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This complicated graph shows a 10-step process of how a strategy is formed. It also illustrates how existing strategic planning tools would be implemented.

The main point of this is that the strategy-makers would re-use established tools (micro-methods) and mix them with newly invented processes and create hybrid processes.

The ten steps are: intelligence capture, assessment, research, analysis, ideation, strategy formation, financial validation, vision, business plan, ROI.

This illustration provides a very simplified view of customer attrition, here called ïthe leaky bucketÍ.

This graphic would be used to introduce (or draw attention to) customer acquisition spending and how it can be expensive to maintain a customer base while losing many customers.

This slide shows five factors that mark ongoing marketing improvement. They are: ongoing marketing efforts, discontinuous innovation, learning from one effort, size of knowledge support (or decision support), and time.

This slide would best be used to explain how marketing effectiveness or marketing power will grow overtime as more activities are completed and more knowledge (or data) is stored and analyzed. At the same time, this will also be used to show why a first-time marketing effort isnÍt going to do as great as a mature system.

This graphic could easily be re-purposed to address other activities besides marketing, such as a piece of software, a product, or even internal program.

This illustration shows a simplified execution process, described as ñready aim fireî with the ñaimî step blocked out.

This illustrates a common business problem where planners will determine their objectives (ready) and then skip right to implementation (fire). This would be used when consultants or planners are trying to pitch a planning phase (aim) based on strategic objectives.

The sub-bullets in this picture are marketing-focused. This story could easily be reused to discuss any poorly-planned business activity. This particular variation has flattering qualifiers in the word balloons to show why it was originally a good-hearted decision to skip planning (this is a client safety tactic, as no consultant wants to get fired before they get hired).

This slide lists six key objectives for one company to acquire another company.

The six objectives are: retain and expand marketshare, expand presence globally, obtain operational efficiencies, acquire customer base, offer a more comprehensive service/product, specialization and verticalization.

This may be used to present a business case for purchasing another company, or perhaps as a reminder of why a company was purchases, and how decisions affecting the purchased company (such as its brand or sales model) should be weighed against these objectives.

This seven page plan shows 6 steps of a marketing campaign that uses test segments and different response channels. For each step there is page with detailed sub-steps.

The six steps are: acquire and qualify list, divide into test segments, qualify through email and web, qualify through OB (outbound) telemarketing, qualify through direct mail, measure results and improve.

This top-level, Gantt variation shows a multi-tracked marketing project, including marketing management, PR, creative, web, and business management.

The diamonds and vertical lines show deliverables and dependencies. The deliverables include: 5-month marketing budget and resource plan, begin PR campaign with funding announcement, first exhibits, press launch, product brochure review, product brochure implemented, initial web redesign active, final web redesign active, white paper written from technical point of view, test board available, prototype available, production available.

This graphic shows the components of a marketing program for a new company/start-up. The basic marketing components include PR, creative and brand development, web development, campaign development and management.

Details are provided below each box. This purposely doesnÍt address every marketing area, but only the bare essentials for a new, modern company.

Sub-activities include: Media relations, Investor relations, Trade show participation, Speaking events, Intellectual capital disbursement Identity development, Messaging and artistry, Business applications (e.g., brochures, letterhead), Business and system requirements, User experience/ navigation design, Creative design, Information capture, Content management tools, Traditional (e.g., advertising), Direct, Interactive, Data management and performance tracking.

This 1,000-word proposal is for completing a basic marketing program for a new company. This project would complete: PR, creative and branding, web development, and campaign development.

This would be used by a marketing agency or consultancy pitching to sell marketing work. The contents of this proposal are: overview, our understanding, our solution, project resources, and conclusion.

The overview reads: is excited to assist build its brand awareness and image of thought leadership throughout the existing and emerging Internet solution industry. proposes providing interim marketing strategy and management functions that the current organization requires, while leveraging Ís network of marketing implementation alliances to quickly outreach into the marketplace.

This illustration shows two different product/service models for a consulting company: divergent product lines and whole-product framework.

The divergent product/service line model shows a company that establishes many different, independent groups that fulfill a particular service, either differentiated by their skills, what they do, or who their customer is. The whole-product framework shows an inter-connected, interlaced model where the different groups are established among a logical set of axis, and share competencies among them. For example, although technology and change management may be different skills, departments might share a similar project management or assessment capability. The key difference is that divergent product lines form naturally (i.e., non-strategically), while an integrated model shows a purposeful management structure.

This concept is widely applicable to many different types of business, although the pictures here are much suited for a professional services company. This would be used to either restructure a professional services company, or used by a consultant to explain why his company is better than others.

This unique variation on a cube shows three dimensions of project (consulting) services and how they interlace.

The three dimensions are business functional areas, core competencies, and engagement/enablement stages. Business functional areas refers to the different functions (or departments) in a business, such as marketing or finance. Core competencies refer to different consulting skills, such as creating a vision or building processes. Lastly, engagement stages are project phases, such as planning or implementation.

Business functional areas listed: marketing/recruiting, customer management, business development, product management, finance and economics, human resources, information technology, operations and facilities, management and governance. Core competencies include: visioning, process reengineering, organizational/change management, technology. Engagement/enablement stages include: assessment and analysis, strategy design and planning, implementation.

This slide would be used to explain a companyÍs service model. It could be repurposed as an internal company strategy framework as well.

This neat, but complex, graphic pits the measurement of marketing activity, time, marketing events, and the level of business change (positive change) that occurs.

The blue ïwaveÍ shows non-revenue positive marketing events, such as web visits or sales meetings. The yellow area shows events that are measurable (I.e., they affect the bottom line).

The purpose of this graphic is to show that marketing results are often only measurable in a quantitative way after some time has passed. Many executives will demand measurement from the start, and although some activities deliver quantitative data immediately (direct marketing comes to mind), many marketing activities must be launched on good strategy and instincts alone.

Leading indicators include: web visits/registration, inbound inquires, growing awareness, increase understanding, first meetings. ROI indicators include: new clients, revenue, optimized sales cycle, increased employee retention, decreased recruitment time, increased shareholder value.

This top-line marketing process map shows three large phases of a marketing process (assess, design and develop, launch and measure), divided into sub-phases, and then described with many sub-tasks.

This slide would be used to show how a marketing project or department would operate. Phases include: go-to-market strategy, marketing and customer identification, core offerings and business model development, brand and identity development, communications planning, communications execution, measure and improve.

This graphic shows different stages of professional services engagements and different types of practices (such as strategy, organization change, technology). Its loosely phased by whether the solution is cost focused or revenue focused.

This slide would be used to describe different types (and the completeness) of professional services offerings.

The different types of engagement include: innovation, strategy, execution, furtherment (meaning ïongoing managementÍ). Individual engagements include: business innovation, infrastructure and information strategy, business process and resource strategy, marketing strategy, technology and infrastructure deployment, process integration and organizational change, communications execution, measurement and improvement.

This neat slide provides an almost exhaustive view of the different enterprise systems a company might have. Similar/related systems are grouped together by colors.

The systems are also arranged by their relation to the front office to the back office.

This slide would be used to show the complexity or breadth of the system environment. This might be useful for a CTO, or a technology consultant.

Systems listed include: e-commerce, knowledge management, distance learning, computer based training, content management, document management, customer relationship management, configurators, case management, CTI/ACD/VRU, campaign management, marketing encyclopedias, marketing automation, data warehousing and analysis, decision support, data mining, operational data stores (ODS), category management, human resource management supply chain management, EDI, enterprise resource planning, financial management, transactional systems, middleware, POS systems, legacy/MIS systems.