How do we create a compelling brand strategy and competitive advantage in an increasingly crowded and commoditised IT services space?

Go-to-market Planning

Our process

Rokker follows an agile Design Thinking methodology during the research phase which includes the four initial steps of Definition, Discovery, Ideation and Prototyping.


After an initial definition stage where we discuss the challenges and goals of the project we conducted a round table unpacking session with the key stakeholders designed to understand the current context of the business, as well as determine aligned and misaligned viewpoints.


At that point the main area of research begins, we focus our research around 6 lenses: Communication, Customer, Competition, Finance, Product and Organisation. We also follow a ‘context is everything’ philosophy which means no one lens is viewed in isolation.


As well as substantial desk-based research, we also conducted first person interviews with our clients’ customers in order to gather understanding and empathy for how they viewed our client and the services they provided them with. The interviews were conducted with a set of pre-defined questions so responses could be benchmarked and compared for sentiment.


Once we had gathered as much data as possible we began the ideation phase where the data was mapped and visualised. The main goal of ideation is to find patterns and connections between the lenses, and to collectively identify recurring themes that may not be visible in isolation. We looked at competitors’ positions in the market, popular search terms and keyphrases, social sentiment, market trends, acquisitions and mergers and many other market influences in order to determine the context and relevance of our clients’ business.


The outcome

After 4 weeks of research, ideation, interviews, prototyping hypothesis and testing them against the 6 lenses and context in the market, we summarised all findings in a detailed, but digestible report. The report defined 4 common themes spread across the 6 lenses and then identified a series of Minimum Viable Initiatives (MVI’s) against these themes.


MVI’s are designed to be small, executable pieces of work, in some cases these can be non-linear, but in the case of our client the processes for execution was spread over a period of time and was dependent on the outcomes of other MVI’s. All MVI’s were plotted to a map so the entire growth framework could be easily visualised by the entire client team.