| name | 06-digital-marketing-strategy |
| description | Use when integrating social, email, search, web, influencer and paid channels into one plan. Produces board-ready digital marketing strategy and 12-month roadmap; use `05-social-media-strategy` when that neighbouring contract is the closer match. |
| metadata | {"portable":true,"compatible_with":["claude-code","codex"]} |
Digital Marketing Strategy Generator
Produce the boardroom-level digital marketing strategy document. This is the broadest strategy deliverable in the suite — it integrates all digital channels into a unified plan. Every section must be populated with client-specific content. Apply British English throughout. Default to Uganda/East Africa context unless the client specifies otherwise.
Apply the POEM model (Paid/Owned/Earned) to audit current digital assets. Apply the RACE framework (Reach/Act/Convert/Engage) to map the customer journey and structure measurement (Chaffey, 2024). Reference Kotler et al. (2023) for channel integration principles.
Add Kennedy's systems lens before selecting tactics:
- avoid dependence on a single platform or traffic source
- distinguish acquisition, conversion, retention, and referral mechanisms
- define the lead-generation offer separately from the core sale
- treat the website, email list, and customer database as strategic assets, not optional extras
- when the client sells premium, high-ticket, luxury/affluent, executive, or enterprise offers, load
premium-social-selling/SKILL.md before finalising positioning, content, lead generation, outreach, email nurture, or conversion strategy
Use When
- Use this skill for integrating social, email, search, web, influencer and paid channels into one plan.
- Confirm that
05-social-media-strategy is not the closer route before proceeding.
Do Not Use When
- Use
05-social-media-strategy when its narrower output is requested.
- Do not publish, spend, change a live account, certify compliance, or invent missing client evidence.
Required Inputs
| Artefact | Source/provider | Required? | If absent |
|---|
| Approved brief, channel evidence, revenue model, objectives and budget | Client, approved systems, or dated platform exports | Yes | Stop the affected decision; request it or mark the field unknown and narrow the output. |
| Purpose, audience and approval boundary | Client brief or accountable owner | Yes | Return discovery questions; do not infer approval. |
Outputs
| Artefact | Consumer | Acceptance condition |
|---|
| Board-ready digital marketing strategy and 12-month roadmap | Client lead and next workflow owner | Every recommendation traces to an input, names an owner or next action, and marks assumptions and unassessed checks. |
Evidence Produced
| Evidence | Format | Acceptance condition |
|---|
| Decision and source register | Table in the deliverable | Each material claim records its source/date or is labelled unverified; missing evidence never becomes a pass. |
Capability and permission boundary
Read and search access to the supplied artefacts are required; calculation or file-rendering capability is optional. Planning and drafting are read-only with respect to client accounts and source records. Editing the deliverable requires explicit authorisation; publishing, production mutation, destructive action, spend, and certification claims require separate explicit authority and evidence.
Degraded mode
If files, platform access, network, rendering, fonts, or calculation tools are unavailable, return the narrowest useful qualified board-ready digital marketing strategy and 12-month roadmap. Mark each blocked check not assessed, state the consequence, and provide the exact evidence needed to resume. Never convert an unavailable check into a pass.
Decision rules
| Choice | Action | Failure or risk avoided |
|---|
| Approved brief, channel evidence, revenue model, objectives and budget is current and attributable | Produce the full board-ready digital marketing strategy and 12-month roadmap and cite the evidence used. | Decisions based on stale or unrelated evidence. |
| A material input is missing or contradictory | Stop that decision, request clarification, or issue a labelled partial result. | Fabricated precision and false confidence. |
The requested outcome belongs to 05-social-media-strategy | Route there and hand over the verified inputs already collected. | Neighbour collision and duplicated work. |
Workflow
- Confirm the requested decision, consumer, market, period and permission boundary; route to
05-social-media-strategy if its contract is closer.
- Inventory the required inputs and their provenance. Stop any decision whose critical evidence is absent; recover by requesting it or recording a bounded assumption.
- Apply the domain method in the core sections below, following the decision table whenever evidence conflicts or scope changes.
