How To Build A Marketing Plan with Design Thinking

MARKETING STRATEGY
IN 4 STEPSDESCRIBE, DESIGN, CHALLENGE & DISRUPT

#DESIGNTHINKING
#MARKETINGCANVAS

A VISUAL PRESENTATION BY LAURENT BOUTY

Hello,
Marketing job is probably the most exciting
job you can have in a company (I know I
am biased). In this turbulent period with a
lot of new changes (societal, technological,
environmental,…), it is not so easy to know
what to do.
In the following slides, you will find a DO-IT-
YOURSELF process for applying this
methodology for your business (Startup,
SME or Corporate companies). This is the
humble idea behind this ebook.
Enjoy the reading and don’t hesitate to
comment, criticise or contribute.
Laurent

Photo credit: Maria Stiehler, Unsplash
One day, as an entrepreneur,
you have to define how you
will orchestrate your
commercial activities and link
this with your financial
ambitions. This is a fantastic
adventure where you will
meet people, discuss
processes, technologies and
emotions. At the end, you
will translate it into numbers.
Usually, we call this exercise
Strategic Marketing but it
is not important how we call
it as long as we do it.

WE ARE IN A VUCA WORLD
VOLATILITY
UNCERTAINTY
COMPLEXITY
AMBIQUITY

Photo credit: Andrew Neel, Unsplash
PLANNING IS MORE AND MORE
COMPLEX AND UNCERTAIN

WE DO HAVE MORE & MORE QUESTIONS
HOW TO GROW?
HOW TO AVOID COMMODITISATION?
HOW TO LEAD THE DIGITAL REVOLUTION?
HOW TO REINFORCE ENGAGEMENT?
HOW TO CO-CREATE?
HOW TO AUTOMATE MY ACTIVITIES?
HOW TO BE MORE RESPONSIBLE?
HOW TO ALIGN MY TEAM?
…

DESIGN THINKING IS THE NEW WAY

YOU
NEED
LENSES
For deciding what you should do, you need to ask the right questions and identify the most impacting actions.
How to do it? By simply watching your commercial reality with the right lenses. 4P, 7P or 5C are fantastic
lenses but are maybe less efficient today than in the past because the world has changed. Example: Product
is important but it is not where you will make a difference. It has become an hygienic factor.Photo credit: Alvaro Serrano, Unsplash

7 LENSES
I use
for answering these questions!

BrandHuman
Value
Propositions
Journey Conversations Costs
Revenue
Streams
MARKETING CANVAS by Laurent Bouty is licensed under a Creative
Commons Attribution-NonCommercial 4.0 International License.
www.marketingcanvas.eu

Human

HUMAN
We are in a
era
Inspiration: Welcome to the Human Era, Lippincott

YOU ARE DEALING WITH HUMAN
Before being a customer, buyer, user, segment or market, We are HUMAN.
How could you be empathic with market or segment? You can only be
empathic with Human. You are dealing with real persons.

Photo Credit: HUMAN from Yan Arthus Bertrand (Press Kit)

EMOTION
MUTUALITY
HARMONY
EMPATHY
INTEGRITY
PURPOSE

Someone
REAL
Personas
S.O.M.
S.A.M.
T.A.M.

Photo credit: “Adapting empathy maps for UX design.” Paul Boag (boagworld)

BE
HUMAN
USE
PERSONAS
VALIDATE
MARKET
When you develop your Marketing Plan, you should always start from real
customers or potential buyers. What do they do with your services? How
could you help them? Then you can develop personas (archetype of
buyers/users) and finally you can validate your market assumptions.
Interested in Personas? Have a look at Disciplined Entrepreneurship
(Bill Aulet) or the work of Alan Cooper.

BRAND
Your only protection against commoditisation is your
Inspiration: Idriss Mootee, Marty Neumeier

IDEOLOGY
Your Brand is your
Inspiration: Idriss Mootee, Marty Neumeier

WHY
HOW
WHAT
Start
With
WHY
Inspiration: Simon Seinek

How do you
BEHAVE?
Brands are defined by what consumers say to each other
about them, not what a brand says to consumers

PURPOSE
ONLYNESS
PASSION
CONSISTENCY
CARING
SINCERE
LISTENING
AVAILABLE
AGILE
INVESTING
EXCITING
COMPETENT
HONEST
CHEERFUL
SPIRITED
IMAGINATIVE
RESPONSIBLE
CHARMING
ROMANTIC
RELIABLE
GENUINE
STRONG
DARING
EFFICIENT
MEANING
AUTHENTIC
RELEVANT

IDEOLOGY
BEHAVIOUR
RELIABILITY
DELIGHT
CREATE
TRUST
Your brand is your more important asset. It takes years for building a brand
but you can destroy it in few seconds.
Interested in Brands? Have a look at the work of Marty Neumeier, Idris
Mootee and Jean-Noel Kapferer.

