9 posts categorized "Strategy"

Upcoming Talks and Workshops: CCA, Kansas City Design Week, SxSW, and HOW

Here's a list of some upcoming talks I'll be doing around the U.S, on the heels of being on podcasts with Ash Thorp (The Collective) and Jason Fruy (My Creative Copilot). Hope to see you at one of them!

Friday, February 21st, 2014
"Design Is Hacking How We Learn"
California College of the Arts
San Francisco Campus
1111 Eighth Street
San Francisco, CA 94107-2247
7 PM in Timken Hall, reception at 6:30 PM
Free and open to the public

This is a new iteration of a talk that I started giving this past year. The abstract: The next big disruption in lifelong learning will be by design. We are innately trained and poised to have a global impact on how other people can survive and thrive, whether they are designers or not. In this talk, I'll point out opportunities for designers to participate in this disruption, sharing tools such as frog's Collective Action Toolkit, which has made the skills designers use more accessible and available for people worldwide. This is part of the Interaction Design faculty lecture series.

Wednesday, March 5, 2014
"Envisioning the Balance: The Dynamic Role of Design in Entrepreneurship"
Kansas City Design Week
Think Big Partners 6th floor event space
1800 Baltimore Ave
Kansas City, MO 64108
5:30-8 PM
$10 admission in advance, $15 on site, limited to 75 attendees

In this talk, I'll explore the expanding role of design in entrepreneurship, looking at emerging principles we can use to drive sustainable innovation, growth and beneficial cultural change within our startups, companies, nonprofits—or even within a group where no business may yet exist. Through this entertaining talk and Q&A, I'll uncover how different tools used by designers allows entrepreneurs to create valuable new products, services and business models with their customers and communities. And, most importantly, I’ll examine the proper place and role of design in the lifecycle of your ventures, finding the right balance between design and other critical activities that lead to successful businesses in the long term. (You mean just design isn't enough? Yep.)

Monday, March 10, 2014
Workshop: "Expansion Through Ecosystems" with Diego Depetris, Patrick Kalaher, and Steve Selzer
South by Southwest Interactive Conference
AT&T Conference Center
Classroom 102
1900 University Ave
9:30 AM-1:30 PM
Advance registration and workshop signup required, attendance limited to 40

Ecosystems are critical when exploring new market opportunities, or seeking to expand or diversify an existing market. Value in an ecosystem is created not only by driving adoption for your products and services, but by driving demand and “coopetition” from the entire ecosystem. When parties in an ecosystem collaborate to expand the entire pie rather than just their slice, growth occurs faster and everyone benefits as a result. Ecosystem strategy helps you determine the options available to your business to make this growth happen. In the future, the ecosystems that you participate in become your business. Few companies will successfully operate in isolation. If you don’t actively identify and plan for opportunities to shape that ecosystem, often in collaboration with others, you may fall behind. This collaborative 4-hour workshop will simulate the ever-changing nature of ecosystems as you work with others to stay viable in the marketplace.

Tuesday, May 13, 2014
Workshop: "Off the Page, Into the Wild: Designing for the Internet of Things"
HOW Design Live
Hynes Convention Center
900 Boylston Street
Boston, MA 02115
10:15 AM to 12:30 PM
Additional fee required for this workshop

Attend this session for a set of quick and dirty storytelling and prototyping methods for cross-screen and cross-device interactive design. Drawing from influences as varied as reality TV, automatic writing, artificial intelligence, and improv, I'll show you how to work individually and with multidisciplinary teams to: target unique user needs and tasks with a story-first approach; rapidly ideate around those needs and tasks using unique methods that range from text and photo prompts to prototyping with your phone's camera; capture, evaluate, and iterate on provisional artifacts and scenarios; understand when to shift from low-fidelity prototypes to full-on technology simulations and prototypes. This workshop draws from David's experience in teaching storytelling in user-experience design at California College of the Arts and in his ongoing work in exploratory research and design with cross-disciplinary teams at frog. You’ll go home with a cheat sheet of storytelling methods and examples you can bring directly into your studio practice.

