We now live in an information-rich world, dominating and making scarce the attention of people this overabundance of information consumes every minute of every day.
This is the attention economy.
Attention is the new currency of business.
A question that should be on the mind of every CEO is this:
FPG is an analytics and strategic advisory group. We’ve been hired by some of the finest companies to help them reach their objectives and identify their “WHY” in dynamically evolving environments and a connected world.
Our focus is on leveraging the power of data and neuro-data science, to connect customer higher value needs and new value creation to business performance.
We have a solid track record for identifying compelling opportunities and developing innovative ways to capture them.
We have achieved up to 10 percent sales and customer base growth for our clients, up to 5 percent higher return on sales, a margin uplift of 1 to 2 percent, and increased revenues by 20 percent.
Our objectives are centered on developing future driven strategy for organizations, particularly as it relates to four key areas of performance:
1. Establishing a model for ideation and innovation at the business team and marketing levels, mandating a shift from the traditional marketing model to a “marketing innovation” model, freeing up people to ask “What if?”.
2. Prioritizing the need for continuous creation of new value beyond the commodity product and service and on the development of customer experience. Essentially viewing the business as a value creation engine for customers.
3. Simplifying processes by eliminating irrelevant complexity that needlessly deplete human and economic resources, slows responsiveness, and muddies decision making.
4. Establishing a foundation for future growth by building an efficient platform for collaboration and problem solving, roadmap development, new value creation, and material benefits to the business.
We dig into the relationship between the business, its people, its products and services, and their relationship with customers.
By identifying the gaps between the performance of the business and high-value customer need, we shift the focus off of the commodity product and service and on to the creation of customer experiences and deeply meaningful value that can be leveraged.
When we work in collaboration with business teams, we form a progressive partnership, raise the quality of the internal dialogue, innovate, and build a foundation for sustainable future growth.
We know from experience that this kind of innovation stems from a progressive and energetic collaboration between people who understand the power of asking “what if?” and want to explore what’s possible.
When we untangle and deliver the right information, business teams get clear on the key drivers of market growth and customer value creation, people make better decisions with better information, engage more deeply, execute with greater confidence, and outperform.
HUMAN is a collaborative workshop void of irrelevant complexity, driven by experience, intellect, and creative diversity, that moves across a discipline scale from data to execution.
Every activity in the roadmap is broken down by team objective, which is further broken down into individual projects, which in turn are broken down into individual business and customer value sets.
Data delivers key insights and confirms the need for change.
Fundamental truths from data that form the basis for ideation are tapped.
Objectives at marketing group level and baseline requirements are established.
Frame . Baseline . Forecast . Search
Choose . Refine . Commit . Measure
Our team process is broken down into five areas.
1. Data that grounds and informs decisions
2. A set of guidelines for making decisions
3. Clear Accountability
4. A lightweight, transparent, comprehensive roadmap
5. A culture of goal setting
Our roadmap draws insight from three primary sources.
1. Things we believe in based on our experience and opinion other than research. This includes trends we see and ideas we have.
2. Qualitative data that allows for rich, free expression. We have three sources of qualitative feedback:
• Solicited feedback from customers including research studies and conversations with customers.
• Unsolicited feedback from customers that comes in via Intercom or alternative channels.
• Feedback from sales/CFP conversations. Sales teams share insight, points of view on markets and customers, and current state processes, misalignments, challenges, and opportunities. Our roadmaps are reviewed by key sales and product leadership to ensure we’re removing barriers and gaining ownership and buy-in from key individuals.
3. Quantitative data based on measuring performance metrics. We have two sources of quantitative feedback:
• The success metrics defined in every project.
• Product and team level success metrics.
Think of it this way.
Attention is the new currency of business, and businesses are dominated by the race to win it.
The need to understand through data what’s on the minds of people has never been more important.
The winners are those who are better at it.
If you’re going to interrupt people, if you want their attention, you have to tell them in a way that’s deeply informed by and connected to what they really care about.
Our work is supported by a sound business case.
We achieve desired outcomes in revenue-generating areas of the business.
Our programs self-fund by delivering meaningful top-line growth typically within 6 to 12 months.
We support results tiered compensation.
We mitigate client risk by guaranteeing our performance.
We will not engage unless we feel we can produce tangible results worth several multiples of our fees.
Our economic engine is deeply satisfied clients.
By guaranteeing our performance, we hold ourselves accountable to consistently deliver against objectives and ensure that our clients receive what they expect on each engagement every time.
We believe superior value creation, deeply engaging customer experience, and market advantage comes from the collective power of:
Fact-based informed decisions require key insights that come from data.
But data are layered with irrelevant noise that complicates decision making.
The more these layers are piled into thought processes the more you introduce potential failure paths.