- Verify calculations, dates, named platforms and claims against the supplied sources; label inference and uncertainty.
- Produce the board-ready digital marketing strategy and 12-month roadmap, decision/source register and explicit next owner. Do not mutate live systems without separate authority.
- Run the repository anti-slop ship gate. If a blocking factual, permission or evidence defect remains, fix it or withhold release.
Quality Standards
The output is client-specific, uses British English and the stated market/currency, distinguishes observed fact from inference, exposes gaps, and gives a checkable acceptance condition. Recommendations must be feasible within the confirmed budget, capacity and permissions.
Anti-Patterns
- Using an undated benchmark as the client's result. Fix: use account evidence or label the benchmark as a provisional comparator.
- Producing the board-ready digital marketing strategy and 12-month roadmap without approved brief. Fix: stop the affected decision or issue a clearly bounded partial output.
- Treating missing access or data as a successful check. Fix: record
not assessed, its risk and the recovery input.
- Absorbing
05-social-media-strategy into this workflow. Fix: route the neighbouring output and hand over verified inputs.
- Publishing, spending or editing a live account during planning or review. Fix: obtain separate explicit authority and retain action evidence.
Worked example
Given verified approved brief, the skill produces a board-ready digital marketing strategy and 12-month roadmap with source dates and named assumptions. If that evidence cannot be accessed, it returns only the supported sections plus a recovery list; it does not fill gaps with East African defaults.
Read next
References
Required Input
Ask for all of the following before generating the strategy document:
- Client name — trading name and legal name if different
- Industry and sub-sector — e.g. "financial services — microfinance", "hospitality — boutique hotel"
- Country/city — defaults to Kampala, Uganda if not specified
- Primary revenue model — product / service / subscription / hybrid
- Existing digital channels — list all active channels: website, email list, social profiles, any paid activity
- Approximate customer lifetime value (TLV) — in UGX; if unknown, ask the client to estimate average revenue per customer per year
- Current monthly website visitors — from Google Analytics or similar; state "unknown" if unavailable
- Digital marketing budget — monthly amount in UGX (or USD); state whether this is production-only, paid-only, or total
- Primary business goal — one sentence: what digital marketing must achieve in the next 12 months
- Commissioned sub-strategies — note which of the following have been or will be commissioned: 05-social-media-strategy, 07-email-marketing-strategy, 08-influencer-marketing-strategy, 12-website-content-plan
If customer lifetime value is unavailable, use the ROI formula methodology to work backwards from a stated target.
Pre-Strategy Checklist: P.O.S.T.
Before generating the strategy document, apply Zahay et al.'s (2024) P.O.S.T. methodology to prevent platform-first thinking:
- People — understand the audience and their digital behaviours first. Which platforms are they actually using, and what are they doing there? Use the 5Cs framework below.
- Objectives — set business-aligned goals before selecting any platform or channel.
- Strategy — develop the strategic approach, then derive the content and engagement model from it.
- Technology — only then select platforms, tools, and channels. Technology choice follows strategy; it does not lead it.
The 5Cs of Social Media Motivation
Use this framework (Zahay et al., 2024) to diagnose what the target audience is primarily doing on each platform. The diagnosis determines the appropriate content strategy per channel.
| Motivation | Description | Implication for Content |
|---|
| Consume | Passive audience; reads, watches, listens | Informational content; reach over engagement |
| Control | Curates and manages own digital presence | Self-expression content; tools for personalisation |
| Connect | Builds relationships and community | Community content; conversation starters |
| Compete | Status-seeking; comparisons and achievements | Achievement content; social proof |
| Create | Produces and shares original content | UGC campaigns; co-creation invitations |
Apply the 5Cs to each priority platform in Section 3 (Channel Strategy) to explain why the content approach fits this audience on this platform.
Document Structure
Generate all seven sections in order. Use markdown headings. Do not omit any section.
1. Digital Situation Audit
Apply the POEM model to classify the client's current digital assets:
Owned channels — what the client controls directly:
List each owned asset with a brief status note.