Thursday, May 15, 2014
"Creating Creative Superteams"
HOW Design Live
Hynes Convention Center
900 Boylston Street
Boston, MA 02115
4:30–5:30 PM
Presented as part of the HOW In-House Management Conference

You know when a team just clicks. Designers complete each other's sentences. Group brainstorms yield breakthrough ideas. Team members want critique frequently, and relish the feedback. Everyone feels invested in where your projects are headed. However, if you lead or work on a creative team, you may have experienced the opposite, from team members struggling to remain engaged in brainstorming sessions, or fighting for their interests in what's meant to be fruitful critique. In this session, you’ll find out how you can encourage and empower creative teams, helping to improve their communication and collaboration skills along the way. The tools you’ll learn from this session will help you: Lead brainstorming sessions that teams love to participate in; identify which team structures lead to maximum creativity and project ownership; expand your critique vocabulary, with five unique strategies to help your team open up when sharing work in progress; understand what conversational cues can lead to constructive dialogue, rather than creating competition; empower your team members to build off each other's skills and perspectives.

What Aspiring Designers Need to Know About Strategy

Segmentation strategy... for Cute Overload

This is an exclusive excerpt from my new book, Success by Design: The Essential Business Reference for Designers, which was recently released by HOW.

As I read through his resume, the designer stared at me expectantly. He had a wealth of great design projects under his belt. He had been seeking out personal projects to build out his portfolio. He had internships with sterling businesses and design studios. But there was one thing that leapt out at me from the list of core skills he’d listed at the top of his resume: strategy.

Not brand strategy, content strategy, interactive strategy, media strategy, or the MBA-land of business strategy. Just plain ‘ol strategy.

This has been happening more and more frequently, for a few reasons. In the process of providing strong service to our clients, we increase the likelihood of becoming a strategic partner. We finally have a seat at the table when the client is talking strategy—and we can offer a range of strategic services that verge outside what may be considered a designer’s core area of expertise. This is a good thing. With the ongoing expansion of design’s role in business, today’s designers are helping to solve problems that transcend mere decoration and instead impact the core functions of a client’s business.

But in our haste to be strategic partners, I’ve discovered that many designers don’t fully grasp how strategic services fit into their client offerings. And when I ask designers out of sheer curiosity how they’re functioning as strategists—what experiences they directly bring to bear on being strategists rather than having a strategic orientation—they can’t easily answer the question.

If you’re going to run a design-led business, it’s inevitable that you will need to talk strategy with your clients. So let’s explore the types of strategies you might create as a design businessperson, as well as how they may support the efforts of your clients. It’s my hope that this information will open up some new paths for you to explore in your career as a designer.

Read the whole piece on frog's Design Mind.

The Three Fundamentals of Creative Strategy, Pt. 6

Uh Oh

Read Part 1, Part 2, Part 3, Part 4, Part 5.

Now that we've worked through some of the key approaches to formulating business, marketing, and tactical strategies for your clients -- and how those form the frame around your creative strategy -- I thought it would be valuable to include a few points about how to distill your marketing insights into compelling creative communications.

Think outside the box, but inside the strategy.

As a designer, there's nothing I love more than launching into space after reading a creative brief, brainstorming solutions for the client's needs. But that brainstorm should never go off into deep space, never to return. I know it's bad etiquette to edit during brainstorms, so I try to let every idea have its due... at first. But when you're culling those ideas down to what will become solid concepts to put in front of the client, you have to be ruthless. Anything that doesn't fit the strategy and the key insight the client approved in the brief, or modifies that insight into something completely fresh and new, needs to be placed in the parking lot and saved for future use. (Unless your brief was wrong in the first place, which means you should back up a few paces and make sure you landed the right insight to back up your creative work.)

Firmly fix your concepts on a properly told story.

You know they want your vacuum cleaner because it has a sexy design, it lives at a slightly lower price point than the competition, and the HEPA filter makes it easy to clean up dog hair. Yawn. Don't tell me the details. Show me how it's going to change my life. Find a story that communicates this seed feeling to me. Then hammer on it mercilessly. Again, if you don't have a story that matches your key insight, you need to step back and rethink where you're at.

Don't move away from a key insight or position too quickly. You might piss off your clients and your audience.

As you develop creative concepts in a series, don't be too hasty to bring in something new. There's a major piss-off factor that happens when you iterate insights about your brand too quickly. It usually just means that you landed on the wrong insight, which is a kind of weakness that consumers can smell on the wind.

