Marketing Strategy Consulting
Strategy that begins and ends with the revenue number.
A complete marketing strategy built on customer data, competitive positioning, and channel economics, not frameworks from a pitch deck.
Most marketing strategy documents sit in a folder and never make it to a dashboard. I build strategies that are executable on day one: ICP, positioning, channel mix, messaging hierarchy, and a 90-day priority plan that tells the team exactly what to do and how to measure whether it is working.
Why most marketing strategies fail before execution begins
The most common failure mode in marketing strategy is not poor execution. It is insufficient specificity in the strategy itself. A strategy that says "focus on SME decision-makers in the technology space" is not a strategy. A strategy is: target finance directors at B2B SaaS companies between 50 and 500 employees in India who are evaluating a new reporting tool because their current system cannot produce the board-level pipeline visibility they need, reach them through LinkedIn sponsored content in the problem-awareness phase and Google Ads to capture them when they search for a specific solution category. The gap between those two descriptions is the gap between a strategy that sits in a folder and one that tells the team exactly what to do on the first day of execution. The marketing strategy engagement produces the specific version, built on customer interview data and channel economics rather than generalised frameworks.
ICP definition as the foundation of every downstream marketing decision
The ICP definition is not a marketing exercise. It is a business decision that determines channel selection, messaging hierarchy, sales process design, and product positioning simultaneously. When the ICP is wrong or defined too broadly, every downstream decision inherits the error: campaigns reach the wrong audience, messaging does not resonate with the actual buyer, and sales conversations stall because the prospect problem is not the one the offer was built to solve. The ICP definition process starts with the customers the business has already won, particularly those with the highest lifetime value, the fastest sales cycles, and the strongest retention. What firmographic characteristics do they share? What language do they use to describe their problem? What triggered them to search for a solution at the specific moment they did? Those answers define the ICP that the strategy is built around, and they come from data rather than assumption.
Channel strategy built on economics, not convention
Channel selection is one of the most consequential decisions in marketing strategy and one of the most commonly made without a quantitative framework. The channel economics question is: what is the estimated cost to acquire a customer through this channel at current budget levels, what conversion rate from lead to customer is realistic given the audience quality on this channel, and does the resulting CAC support the unit economics of the business at the target scale? A B2B company with a small average contract value and a thin gross margin cannot sustainably acquire customers through a channel with high cost per lead and low close rates. The marketing strategy engagement models the channel economics before selecting channels, builds the execution plan around the channels the model supports, and defines the measurement criteria that will confirm or contradict the assumptions within the first 60 days of the execution phase.
Firmographic and psychographic profiles for each buyer persona, built from customer interviews and closed-won analysis, not assumptions.
One-liner, value propositions, differentiation statements, and messaging hierarchies for each ICP and channel.
Data-driven channel selection based on where your ICP actually buys attention and what your CAC economics can support.
Positioning gaps, messaging opportunities, and channel arbitrage identified from competitor advertising, content, and customer review analysis.
Prioritised initiative list with owner, timeline, success metric, and resource requirement for each item.
Channel allocation model showing expected CAC, LTV, and payback period for each channel at your current and target spend levels.
- 01Customer interviews: 8–12 conversations with existing customers to understand the real reason they bought and how they found you.
- 02Data audit: closed-won analysis, channel performance review, and current spend efficiency assessment.
- 03Positioning workshop: half-day session with founding team to align on ICP, differentiation, and messaging.
- 04Strategy document: full written strategy with ICP, positioning, channel mix, messaging, and 90-day plan.
- 05Execution kickoff: strategy handed over as an executable brief, not a presentation that gets filed away.
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