

Discuss and decide in 3D practice.
Making three-dimensional decisions to ensure audience attention, business outcomes and growth strategy are visible and considered.

Tell 3D stories practice.
Using data and storytelling together to make the three dimensions visible and the link between audience impact, outcomes and revenue understood.
 

Chapter 6

Define your difference practice.
The collaborative process of identifying the intersection between what your business does well, what customers value and what competitors don’t do.

Translate what makes you unique practice.
Turning valuable uniqueness into a consistent story that internal teams can champion and audiences can understand, recognize and act on.

Chapter 7

Create human connection practice.
Defining the trust-building foundations of establishing an audience of one, a human voice and a listening ear.

Make it simple and easy practice.
Creating guiding behaviours that drive clarity and connection, reduce buyer friction and encourage being mentioned for the right reasons.

Chapter 8
 

Establish the experience blueprint practice.
Defining what experience should feel like for audiences, translating values into behaviours for shared understanding across the whole business.

Craft exceptional experiences practice.
Delivering touchpoints with intention by considering all stages, learning styles and senses to build positive perception of value.

Chapter 9

Create the conditions for community practice.
Defining what community means, committing to a purpose worth gathering around and establishing the space and rules of engagement.

Launch and sustain the community practice. 
Activating, cultivating and nurturing a community through consistent investment, keeping the purpose alive and valuing its members. 

Chapter 10 

Champion change practice. 
A change management approach for driving principle-based change by taking intentional steps to articulate why, celebrate wins and remove blockers. 

Audit the current state practice. 
A structured assessment of where each principle stands today. Identifying gaps, strengths and where the ecosystem has the most to gain from focused attention. 

Uncover the metrics practice. 
Identifying the measures that matter for each principle and ensuring the ecosystem has consistent visibility of the data needed to design, deliver and demonstrate effectively. 

Adopt principle thinking practice. 
Building a working group around a business challenge to apply principle thinking to improve a metric that matters to others.

Chapter 11

Assess the competition practice.
A repeatable assessment of the competitive landscape to track forces, indicators, signals and buying and hiring activity.

Understand the macro factors practice.
A structured PESTLE scan of the external environment identifying the forces that affect audience confidence, business investment and growth strategy.

Stay close to the buyer practice.
Continuously updating the understanding of how audiences think, decide and buy by drawing on direct insight, data, market research and boardroom intelligence.

Reading the Room practice.
Assessing the internal environment across growth horizon, growth direction and organizational readiness to understand alignment to growth intent.

Find your blend practice.
Using ecosystem thinking to determine the right mix of leading, supporting and maintaining principles for the current scenario.

Chapter 12 

Carve up the budget practice. 
Allocating marketing investment holistically across people, partners and platforms to balance priorities, experimentation and the principle blend needed. 

Lead the ecosystem practice. 
Building culture, intelligence and expertise to reflect the strategy, values and objectives of the marketing ecosystem. 

Partner with the business practice. 
Operating as a strategic partner to the business to map their measures of success into the ecosystem, share insight generously and demonstrate effectiveness.