You won't lose a client because your key insight over a year or two doesn't continue to hold. Audience behavior shifts over time, based on a number of factors that corporations and designers can't easily control. But you will lose a client straight out of the gate if your key insight fails to hold up. It means that the foundations of your house were faulty to begin with, and somewhere along the way, due diligence wasn't exercised. So be sure that if you are going to make a client recommendation, the tires have been kicked enough times that you don't have to fear running out of air as you pull onto the highway.


Now that you understand your client's business logic, their overall marketing needs, and what tactics you're going to employ based on your audience behavior, you're ready to create properly positioned creative concepts. At this point, it may seem like your work is going to be bulletproof, but we're only halfway home. You've got to execute an effective piece of marketing communications! Thankfully, that's the lion's share of what we get paid for, and in many ways, what we'll always need to do best to retain our clients.

The Three Fundamentals of Creative Strategy, Pt. 5

Ideal Scenario

Read Part 1, Part 2, Part 3, Part 4.

Great creative strategy always starts with a clear articulation of a business problem, and a rational strategy for solving it. This is the outer layer of the onion that peels away to expose a marketing strategy. Let's talk about how you apply your marketing strategy and your audience insights to generate tactics that sing.

Based on how you answered your top three questions in Part 4 of this series, you have the answers that you need to select your tactics. So, let's flip those questions around and use them as the proper guide to discuss the thinking that should help shape your tactical marketing approach.

Tell your audience what they want to hear, based on how they feel.

You've determined some key understandings about your audience base. Now distill that material into one key insight that will make them pay attention. Ideally, you have to be able to say this in one sentence (or less) to succeed in selling your client and your shareholders.

In the realm of financial services, think about MasterCard: "Priceless." Or Citi: "Live Richly." Or way back when Washington Mutual knew what they were doing: "More Human Interest." Each of those key insights was an embodiment of how they understood their audience needs. They are all ways of making a dull, droll, somewhat cutthroat industry foster a human connection with their audience. (Reading that previous sentence over again, I'm sounding pretty jaded.)

I'm not saying you always need to come up with some catchy phrase for your client. You just need to know what human insight drives your tactics. Some clients can hand the appropriate insight to you on a platter, and save you plenty of work. If you have a less sophisticated client, or you're being hired to generate this insight, you will need to include this key insight in the brief, or you're taking a big risk.

Talk to your audience where they'll pay the most attention.

Once you have the insight nailed, you go back to your research about where your audience lives and breathes.

If they're business travelers, you could hit them in the taxi, in the airport, on business television, on those little coffee cup sleeves.

If they're consumers, you may recommend redesigning their packaging based on behavioral research and focus groups.

If your audience likes to spend a ton of time online, you could develop a seeding strategy for bloggers, fostering two-way communication between your corporation and your customer base.

Of course, all of these thoughts will dovetail with previous efforts your client has made, and the statistics about how they have performed.

In the good old days, we used to talk about "above the line" communications (a.k.a. television, print, and other high-profile awareness-generating mediums) and "below the line communications" (direct mail, in-store sales, training, anything focused on fostering sales). Nowadays, there is no line. Since we're talking about fostering great customer experiences that lead to long-term relationships with brands, every single customer interaction could lead to a positive or negative impression of a company and its products and services. If a client comes to you saying they want to sell 100,000 more bags of chips a month, you can't just say to run some ads and call it a day. Your approach needs to be multilayered and more sophisticated, taking into account both traditional one-way media communications (such as advertising, collateral, branding) and two-way media communications (such as compelling interactive, social networking, blogging, thought leadership, in-person dialogue).

So while it's easy to tell a company that they need to get in front of 1 million eyeballs to generate 10,000 sales, it's not the appropriate answer anymore. I can't imagine walking into a client's office and advocating that kind of solution without being roundly laughed at. As consumers, we expect dialogue with brands. We know we're in control of the game and have a real voice in the marketplace. Online, your voice can carry just as much weight as 100,000 impressions of a banner advertisement, or more.

Assume the audience won't hear it the first time. Or the second. Or...

Another attribute of your audience research should be focused on how you can craft your communication strategy to surround the right people at the right point in the sales process with the right message. It's no longer "one size fits all" communications that can accomplish every single goal with one swing of the hammer. Be smart about how each touch fosters progress through your sales process, while at the same time, being aware that your customers may only get message 2, 4, and 7 out of your grand media scheme -- meaning that each creative communication should always hit home the key insight and provide some of the support necessary to foster the right kind of experience and prompt some level of future interaction.

Test, test, test. And then test some more.