We eliminate the layers to reach a higher level of clarity and exactness.
As exactness increases, fundamental truths and understanding how people think, feel, do and ‘why’ emerge, and the level of improvements in decision-making increase significantly.
The result is strategy and experiences that become deeply aligned with reality, true customer values, and the single most important metric — What customers really care about.
Strategy that beats the market
From data to decisive knowledge.
As exactness increases, the level of improvements in decision-making increases.
The only way to compete is strategically.
Yet a majority of executives surveyed said their companies are creating substandard strategies that cannot beat the market. It doesn’t surprise us.
Most companies look at the customer through the mind of the business. We look at the business through the mind of the customer.
The key is to start with the customer experience, understand what’s meaningful and valuable, and innovate strategically back to the business, product or service.
But there has to be substance behind the answers.
When that happens, strategy is born from high levels of exactness, value creation aligns with customers, brand loyalty increases, and growth becomes a natural output.
It’s about why a company exists, its purpose, and how that fits into the lives of people.
What public stances do they take? What values do they demonstrate in the market?
People don’t have relationships with functional products and transactional services; they’re void of emotional content. People have relationships with and are loyal to brands.
We all look for and find assurance in brands. We’ll even pay more if it reflects our values, delivers meaningful experiences, and supports a social cause. And we’ll stay loyal to it if it keeps its promise.
It tips the scales. And when we show our clients how to leverage it, it becomes their single most powerful and controllable message.
Aligning a company’s most important asset — people — under a belief and compelling cause is integral to the strategic dialogue.
They need to be able to get beyond the “What” and “How” and get to
When they can, they change the internal dynamic and make stronger connections with customers looking for meaningful experiences and solutions to new normal challenges.
Studies have continuously shown that people in most companies want to participate deeply but have to be clear on where they’re heading, why, and become unleashed and empowered to get there.
When they are, they’re deeply engaged, more passionate, and more innovative. They feel set up to succeed.
It’s about the continuous creation of new customer value.
It begins when we look at a problem from a completely new angle.
It becomes real when we help our clients create a culture that supports innovation and unleashes human creativity.
Value erodes. New value eventually becomes old value.
Rapid disruption is today’s norm.
Companies must continuously match or even create market change, or they’ll lose ground.
Complacency and losing ground are not options.
Perfecting the known is not a path toward success – advantage and wealth are gained from creating new value.
Identity is the visual and written expression of a company and its strategy.
It organizes individual messages under a singular well-articulated platform to support a single compelling message. It is visual experiential value.
Humans process intellectually and emotionally through an order of cognition. We read visuals first. We read words second. Effective identity makes a lasting impression through a consistent and repetitive use of sight and word.
It speaks volumes about what a company is and what it thinks of itself.
It’s the first impression — either lasting or fleeting.
And in many cases, it accounts for a consumer’s decision to choose one brand, one product, one service over another.
There are more than 4 Billion* people with smartphones. In their hands, they have access to most of the world’s knowledge and all of the information they need to become informed, engaged, make the right decision, and get exactly what they want when they want it.
And they can do it while walking their dogs or sitting in Starbucks.
In other words, we live in an information-rich world and it’s able to be accessed by Billions of people who have the skills necessary for using it.
The key takeaways:
The need to understand through data what’s on the minds of people and use that insight to design strategies that will win their attention has never been more important, and businesses are dominated by the race to win it.
If your brand isn’t dialed in to what people really care about, it won’t win their attention, and they’ll easily find one that is.
New York Managing Partner
+1 585 469 2132
If you would like to talk with us about how we can help you, call us or send us a message here.
We’re always glad to meet over early morning coffee, share knowledge, network, connect you to smart people, and offer our point of view.
Our responsibility is to serve the needs of our clients.
We’re accountable. We guarantee our performance and will not engage unless we feel we can produce tangible results worth several multiples of our fees. We measure the results of our work by its impact on our client’s top line and market performance.
We focus on data, analytics, strategy and significantly improving organizational strength, focus, and capabilities.
We believe that rigorous, truth-based analysis is the sole identifier of what’s real and of what’s possible. Getting to what matters, not muddy data or blind agreement, will reveal the best solution and lead to a decisive position.
We challenge our clients and are prepared to push them outside their comfort zone.
We question long-held views of the future, status quo competitive strategies, and established priorities in an effort to make the changes necessary to enable our clients to outperform, make significant progress in shorter periods of time and establish a foundation for continued growth.
We believe joint accountability and team buy-in is required to make change stick, and aligning people under a clear direction, purpose, and cause are absolutely necessary in order to succeed.
We only recommend what we believe in and what is realistic, pragmatic and actionable.
We teach self-reliance.