VALUE
PROPOSITIONS
How much of your
Inspiration: Value Proposition Design
generate actions from people

EMOTION
SEEKING
instead of
PROBLEM
RESOLUTION

CUSTOMERS BUY PRODUCT
TO BUILD THEIR
IDENTITIES
Marty Neumeier, Brand Flip

Gain Creators
Describe how your products and services create customer
gains.
How do they create benefits your customer expects, desires
or would be surprised by, including functional utility, social
gains, positive emotions, and cost savings?
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or
that go beyond their expectations?
(e.g. better quality level, more of something, less of
something, …)
Pain Relievers
Copy or outperform current solutions that delight
your customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more
services, lower cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power,
status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your
customers success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to
its relevance to your customer. Is it substantial or insignificant?
For each gain indicate how often it occurs.
Describe how your products and services alleviate customer
pains. How do they eliminate or reduce negative emotions,
undesired costs and situations, and risks your customer
experiences or could experience before, during, and after
getting the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them
a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate
resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go
awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or
eliminating worries, …)
Limit or eradicate common mistakes customers
make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning
curve, less resistance to change, …)
Rank each pain your products and services kill according
to their intensity for your customer. Is it very intense or
very light?
For each pain indicate how often it occurs. Risks your
customer experiences or could experience before, during,
and after getting the job done?
Products & Services
List all the products and services your value proposition is
built around.
Which products and services do you offer that help your
customer get either a functional, social, or emotional job
done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer
perform the roles of:
Buyer
(e.g. products and services that help customers compare
offers, decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufac-
tured goods, face-to-face customer service), digital/virtual
(e.g. downloads, online recommendations), intangible (e.g.
copyrights, quality assurance), or financial (e.g. investment
funds, financing services).
Rank all products and services according to their
importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would
be surprised by. This includes functional utility, social gains,
positive emotions, and cost savings.
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations,
and risks that your customer experiences or could experience
before, during, and after getting the job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires
substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a
headache, …)
How are current solutions underperforming
for your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting
things done, resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully
wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance
to change, …)
Rank each pain according to the intensity it represents for
your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
Describe what a specific customer segment is trying to get
done. It could be the tasks they are trying to perform and
complete, the problems they are trying to solve, or the needs
they are trying to satisfy.
What functional jobs are you helping your customer
get done? (e.g. perform or complete a specific task, solve a
specific problem, …)
What social jobs are you helping your customer get
done? (e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer
get done? (e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer
satisfy? (e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs
ancillary jobs in different roles. Describe the jobs your
customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers
dispose of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your
customer. Is it crucial or is it trivial? For each job
indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving,
outside, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of
ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and
failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a
solution?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain according to its relevance to your customer.
Is it substantial or is it insignificant? For each gain indicate
how often it occurs.
Value Proposition Customer Segment
PROBLEM
PAIN
GAIN
CHOICES
SIMPLIFY
FIT
CO-CREATION
PROTOTYPE
TEST
Photo credit: “Vale Proposition Canvas” Strategyzer

For …………………………………..… (Personas)
Who …………………….. (Emotions seeking)
Our (Value Proposition) …….……………..…
Is ……………………………………….……(Benefit)
Unlike ………….……………………(Alternative)
Adapted from Geoff Moore

SEEK
EMOTIONS
FIT
PERSONAS
CREATE
VALUE
Interested in Value Proposition? Have a look at the work of Strategyzer,
Steve Blank and Jean-Noel Kapferer.

JOURNEY
See your operations through customer’s eyes. Map their overall
Inspiration: Alain Thys
and get a new perspective of your business

PERSONAS
TIMELINE
TOUCHPOINTS
EMOTIONS
CHANNELS
BRILLIANT BASICS
LIKE MOMENTS
MOMENT OF TRUTH

REFLECT CUSTOMER’S IDENTITY
SATISFIES OBJECTIVES
MEETS EXPECTATIONS
EFFORTLESS
SOCIAL PLEASURE
CUSTOMER IN CONTROL
SENSORY PLEASURE
STRESS FREE
CONSIDERS THE EMOTION
Credit: Watkinson, The ten principles behind great customer experiences

PEOPLE
PERSPECTIVE
ORCHESTRATE
INTERACTIONS
MOMENTS
OF TRUTH
Customer Journey is fundamental as it describes the essence of the whole
experience from the customer’s perspective. It is also a great tool for
gaining internal consensus on how customer should be treated across
distinct channels.
Interested in Journey mapping and Experience? Have a look at the work of
Adaptive Path, Watkinson, Brian Solis, McKinsey and Futurelab.

