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| ORIGINATE was founded with one purpose: provide attitudinal and motivational user insights to drive client growth. |
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| We believe understanding intent—what goes on in their hearts and heads—is the basis to generate new growth. Being able to ‘See the Unseen,' or accurately discover Users attitudes and motivations, provides the necessary insights. Specifically, growth strategy, what a company offers and how it goes to market, must be driven based on a consumer view, combined with the company’s vision and capabilities. That’s why we combine the art of strategic thinking and the science of quantitative consumer research. |
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| The Result: User Inspired Growth. |
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| Originate Development Process |
| We have carefully translated our principles into a structured process. The visual below – the Originate mobius – broadly depicts our approach to evaluating product/service opportunities and for helping organizations build strong offerings. |
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| The left side, Phases 1 and 4, deal with the empirical or fact based side of the process. The right side, Phases 2 and 3 address the planning and execution aspects of the growth model. |
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| Phase 1 – A deeper understanding of the existing customer and market information is collected, analyzed and conclusions are drawn. A planning Framework is created to serve as the basis to target different segments and create the requirements for products and services. Typically, this is employed to develop a Portfolio Strategy or the ability to create unique offerings to the various market segments. |
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| Phase 2 – Guides the long-term strategic direction and resource allocation by choosing who you want to serve, which benefits will be offered (against which needs), what intangible assets should be developed, and what competencies (and supporting skill sets) are necessary for success. Plus the metrics of impact must be determined in this phase (e.g., volunteerism levels, target satisfaction) so they can be measured in Phase 4. |
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| Phase 3 – It’s all about getting it done – the execution. Tactics are actually organized by ‘Strategic Imperatives’ or the initiatives required to advance the strategies. There, tactics are not addressed individually; rather a process links the tactics to specific activities, the resources necessary, the timeframe for completion, and the person responsible. This allows for a simple and clear management tool to evaluate progress and identify roadblocks. |
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| Phase 4 – Deals with feedback and progress versus your benchmark or goals. This is done at two levels: external metrics (e.g., membership levels, donations, volunteerism rates, participation, awareness, etc) and internal measures (e.g., satisfaction of target, advocates, desire to collaborate, employee satisfaction, etc.). The secret is having a seamless basis for accountability. |
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| Overall, the mobius process encourages a disciplined go-to-market approach. Used annually in planning and quarterly in review of tactics, this method needs to be broadly embraced by everyone involved in leadership and direction. This permits all layers of an organization to have the same view of expectations and priorities. |
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