Imaginology
Brand strategy studio
My role
Shared strategy, owned systems from North Star to Tactics
Worked With
Chris Chapman - CEO/Founder
COO, CMO, Head of Accounts, Marketing Team
Project Status
In flight
Imaginology
Brand strategy studio
My role
Shared strategy, owned systems from
North Star to Tactics
Worked With
Chris Chapman - CEO/Founder
COO, CMO, Head of Accounts,
Marketing Team
Project Status
In flight
Imaginology
Brand strategy studio
My role
Shared strategy, owned systems from North Star to Tactics
Worked With
Chris Chapman - CEO/Founder
COO, CMO, Head of Accounts,
Marketing Team
Project Status
In flight
Experience
journeys and Guardrails
THE SITUATION
The Studio was designed to fund the Venture Studio, but leads were going cold.
WHAT I DID
I created a Service Blueprint creating clarity for our process. I walked through it with Chris to test and refine it. I interviewed the Marketing Team to understand where the bottleneck was.
I continued to refine the Service Blueprint as Chris and I explored different product mixes. I mapped a level of detail designed to automate the low-touch communication moments.
WHAT I DID
I created a Service Blueprint creating clarity for our process. I walked through it with Chris to test and refine it. I interviewed the Marketing Team to understand where the bottleneck was.
I continued to refine the Service Blueprint as Chris and I explored different product mixes. I mapped a level of detail designed to automate the low-touch communication moments.
WHAT WAS LEARNED
Unclear ownership of leads made the pipeline too high-touch to scale. Chris became the touchpoint by default.
WHAT WAS LEARNED
Unclear ownership of leads made the pipeline too high-touch to scale. Chris became the touchpoint by default.
THE DECISION
I architected a journey that served the client while protecting Chris’s attention. A lead stayed with Marketing unless tagged as high-touch, so Chris only saw leads requiring action from him (See Tactics). Chris and I redesigned the intake session to route buyers to the appropriate product. I added an off ramp to end client engagements if the fit was off. I built circularity into the customer journey to increase the lifetime value of each client.
Chris and I designed a 2-day product on the assumption that commitment length was a barrier for buyers. The circular journey reengaged a Global Entertainment Company (See Case Study) with this 2-day product and closed a deal.
THE DECISION
I architected a journey that served the client while protecting Chris’s attention. A lead stayed with Marketing unless tagged as high-touch, so Chris only saw leads requiring action from him (See Tactics). Chris and I redesigned the intake session to route buyers to the appropriate product. I added an off ramp to end client engagements if the fit was off. I built circularity into the customer journey to increase the lifetime value of each client.
Chris and I designed a 2-day product on the assumption that commitment length was a barrier for buyers. The circular journey reengaged a Global Entertainment Company (See Case Study) with this 2-day product and closed a deal.
LoadingParts of the service blueprint were not implemented
WHAT IT MEANT
The journey through the business was understood, but the tools weren't set up to do everything needed.