CONVERSATIONS
Customers don’t want Ads, They want
Inspiration: Fastcompany

Photo credit: Ben White, Unsplash
It’s what
they say that
matters

WHERE DO YOU HAVE CONVERSATIONS?

LISTEN
CO-CREATE
ENGAGE INFLUENCERS
BUILD STORIES
TECHNOLOGY MARRIES CREATIVITY
ORIGINALITY
CROWDCULTURE
TRIBES

LISTEN &
CO-CREATE
AMPLIFY
CONVERSATIONS
ENGAGE
CUSTOMER
Interested in Conversations? Have a look at the work of HBR.org, Brand
Quarterly, Seth Godin and many other though leaders.

How Much Human
Have You
Converted As User
How Much Value
Propositions Are
They Using
SHORT TERM REVENUES ARE DRIVEN BY

EXAMPLE: SHORT TERM REVENUES
1M€ 10,000 100€
Users Revenue/year
1M€ 100,000 10€
OR

Revenue
Streams
LONG TERM REVENUES ARE DRIVEN BY
How Much Human
Have You
Converted As User?
How Much Value
Propositions Are
They Using?
How Strong Is Your Relationship With Your Users ?

LONG TERM REVENUE
Apple iPhone repurchase intentions
25
0,5
75
1
iPhone Android Windows
53%
25%
5%
37%
75%
95%
Will Repurchase Will Change
Source: Bernstein Global Telecom team’s Survey, 2012
0,15
0,3
0,45
0,6
FY11 FY12E FY13E FY14E FY15E
53%
45%
36%
27%
23%
Recurrent Profit

LONG TERM REVENUES ARE …
…TOTAL EXPERIENCE
TOTAL EXPERIENCE

Costs
SHORT TERM COSTS ARE DRIVEN BY
How Much You Pay For
Your Interactions?
Your Conversations?

Costs
LONG TERM COSTS ARE DRIVEN BY
Your Interactions?
Your Conversations?
How Strong Is Your Brand?

BE
HUMAN
USE
PERSONAS
VALIDATE
MARKET
IDEOLOGY
BEHAVIOUR
RELIABILITY
DELIGHT
CREATE
TRUST
SEEK
EMOTIONS
FIT
PERSONAS
CREATE
VALUE
PEOPLE
PERSPECTIVE
ORCHESTRATE
INTERACTIONS
MOMENTS
OF TRUTH
LISTEN &
CO-CREATE
AMPLIFY
CONVERSATIONS
ENGAGE
CUSTOMER
SOME TAKE-AWAYS

HOW TO BUILD YOUR PLAN?
Photo credit: Sandal Deen, Unsplash

FINANCIALS
STRATEGIC
CHOICES
ACTIONS
EXECUTION
THE DIFFICULTY
IS TO CONNECT
FINANCIALS,
STRATEGIC
CHOICES AND
ACTIONS
?

IT’S AN ITERATIVE PROCESS
Photo credit: Patrick McManaman, Unsplash

YOU NEED A MARKETING CANVAS
Brand Value Propositions
Conversations Journey
Human
Revenue StreamsCosts

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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www.bouty.net
THE MARKETING CANVAS
Brand Value Propositions
Conversations Journey
Human
Revenue StreamsCosts
YOU NEED A FOCAL POINT, A BUSINESS
MODEL AND A MARKETING MODEL
Your Focal Point
Your Rallying Vision

Current
Situation
Describe/Design your
business with Marketing
Canvas Marketing situation
using the 7 lenses
Financial
Challenges
Marketing
Ideation
Marketing
Solution
Identify Brakes and
Accelerator for achieving
your financial objectives
Ideate on potential
changes for Human,
Brand, Value
Proposition(s),
Journey and
Conversation(s)
Prioritise changes for
Human, Brand, Value
Proposition(s), Journey
and Conversation
Find the Right Marketing Problem Find the Right Marketing Solution
SET YOUR STRATEGY IN 4 STEPS

All OPEX spent for your
Value Propositions,
Journey and Conversations
BrandHuman Value Propositions
Journey Conversations Costs Revenue Streams
DESCRIBE YOUR BUSINESS WITH THE
FOLLOWING LENSES
Often referred as Client or
User, the real person behind
it as emotions and you
should understand them.
Why you do business is
more important than how
you do business. The Brand
describes this ideology.
Value Propositions are the
reason why people take
actions with you and how
you monetise it.
It is your operations through
customer’s eyes. It is a non
linear of divergent and
convergent activities.
All communications with
customer through Paid,
Earned, Owned or Shared
Media.
The monetisation of your
business generated from
all paid transactions.

