Methodology

The Voyager Methodology

We believe hands on research is a crucial part of any strategic business decision. It provides objectivity and guidance for informed choices in everything from brand messaging to product positioning and brand architecture. Research shows us what we don’t know, validates what we think we know, and provides a first-tier safety net for any strategic investment.

VOYAGER functions as an objective third-party assessor in evaluating brand architecture, voice, position, and business direction. We transcend internal politics and territorial posturing to provide an unbiased evaluation of the optimal brand story and marketing approach for your business.

In order to evaluate your business accurately, we conduct a thorough discovery process that includes interviews with key internal stakeholders and, with your permission, relevant external contacts. We suggest the inclusion of Competitive Research and Market Analysis to ensure the brand is positioned in the optimal place in the market and is able to withstand any potential market shifts.

The VOYAGER Methodology has been used in both Fortune 25 companies and with small incubation-stage start-ups. It has been proven successful against all types of projects. The exercises and approaches we have designed help us find the path to profitability and map out the route to success.

The Voyage

The VOYAGER Methodology is a system for leading and organizing change management projects through the rapid distillation of vast amounts of data and insights, translated into meaningful and actionable plans.

The VOYAGER Methodology can be used for a variety of marketing challenges, including: brand transformation, digital platform analysis, campaign development, design systems, brand architecture, sales enablement enhancements, messaging, and more.

1. PLAN – Information Gathering

Like planning for a short vacation (or a long voyage), we believe in preparing for the brand discovery journey by gathering all the supplies and information we will need during the immersive phase of the project. Any background research, industry insights, analytics, historical documents, and campaign materials are gathered at cataloged.

Schedules are set with key participants and stakeholders. Allowing for planning time ensures the necessary people and assets are available for team analysis. No project decisions are made during this stage.

2. DISTIL – Analysis + Discussion

The VOYAGER Guides will moderate a series of in-person workshops with key team members of the client organization. The team will be created from key departments and disciplines within the organization who represent the key product and brand offering. Combined with the VOYAGER Engagement Team, his becomes the “core team.”

The core team is responsible for reviewing and analyzing all of the information that was gathered. In addition, individual and group interviews with internal and external stakeholders are conducted.

The VOYAGER Methodology allows for two different approaches for the gathering and analysis of information.

1. RAPID – 2 – 3 weeks of offsite research and analysis.

2. INTENSIVE – on-site workshop management and discussions.

3. ALIGN – Analysis + Discussion

All subject matter is discussed at length. The core team is now responsible for narrowing the field of view and focusing in on the most important projects that fulfill the overall objective. Prioritization becomes crucialat this phase.

4. FOCUS – Narrow + Plan

Within this phase, the core team is actively participating in round table discussions and making purposeful decisions about the potential strategic projects and which initiatives should move forward. A 3-5 year plan is created to outline the future.

5. CREATE – Ideation +Creation

Prioritized marketing initiatives are proposed and accepted by executive management and board. Management approval and implementation of strategic projects begins. Creative activation of the strategy is explored.

6. DEPLOY – Project Actualization

Prioritized marketing initiatives are proposed and accepted by executive management and board. Management approval and implementation of strategic projects begins. Media and connections plan is put in place.

7. REFINE – Continuous Optimization

All strategic efforts are bench-marked and key KPI’s are identified. Daily, weekly, monthly, and quarterly optimization takes place. Implementation is viewed as an organic and changing process.

The methodology steps described above should always take place in a sequential order. This allows the team to align on key issues during critical stages of the process. Once the team has come to an agreement, then the process can move forward.