It’s time to come up with a framework to simplify the creation of a company’s strategic story and learn how to combine all models. Of course, you can use one of the models described above. Although we have found that it is effective to combine and integrate the most important elements in the model we have seen so far.
Before continuing, you can watch the previous episodes as needed.
The principles and elements you will see come from the “Heroic Journey” model, from the Miller model (story economics), and are deeply influenced by Andy Ruskin’s work. The framework consists of three stages, which must be completed to build a complete narrative.
Phase 1-Objectives of the strategic narrative
Defining narrative goals is the first step in our framework. You must define:
- Target Audience. It’s your audience. Although the ideal situation is to tell a story for each audience, you can solve a few problems, which we will see in the next episode.
- Public needs. This is the buyer’s problem and pain. What urgently needs a solution is the hidden problem.
- Public action (target). This is the final result. The action we want the audience to take. If you are telling a story to a B2B audience, you may want buyers to contact you, request a demo, participate in a new meeting, or sign a contract. If you want to tell a story to a B2C audience, you may want buyers to buy over-the-counter goods or buy from your online store.
Stage Two-Story Elements
Three steps are required to prepare the theme of the story:
- Discover the core value;
- Define heroes and mentors;
- Definition changes vs. problems.
Discover the core value
The core values are linked to the needs of the target audience outlined in the first stage. The story must conform to the core values of the brand. As long as the core value is consistent with the brand promise, the story scene may not be relevant to the product being sold. For example, the value of Red Bull lies in inspiring sports fans (this is Red Bull’s brand promise); the story of extreme sports has the same brand value.
Change contrast problem
You should not start your story with “problems”. When you claim that your potential customers have problems, you usually risk putting them on the defensive. In addition, your audience may not be aware of the problem or may feel uncomfortable by admitting that they have the problem.
instead, Choice change When you highlight a change, you will attract potential customers to disclose how the change affects them, how it makes them feel scared, and where they see the opportunity. Most importantly, you will get their attention.
Heroes and Mentors
Your company is not the protagonist of the story. The customer is. Heroes are potential customers. Therefore, never start any kind of storytelling other than sales emails or presentations, talking about your brand, products, headquarters, investors, customers, or anything related to you. You are a mentor, and your task will be to guide the hero to get the final reward.
The third stage-story design
The design of the story is a simplified summary of the different frameworks introduced in the previous episode, although this model is particularly inspired by the work of Andy Raskin. We consider the following ways to present this story:
- Sales or strategy package;
- Interactive Experience;
- Emails/posts on LinkedIn;
- Your web page.
The first step of the day. Ordinary world and change
As we have already seen, you should never start a sales strategy or talk about stories about products, headquarters, investors, customers, or anything related to the brand. Instead, name a world change, which creates a huge risk or urgency for your potential customers (we have seen how change can be a key element of storytelling).
Andy Raskin often refers to this stage as the “old game battle.” New game”. The winner has started playing a new game. To increase the urgency of buyers, you must show that the winner is already playing it. This means referencing winners who have more resources than your target audience, or point to Winners in other fields.
Helping customers win new games is the reason your company and products exist. Unless the category narrative is the driving force behind your company, your culture and products, it is worthless. When you talk about a product in particular, please do it only in the context of how it helps people win new games.
The second stage of the day. What’s at stake
Potential buyers tend to avoid potential losses by maintaining the status quo. You must explain why adapting to change can lead to a very positive future. Failure to do so may lead to an unacceptably negative future.
Now is the time to show what is at stake and give examples of winners, not necessarily your customers, these companies have mastered changes in different areas. In order to increase the buyer’s sense of urgency, you need to show that the winner is already playing it. This means referencing winners who have more resources than the target audience, or pointing to winners in other fields.
The third and fourth stages of the day. Obstacles and rewards
By definition, this road is full of obstacles. For potential customers, in the absence of external help, rewards must be both desirable and elusive. This is what Andy Raskin said: Paradise (a place God allowed for Abraham. It is a new future state, not a product or service. It is not about owning your brand’s technology and solutions, nor is it benefiting from your services, but by including new scenarios that your technology and services will reveal.
The fifth stage of the day. “Magic Gift”
It’s time to showcase your brand, technology, products and services.
When you showcase your brand’s products, you should position your ability as a “magic gift”—as Andy Ruskin suggests—to help potential customers get coveted rewards. Helping customers achieve change is the reason for your company and product.
The final stage of the day.Evidence test
The audience will wonder if you can realize this story. Now is the time to present proof of what you can do (customer recommendation).
The latest episode of strategic storytelling will focus on how to apply storytelling to email marketing, social media posts, and other content.