DESIGN YOUR BUSINESS BY CONNECTING
THE LENSES
1. HUMAN - BRAND
2. HUMAN - VALUE PROPOSITIONS
3. HUMAN - JOURNEY
4. HUMAN - CONVERSATIONS
5. BRAND - VALUE PROPOSITIONS
6. BRAND - JOURNEY
7. BRAND - CONVERSATIONS
8. VALUE PROPOSITIONS - JOURNEY
9. VALUE PROPOSITIONS - CONVERSATIONS
10.JOURNEY - CONVERSATIONS
The lack of consistency between key
Lenses is often the root cause of
Marketing ineffectiveness. The
Marketing Canvas allows you to easily
identified where gaps exist in your
strategy.

IDENTIFY YOUR BUSINESS CHALLENGES
FOR FUTURE GROWTH
BRAKES
ACCELERATORS
What are the brakes
that block me to reach
my objectives in the
future?
What are the
accelerators that
block me to reach my
objectives in the
future?
+
-

COST/REV AS IS CORE ADJACENT TRANSFORMATIONAL
HUMAN
Reach
Objectives
with Current
Marketing
Canvas
(Continue as it is -
example many companies
are keeping doing the
same without any change)
Reach
Objectives by
Optimising
Marketing
Canvas
(Improvements without
introducing new elements
in your strategy. You do
thinks better - example
Apple introducing a new
version of iPhone)
Reach
Objectives by
Expanding
Marketing
Canvas
(New elements in one or
many building blocks like
new value propositions, new
market, … - example BMW
acquiring Mini)
Reach
Objectives by
Changing
the Business
Model and the
Marketing
Canvas
(Disruption of your business
model with new opportunities -
example Amazon starting Cloud
Web services)
BRAND
VALUE
PROPOSITIONS
JOURNEY
CONVERSATION
IDEATE ON POTENTIAL CHANGES NEEDED
FOR ACHIEVING YOUR OBJECTIVES

CHANGES USER ? TRANSACTION ? PRICE ? REVENUE COSTS
HUMAN
BRAND
VALUE
PROPOSITIONS
JOURNEY
CONVERSATION
PRIORITISE CHANGES FOR YOUR BUSINESS
BASED ON YOUR FINANCIAL DRIVERS?

LENSES HUMAN INITIATIVES REVENUES COSTS
BRAND
VALUE
PROPOSITIONS
JOURNEY
CONVERSATION
∑ ∑
CONSOLIDATE YOUR INITIATIVES IN A
SIMPLE ACTIONABLE PLAN

SET THE TEAM
FILL THE
CANVAS
DISCUSS
BRAKES
DISCUSS
ACCELERATORS
ANSWER KEY
QUESTIONS
REVIEW
FINANCIALS
YOU NEED TO CO-CREATE AND COLLABORATE
START WITH
FINANCIAL
GOALS

HOW TO GROW?
INCREASE
CONVERSION
ENHANCE
VALUE
PROPOSITIONS
INCREASE
CONVERSATION

HOW TO AVOID COMMODITISATION?
ENHANCE
EXPERIENCE
ENHANCE
VALUE
PROPOSITIONS
ENHANCE
BRAND

HOW TO LEAD THE DIGITAL REVOLUTION?
DIGITIZE
INTERACTION
DIGITIZE
VALUE
PROPOSITIONS
DIGITIZE
CONVERSATION

HOW TO REINFORCE ENGAGEMENT?
MORE
LIKE MOMENTS
MORE
EMOTIONS
MORE UNPAID
CONVERSATION
MORE
TRUST

HOW TO CO-CREATE?
CO-CREATE
CO-CREATE

HOW TO AUTOMATE?
MORE
AUTOMATED
INTERACTIONS
MORE
AUTOMATED
CONVERSATION

HOW TO BE MORE RESPONSIBLE?
BENEFIT
HUMAN
PEOPLE
MATTERED
POSITIVE
IMPACT

HOW TO REINFORCE HUMANNESS IN A
DIGITAL WORLD? EMOTIONAL
ENGAGEMENT
BENEFIT
HUMANS
POLITENESS
EMOTIONAL
STRESS-FREE
TOLERANT
CONTEXTUAL
IMPROVE
WELL-BEING
AND QUALITY
OF LIFE
SENTIENCE
INTIMACY
PERSONALITY
PROXIMITY
SIMPLICITY

HOW TO ALIGN MY TEAM?
CANVAS IS A SIMPLE
YET POWERFUL TOOL
FOR ACHIEVING THIS
ALIGNMENT

ABOUT THE AUTHOR
Laurent Bouty is Academic Director of an Advanced Master in Creativity
and Marketing at Solvay Brussels School and Partner of FUTURELAB.
Connect me on LinkedIN or Twitter (@lbouty)

HOW TO BUILD A MARKETING PLAN by
Laurent Bouty is licensed under a Creative
Commons Attribution-NonCommercial 4.0
International License.

How To Build A Marketing Plan with Design Thinking

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