You can’t be everything to all people. So, what do you want to be known for? Positioning is owning a unique place in the mind of the consumer. It’s the one thing you want people to remember about your brand after meeting you.


We recommend a position that aligns your core strengths with market opportunities. Perhaps you service a niche market, or maybe you’ve found a way to solve common industry challenges with an interesting approach. Decide where you want to put your stake in the ground and commit to that position. Then, we can map the value propositions that support your claim. If there’s no social proof, why would a customer think you’re different or desirable?


Your brand archetype is a persona you assign to your brand, based on symbolism. The idea behind using brand archetypes is to anchor your brand against something iconic that people can connect with consciously and subconsciously. This persona helps set the foundation for developing the voice of your brand story and the look of your brand identity design. Your business likely aligns with one of the twelve archetypes, though we’ve had clients who embody two archetypes and even one client who broke the wheel. The archetype helps answer the question: How do you want people to feel when they interact with your brand?


You always need to consider your internal stakeholders for employee attraction, retention, and engagement. If you’re wondering who those people are, look around your business. Your internal stakeholders are your team members. Internal Stakeholder Positioning is used in two ways. First we build employee personas. This tool captures the shared traits of your top performing employees and what aspects of your business they most value. Then we use this tool to version job descriptions and create recruitment tools to attract like talent.


External stakeholders are the customers you currently work with and those that you’d like to do more business with in the future. You may group your customers by industry (aviation, automotive, energy), by job title (Operations Manager, Procurement, Engineer), or maybe by the size of the customer. How you choose to group your external stakeholders depends on your sales strategy and your stakeholders’ preferences for consuming information. The outcome of this exercise is a set of tools to enable your sales team and to onboard new employees.