Management is talking bigger than the current positioning allows. Sales is winning deals outside the familiar playing field, or is increasingly receiving inquiries from a market the organization has barely focused on yet. A salesperson talks about a new market abroad, while the website only describes the domestic market. The company is investing in new people and new markets, yet the website, brand narratives, and content are still from three years ago. That discrepancy between what the organization already sees commercially and what the brand presents is the first sign. It gradually grows until the brand can no longer keep up with the ambition.
We step in the moment an organization first identifies an opportunity. Together, we pinpoint exactly where that opportunity lies, which customers the organization wants to reach with it, and what it takes to take that step convincingly. From there, we develop the narrative and concept the organization will use to communicate its message to the outside world—something that convinces customers and that the organization itself fully stands behind.
Seeing an opportunity is one thing; seizing it is another. The organization may know exactly why a new market, customer group, or position is of interest internally, but to the outside world, that step isn’t self-evident. New customers may not yet be familiar with the organization in that role. Existing customers need to understand why the offering or ambition is changing. And the sales team must be able to explain why this particular organization has a place there.