Return on investment should dictate every move you make in the marketplace. Don't ever put a tactic on the table, such as a long run of television spots, or a grandiose series of online ads, without factoring iteration and improvement into the process. Due to up-to-the-second metrics on interactive properties, clients expect adjustment on the fly. And be prepared to kill a buy midstream or shift media or money to other channels if they don't perform at the right cost per acquisition. Unless your goals include some measure of thought leadership or more favored brand presence, don't think about pouring more cash into "love bombs" or other forms of sheer goodwill without the research to back up the long-term ramifications of your actions.


In the final part of this series, I'll share some broad guidelines to help your marketing insights take the appropriate form in compelling marketing communications.

Continue on to Part 6 >>

The Three Fundamentals of Creative Strategy, Pt. 4

The 3 Fundamentals of Creative Strategy

Read Part 1, Part 2, and Part 3.

Great creative strategy always starts with a clear articulation of a business problem, and a rational strategy for solving it. This is the outer layer of the onion that peels away to expose a marketing strategy. In this post, I'm going to detail the key questions that comprise the guts of a high-level marketing strategy and the seeds of both your creative strategy and marketing tactics.

Marketing Strategy at a Glance

Based on our business needs, what actions should we take in the market to better sell our products or services? From the corporation's point of view, this often boils down to bottom-line impact, moving the needle by a point or two. For designers, this business need must be clothed in a human insight to have any lasting effect on the market.

When embarking on a marketing plan, the following questions need to be addressed and always in this order. Otherwise, you're throwing tactics at the wall like spaghetti.

1. What does the audience want to hear from this company? Is what the company wants also what the audience wants? Before you can propose a strategy, you need to know that the audience is receptive to such messaging. And if they aren't, you need to come back to the client with solid research to indicate the direction they should take.

2. Where does the audience want to hear it? Where does the audience live, breathe, and communicate? Where they live, work, and seek distraction, as well as online destinations where they congregate -- and how much time they spend in those different locations -- are all fair game.

3. What customer problem does this approach solve? Where's the real customer pain you're addressing? If you're creating a pain and then solving it for a customer, then you're going to have a harder row than stepping into your audience's view with something fresh that fulfills a tangible need.

It's important to note that these questions are the core of both your marketing plan and your creative brief. And often all the answers can be found through informal research.

The Importance of (In)Formal Behavioral Research

The questions above can be answered in a number of ways, but most often it requires some level of research. And by research, I'm not talking about 50,000 surveys and heavy focus groups over a period of months around the United States. I'm describing observing your audience in their domain, either through spending some time where they congregate, or doing some anthropology by easing your way into their work environment to gauge how things appear from their point of view. This can be accomplished by engaging with a formal research partner, but in the case of most projects, there isn't time or budget to do so.

So, in lieu of hiring a professional, I do the following.

Spend time in retail environments with the customers. I go out to stores where my client's products are sold and watch every little detail: how people make choices between multiple products, what they may say aloud, whether they interact with salespeople and the quality of their interactions. Designers nowadays are asked to address the overall experience of engaging with a brand, and the sum of these interactions can often give an indication for why people aren't acting in a manner that the corporation would like. The audience is always in control. My rule of thumb is that if I see a behavior repeated 4 to 5 times across multiple stores, it's probably an indication of a much larger concern -- especially if those behaviors are happening across multiple geographies.

Spend time watching how your customers behave online, and if they complain about their on- and off-line experiences. If you can get metrics from your client, combine them with how customers are reacting on wikis, blogs, forums, Facebook, and Twitter. Marry up trends in your Web site statistics, such as fall-off in transactional processes, with real quotes about actual problems that can be solved. Treat every complaint like gold from heaven. If your customers aren't complaining, they probably aren't giving you strong insights.

Do a task analysis. Task analysis allows you to step into the environment of your key audience members and observe how their specific needs can be fulfilled by a the features of a product or service. Ideally, you'd work this kind of research into your agency fee, and a task analysis can help bolster and refine your general behavioral research while also contributing to the development of, say, a complex Web system.

Listen very closely to the client's point of view about their audience. I always read the client's provided research and mine it for insight before going into the world to validate. Even if your client provides you with all the answers, I think it's our responsibility to see if there are any areas in the margin that we can scribble in a little more insight. Designers are intuitive thinkers that can sense the emotional undercurrent of a person's dialogue about, say, a bar of soap. Teasing out those details provide the shape of how our audience is behaving at this moment in time, and what they expect out of any kind of corporate communication. Sometimes your audience is moving so quickly that how they felt six months ago isn't an accurate snapshot of where they are now -- and where they are headed tomorrow.

