Lastly, we identified a strong cultural aversion to any outside organization. In the words of one tendero, “trust kills”. For an outsider to convince this audience of brand promise, it had to be inarguable or delivered on extensively to be believed.
In the boardroom
For brand strategy, we conducted a series of workshops to clarify the business and impact models, core ideology, vision, landscape, positioning, and brand personality. These exercises are essential to establishing value props and communicating differentiators to customers. But we noticed some critical operations opportunities that might hinder downstream growth if not addressed alongside outward marketing.
So we also made a full court press around organizational health to establish clarity among the leadership team, communicate that clarity to everyone in the company, and put structure in place to reinforce clarity going forward. We recommended 10 immediate actions to improve by 10% in 10 days, and by 100% in 100 days, including:
- Quarterly rocks, or the setting of priority goals.
- An accountability chart to focus each team member.
- A healthy rhythm of meetings.
- A company-wide metrics scorecard.
- Bringing in help to areas where gaps were identified, e.g. a key logistics role.
- Discussing final positioning with each customer.
Then we developed a comprehensive project plan that would address the following key performance indicators (KPIs):
- Existing customer retention and return rates.
- New customer acquisition costs, rates, and velocity.
- Average order size.
- Cost of employee recruitment and acquisition.