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
North Star
Purpose and Positioning
THE SITUATION
Imaginology had a why and a how. It didn't have a clear what.
New business could only come from people who already understood the studio.
WHAT I DID
Chris and I analyzed how and when our leads were dying in our pipeline. We designed a low-barrier entry product on the hypothesis that cost was blocking conversion. Our positioning conversation ran continuously under the systems work, seen in pitch decks that surfaced different answers to “what are we”.
WHAT I DID
Chris and I analyzed how and when our leads were dying in our pipeline. We designed a low-barrier entry product on the hypothesis that cost was blocking conversion. Our positioning conversation ran continuously under the systems work, seen in pitch decks that surfaced different answers to “what are we”.
WHAT WAS LEARNED
Buyers couldn’t categorize the studio well enough to try us at all. People saw us as facilitation or as competing with their agencies of record. Our work kept getting pushed to the next calendar year while teams deliberated.
WHAT WAS LEARNED
Buyers couldn’t categorize the studio well enough to try us at all. People saw us as facilitation or as competing with their agencies of record. Our work kept getting pushed to the next calendar year while teams deliberated.
THE DECISION
We repositioned as an R&D studio building worlds of meaning. This centered our work on being a creative studio rather than a facilitation company. It sharpened our focus to people who could actually decide.
THE DECISION
We repositioned as an R&D studio building worlds of meaning. This centered our work on being a creative studio rather than a facilitation company. It sharpened our focus to people who could actually decide.
WHAT IT MEANT
Having a clear what showed we had multiple businesses under one brand struggling to run on the same model.
WHAT IT MEANT
Having a clear what showed we had multiple businesses under one brand struggling to run on the same model.