Integrated Marketing

A positioning and growth thesis written from research, with explicit choices about what the organisation will not fund.

Strategy documents usually describe ambition instead of making choices. They list every audience and every advantage, which is another way of committing to nothing. Without a written position on where to concentrate, resource is spread evenly toward whichever vendor is loudest that quarter.

We work from commercial diagnosis: market sizing, buyer research and a frank audit of where the brand wins and loses today. The output names its trade-offs, sets a prioritised growth thesis, and carries budget principles the CFO has signed. Every downstream campaign brief inherits from this document, so the account stops contradicting itself across quarters.

Phased rollouts with creative and media sequenced alongside earned moments, each reinforcing the other across the buying cycle.

Campaigns underperform when the plan is a calendar rather than a sequence. Assets land without media behind them, earned activity arrives before the creative exists, and the phase meant to convert runs out of money in month two. Planning failure is almost always a failure of dependency mapping.

Our plans are phased arcs with explicit entry criteria per stage and a dependency map across creative, PR and events. Contingency is held back and released only to phases that earn it. Weekly reviews track burn against the arc, so clients get campaigns that behave predictably, with decision points written down before the pressure arrives.

Channel roles assigned by function, with frequency ceilings and format rules that keep one argument in play.

Multi-channel is not integration. When separate teams plan each channel against their own metric, the audience meets the same message at the wrong moment in the wrong register, repeatedly through the week. Orchestration breaks because nobody owns the total impression a viewer receives.

We assign every channel a function in the argument: which introduces, which proves, which closes. A joint quarterly session fixes frequency ceilings and translates formats between platforms, with one orchestration owner signing the master flighting plan. You gain consistent exposure at lower effective frequency and attribution that finally behaves.

Message architecture with proof points per audience, kept current through a disciplined editorial review rhythm.

Brand messaging decays silently. Launch statements written years ago circulate through decks, websites and sales scripts long after the market moved, and nobody is accountable for retiring them. The organisation sounds current in its own ears while customers hear vocabulary from two product generations ago.

We maintain an architecture with a proof point per audience, reviewed each quarter against real sales calls and win-loss notes. Copy changes pass through one editorial desk, so the website, collateral and campaign work update together instead of drifting apart. The result is a voice that stays consistent without ossifying.

Cross-channel scorecards that rank investment by measured contribution rather than by whichever platform reports most generously.

Platform-reported metrics flatter themselves by design. Reviews built on vendor dashboards push budget toward the channels with the best reporting rather than the best contribution, and the integration argument collapses into a bidding war for credit.

We consolidate every channel into one scorecard using incrementality reads and modelled contribution, each number documented down to its method. Leadership reads spend, reach and downstream conversion side by side, with reallocation recommendations attached to every cycle. Budget conversations run on evidence the whole organisation can accept.