The following is a gut check that I always apply at the end of research.

See what can and can't be controlled in the sales process. Ever been asked to sell more product when the product really isn't very good, or when you can't control the customer's experience in the store? When doing research, you need to be aware of what you can actually accomplish. You may need to share with the client that their goals are unreasonable, and propose a sturdier, more realistic course of action.

Until They Pay, Keep Your Research Close to Your Chest

Keep in mind that working through this kind of research, especially before you've been paid a fee, is something that you should parcel out to the client very carefully. Depending on the scale of the project, this kind of research and analysis can take a good number of days, and time is money for any design professional.

I recommend that you determine the depth of your research in advance of agreeing to respond to the client proposal or request, and try to keep it to a budget. When I aim for a major piece of business, I dive hard into the research and try to come up with a strong insight before determining any course of action. If the project is at a much smaller scale, those insights may have to wait until they've signed the work order and we've started in on the creative brief.

Once you've collected this information, and you have distilled it into the key themes or trends that indicate a strong support to the business problem, you're ready to talk about marketing tactics, which will follow in our next installment.

Continue on to Part 5 >>

The Three Fundamentals of Creative Strategy, Pt. 3

Business Strategy

Read Part 1 and Part 2.

Great creative strategy always starts with a clear articulation of a business problem, and a rational strategy for solving it. This is the outer layer of the onion that peels away to expose a marketing strategy -- or a sales strategy, or a need to retool existing products or services due to customer feedback, etc.

To forge the right approach, quantify the business problem, qualify the competition, and distill what you've learned to show understanding of their need. This post talks about qualifying the competition and distilling what you've learned.

Qualify the Competition and How It Shapes the Problem

After the client presents the business problem and you ask necessary questions to understand its context, look at everything you can find that frames the problem from the competitor's point of view.

Clear business strategy is crucial for us designers in presenting proposals or participating in a pitch, where clients may intentionally refrain from disclosing key information to see how much you can glean and intuit from the scraps scattered across the media and the Internet.

You need to sniff out the business reasons for specific marketing initiatives through client interviews and research in order to ensure that you're making the most appropriate strategic decisions to solve their business problem.

You also need to show that you understand the world that your client lives in, understanding the trends that shape their industry.

This is different from traditional market research, which would live in your marketing strategy.

This is knowing which competitors are privately held, and sometimes more nimble, versus publicly traded. Which products in their industry are selling the best, and why. What the analysts from Forrester and other trending firms are saying about your industry category. What the Wall Street Journal noted in their most recent column on your corporate outlook. What is going on locally and globally on a cultural level that could have an impact on your business.

All these elements shape the world view that your client holds. Being able to present this kind of information, peppered through your ongoing communication, lets your client know that you appreciate where they're coming from -- and helps to support your creative strategy from a business perspective.

Distill What You've Learned to Show Understanding

The best trust-building exercise with a new client is reflecting back to them what they said, in an intelligent manner, with a few key learnings that they may not be aware of.

Whenever you write a proposal for a new project, you should begin the document with a narrative articulation of the client's business case and current strategy. This shows to the client that you understand their business needs at a high level, and any marketing recommendations that may follow are derived directly from their needs.

Always try to simply answer Who? What? When? Where? and Why? The How? is always proposed through what follows the business strategy: our marketing strategy.

As you craft this paragraph or two, be aware of your audience. As such, I make it as simple and quick to understand as possible. I always pretend, as I'm writing, that the CEO of the company could get their hands on this document. Besides, don't you want the CEO signing off on the dotted line and handing you that nice big project?

Continue on to Part 4 >>

The Three Fundamentals of Creative Strategy, Pt. 2

Business Strategy

See Part 1 here.

Great creative strategy always starts with a clear articulation of a business problem, and a rational strategy for solving it. This is the outer layer of the onion that peels away to expose a marketing strategy -- or a sales strategy, or a need to retool existing products or services due to customer feedback, etc.

To forge the right approach, quantify the business problem, qualify the competition, and distill what you've learned to show understanding of their need. Let's talk about quantifying the business problem in this post.

