How do we create an agile brand strategy in order to position ourselves as leaders in our field?

Go-to-market Planning

Our process

By visualising the competitor audit and placing our client within that landscape we were able to show just what a competitive market our client existed in. We were also able to show how their development process was generating large areas of value that were not being financially recompensed, effectively adding value at a cost to the business.


We recognised from the data that large change in the organisational structure would not be an effective method to achieve the goals, but a Kaizen approach (small, continuous improvement in many places) would actually have the same impact on the New Business structure.


The Vision and Mission was created to offer a ‘journey’ statement as opposed to a destination statement, which allowed the company the freedom to explore their future and be opportunistic should they want to be, but combined with the identified values would enable them to make stronger and more conscious business decisions as they grow.


The company has shown strong early results and Rokker are now engaged in various areas of execution and support with the client.


The outcome

Rokker were engaged to help with 3 challenges:
1) Define vision, mission and values
2) Define a pro-active new business structure
3) Define a sustainable competitive advantage
As with all projects, Rokker include the means for execution of MVI’s and determines how success can be measured.


After the 3 challenges were defined and the metrics for success were determined, Rokker moved to Discovery. In the Discovery phase we began by interviewing key stakeholders in a ‘no holds barred’ style unpacking session. The purpose of which is to identify current views, identify aligned or mis-aligned views and to identify outliers or barriers to execution. Following the unpacking session, we developed a (confidential) online survey for the wider internal team with questions designed to elicit sentiment.


Source material was also gathered from existing customers via interviews and surveys. In addition to customers, Rokker also engaged in a full market competitor audit – looking at communications, acquisitions, trends and other movements in the landscape.


The analysis of the sentiment data confirmed the culture within the organisation was undeniably strong. Due to the amount of cross-over of views among the staff, and using a Design Thinking ideation process, we were able to personify the brand into a rare ‘personality type’ that helped us define the company’s values and determine a direction that the company could comfortably adopt without changing the culture.