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© Daniel Follette, Inc. 2009


Marketing and Communications

Increase revenues by creating a compelling value proposition
In our practice, we use the same behavioral principles to shape customer behavior that we do to shape employee performance. We have found the best way to create a compelling value proposition is by extreme focus on the customer and how the customer is impacted by the product or service offering and marketing communications. We consider how every point of contact and source of impressions will impact the knowledge, feelings and actions of that customer.

Branding, identity and positioning
Clear thinking about branding, identity and positioning can help companies create a clearer market position and increase brand value. Branding is all about creating feeling and belief in customers. And feeling and belief again falls in the realm of behavior. By asking how clients want customers to feel, by modeling the actions they want customers to take, we can most effectively build the brand and the supporting communications programs. (For more on this topic, see the first page of our Communications Audit process.)

Web site with new brand treatment. Click on image to see larger version..

Creating and communicating a brand identity requires method:
Communications assessment and strategies

Brand development can be a very unfocused activity. That's why we've developed tools to guide clients quickly to effective conclusions. Behavioral description of desired customer behaviors is part of it. Clear work processes are another. We developed our Repertoire™ Enterprise Communications Audit to provide guidance. It leads executives through team selection, objective development, audience identification, quality development and other important tasks.

Click image to see a sample page of the ENTERPRISE COMMUNICATIONS AUDIT.
Enabling employees to execute the company's program
Consistently executing brand communications across an enterprise can be challenging. We've developed on line marketing and identity guides to help companies make all the information employees need available when then need it and in convenient form.

On line MARKETING GUIDE. Click on the image to see a larger version.

Marketing collateral
Each piece of marketing collateral should be explicitly defined as a part of a communications/marketing plan. That plan models each step on the pathway that leads from customers from initial awareness of your brand and product or service to purchase. Each step provides new information, incentives and impressions to lead the customer to the buying action that step is intended to produce. The needed information, incentives and impressions — plus branding standards — define the content, format and effect of each communications piece very precisely.

Representative literature SUITE featuring sales literature. Click on the image to see a larger version.

Representative proposal SUITE . Click on the image to see a larger version.

Employee Communications
Employee communications are one of the most overlooked tools in a company's performance improvement repertoire. We've found that planned, programmed communications significantly help improve performance.

Communications is particularly important for project roll outs. Comprehensive communications can provide a road map for employees and shape their beliefs about a program. They can also help employees identify the tasks they must perform and prepare for them.

A POSTER used to help employees prepare for roll out of a skills program.

A QUICK START GUIDE, typical of the communications used to promote successful program roll out. Click on the image to see a larger version.

Executive communications and presentation support
Helping executive with their special communications needs is part of our work. They often initiate critical initiatives and their words and support must be carefully chosen and consistent with company branding. They often must speak on short notice. And they sometimes must communicate in a crisis.

We've helped executives communicate with the boardroom, shareholders and analysist customers and employees. Preparation is the key. With planned, programmed communications programs, there are no emergency communications. Prepared positions and rehearsal provide a basis for fast turn around on situation specific communications. Coaching helps prepare executives as well. One example is crisis communications training we've helped develop for clients.

In all cases, thoughtfulness about the actions executives wish to evoke create the best presentation.

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