- Website: URL, estimated monthly visitors, mobile-optimised (yes/no), last updated
- Email list: size, platform used (Mailchimp / Brevo / other), last send date, approximate open rate
- Social media profiles: list each platform, follower count, posting frequency, engagement rate summary
- WhatsApp Business: profile set up (yes/no), broadcast list size, usage for customer comms
- Any other owned assets: app, podcast, YouTube channel, etc.
Earned channels — what others say and share about the client:
- Word-of-mouth and referrals: estimated contribution to new enquiries (high / medium / low / unknown)
- Reviews: Google Business Profile rating and review count; Facebook recommendations
- Media mentions: any press coverage, blog mentions, or features in the past 12 months
- Social shares and UGC: qualitative assessment of organic sharing behaviour
Paid channels — what the client pays for:
- Current paid social activity: platforms, approximate monthly spend, results if known
- Google Ads or display: active (yes/no), monthly spend, performance summary
- Sponsored content or influencer fees: any current paid partnerships
- Overall paid spend as % of total budget
Conclude with a 2–3 sentence overall assessment: what is working, what is underused, and where the biggest opportunity lies.
Digital Transparency Assessment (Rageh, 2026):
Rate the client's current transparency across three dimensions:
| Dimension | Definition | Current Rating (High / Medium / Low) | Priority Action |
|---|
| Clarity | Product information, pricing, policies are clear and easy to find | | |
| Openness | Interactive feedback channels exist; data collection is permission-based | | |
| Objectivity | Negative reviews and critical feedback are visible alongside positive content | | |
Low transparency scores predict lower conversion rates and higher churn, particularly in markets where digital commerce is newer and default consumer trust is lower. For EA clients, this assessment is especially important: Uganda and Kenya's data protection frameworks (DPPA 2019, DPA 2019) are creating new transparency expectations among urban digital consumers.
Digital Marketing Lifecycle assessment (Zahay et al., 2024):
Classify the client's current digital marketing maturity against the four lifecycle stages. Each stage demands a different budget allocation and strategic priority.
| Stage | Definition | Primary Digital Investment |
|---|
| Acquisition | Attracting new prospects — reach, awareness, traffic | Paid social, SEO/content, influencer |
| Conversion | Turning prospects into first-time buyers | Landing pages, email nurture, retargeting |
| Retention | Keeping existing customers engaged and repeat-buying | Email marketing, WhatsApp broadcasts, loyalty content |
| Value Growth | Increasing revenue per customer — upsell, cross-sell, referral | Email sequences, community, advocacy programmes |
State which stage represents the client's primary gap and highest-priority investment. Note: average repeat customers spend 67% more in months 31–36 than in months 1–6 (Zahay et al., 2024) — making retention investment consistently undervalued relative to acquisition.
2. Target Customer Digital Journey Map
Apply the RACE framework (Chaffey, 2024) to map how target customers currently discover, engage with, and purchase from this brand. For each stage, identify current touchpoints and gaps.
Reach — how customers discover the brand:
- Current touchpoints: [e.g. Facebook organic posts, word of mouth, Google search for brand name]
- Gaps: [e.g. no SEO content to capture non-brand search; no influencer activity]
- Recommendation: [1–2 sentences on what to add or improve]
Act — what triggers engagement:
- Current touchpoints: [e.g. Instagram DMs, WhatsApp enquiries, website contact form]
- Gaps: [e.g. no lead magnet; website has no clear CTA above the fold]
- Recommendation: [1–2 sentences]
Convert — what closes the sale:
- Current touchpoints: [e.g. in-person meeting, phone call, mobile money payment]
- Gaps: [e.g. no email nurture sequence; no testimonials visible on social profiles]
- Recommendation: [1–2 sentences]
Engage — what retains and reactivates customers:
- Current touchpoints: [e.g. WhatsApp broadcast updates, informal personal follow-up]
- Gaps: [e.g. no formal loyalty or re-engagement mechanism; no newsletter]
- Recommendation: [1–2 sentences]
Include a simple journey map summary table:
| RACE Stage | Current Touchpoints | Gaps Identified | Priority to Fix |
|---|
| Reach | | | High / Medium / Low |
| Act | | | |
| Convert | | | |
| Engage | | | |
3. Channel Strategy and Budget Allocation
Provide strategic guidance and budget allocation rationale for each channel. This section integrates all commissioned sub-strategies — reference them where relevant rather than duplicating their content.