Quantify the Business Problem(s)

New clients can articulate a wide range of business needs, but most often, their business requires short-term sales generation and stable, long-term growth in revenue that leads to profit.

Short-term sales are contingent on tactical marketing decisions. Long-term sales require a holistic view of all marketing communications and a full awareness of the client's brand equity and its increase in value over time. Solving a long-term business problem often requires making large assumptions, and since they are often not in your direct control, your marketing solutions will require some measure of flexibility.

Even if a client walks in the door requesting an awareness-generation campaign that has no sales metrics, it's inevitable that in the long-term view, they need to make money from selling their soda or flat-panel TVs.

With this in mind, I try to strip away the tangibles from a client request -- we need a new identity, help us improve our advertising -- and work backward into what business need is driving their request. I always try to understand how they arrived at this decision, and what needs to happen after the decision in the short and long term to ensure it has an impact.

Here's how some of these client requests can be translated from tactical requests into business needs, and then attacked as creative challenges.

If it's a short-term problem (1-3 months): I need to sell 5,000 loaves of bread by May 31st.

Why? Because I am $100,000 short on revenue this quarter and I need to fulfill our budget objectives to maintain our profit margin.

Why is this valuable to know? It allows us to determine if there are more creative approaches to bringing in the million dollars in revenue. Could we sell more pastries and dinner rolls along with the loaves of bread? Creative thinkers are good at thinking around business challenges to find these novel approaches.

If it's a long-term problem (4-12 months): I want to launch three new MP3 players over the next year and gain a 6% share of the MP3 market in sales, while raising our brand equity by 10%.

Why? We've lost 20,000 customers to our largest competitor in this space and our research has shown that our brand equity has decreased by 4 points due to our competitor's behavior. If this continues, we will take a net loss that may require selling off this portion of our business.

Why is this valuable to know? Knowing the reasons behind their request creates an opportunity to do due diligence. Can their business problem be solved with marketing alone? Over the long-term, what activities from both a business and a marketing perspective would be necessary to forge a clear plan of attack?

Remember to be respectful in how you ask clients for this information. Often, they are in trouble when they ask for your help, and want you to approach their request as an opportunity (a positive challenge), not as a problem.

Continue on to Part 3 >>

The Three Fundamentals of Creative Strategy, Pt. 1

The 3 Fundamentals of Creative Strategy

This is the era of design as more than just a strategic business initiative -- it's a way of life and a method of bringing creative thinking to rational, left-brained business professionals.

With the current shift from design as a decorative function to design as a business requirement, designers have been forced to equip an arsenal of tools that go beyond what we'd traditionally call design. As such, we designers have been appending the word "strategy" to everything that we do, perhaps in the belief that it creates a higher-level business orientation to our often intuitive decision-making process. Brand strategy. Content strategy. Design strategy. Interaction strategy. Media strategy. We've developed a strategic nomenclature that is like peeling back the layers of an onion. The list goes on and on and on.

But design within marketing as a core business function only has three fundamental strategies. These are what our clients recognize as indispensable foundations for any creative project, though they aren't all "creative" in the traditional sense. And design strategy can't exist without them.

1. Business Strategy

This is big picture thinking that encompasses the most important questions for any corporation: cash flow, product creation and distribution, and overall operations. Marketing strategy and tactical strategy fall out of overall business strategy and support the overall business needs.

To make a bold generalization: this is the area that designers often impact the most, with the least desire of input by the business principals. After all, we have BFAs, not MBAs.

2. Overall Marketing Strategy

Based on our business needs -- which may be informed by marketing -- what actions should we take in the market to better sell our products or services?

This is an aggregate view of tactics that can be taken and their intended reactions in the market at large, concerning long-term brand equity and value as well as short-term sales gains. Most designers want to own this space, as they can predict and control each project that they engage.

3. Tactical Marketing Strategy

What is the approach that governs each individual action that we need to take, and in what channel(s)? This is where we get to do the tangible design work, and reap the rewards of implementing a project properly. Without the proper tactics, you won't have creative that makes an impact.

Over the coming weeks, I'm going to outline a taxonomy of how our creative strategies, as designers, can be properly forged by these three fundamental marketing strategies. I'm also going to outline some baseline rules that can govern what creative strategies you choose, what you outsource to partners, and what you decline to include in your core set of capabilities that you share with your clients.

Continue on to Part 2 >>