Social media
Strategic role: [one sentence on what social media is asked to do for this business]
Priority platforms: [list 2–3 with brief rationale]
Budget allocation: [% of total digital budget]
Reference: 05-social-media-strategy for full platform and content detail.
Email marketing
Strategic role: [one sentence — list building, nurture, retention, or all three]
Priority: [High / Medium / Low — based on purchase cycle and audience behaviour]
Budget allocation: [% of total; email is typically low cost but requires platform fee]
Reference: 07-email-marketing-strategy if commissioned; otherwise flag as a recommended addition.
SEO content and blog
Strategic role: [organic search visibility, thought leadership, or audience education]
Priority: [based on whether the client has a website and whether search intent exists in their category]
Budget allocation: [% of total; note this is content production cost, not paid search]
Reference: 12-website-content-plan if commissioned.
Influencer marketing
Strategic role: [trust-building, reach extension, or product/service demonstration]
Priority: [based on category — FMCG and lifestyle benefit most; B2B less so]
Budget allocation: [% of total; distinguish barter deals from paid fees]
Reference: 08-influencer-marketing-strategy if commissioned.
Paid social
Strategic role: [amplification of organic content, retargeting, campaign launches]
Priority: [based on client's budget band and business model]
Budget allocation: [% of total; recommended minimum threshold for meaningful reach in EA market]
Budget allocation summary table:
| Channel | Monthly Budget (UGX) | % of Total | Primary Goal |
|---|
| Social media (production) | | | |
| Email marketing | | | |
| SEO / blog content | | | |
| Influencer marketing | | | |
| Paid social | | | |
| Tools and platforms | | | |
| Total | | 100% | |
For the final recommendation, verify the channel mix covers:
- a dependable lead source
- a conversion path with clear offers and follow-up
- a retention channel the brand controls directly
- a referral or advocacy mechanism
If any one of those is missing, the strategy is incomplete.
Note: production costs (content creation, copywriting, design briefs) are separate from paid media spend. Distinguish the two clearly.
Digital Architecture Decision: Central Site vs. Hub-and-Spoke (Bly, 2018):
Before finalising channel strategy, document the client's digital content architecture. This choice has major implications for SEO investment, content effort, and conversion design.
- Central site model: One authoritative domain receives all traffic; all social media and paid channels point to it. Best for: service businesses, B2B firms, personal brands, businesses with one core offer.
- Hub-and-spoke model: A central site supported by niche microsites or landing pages targeting specific audiences or offers. Best for: multi-product businesses, clients with distinct customer segments, businesses investing significantly in paid search.
State the chosen architecture and the rationale clearly in Section 3. The channel strategy must be consistent with this architectural decision.
Scrappy Budget Decision Logic (Westergaard, 2016):
For clients with constrained budgets (under UGX 5,000,000/month total), apply Westergaard's Brains Before Budget principle: rank channel investments by strategic leverage, not budget availability.
Digital Compass Question: For each channel under consideration, ask — "Does this channel most efficiently move us towards the defined business destination?" If the answer is not clearly yes, remove it from the plan.
Prioritisation order for lean budgets:
- Own your website and email list first — these are the only assets you control entirely
- Choose one social platform where your audience is most active and go deep, not broad
- Add a second platform only when the first is performing consistently
- Paid spend follows organic proof — boost only content that has already demonstrated organic engagement
4. Content Marketing Strategy
Describe how content works as an integrated system across channels. One piece of content should feed multiple distribution points.
The content repurposing approach:
Map a single hero content piece through all channels. Example for a service business:
- Hero content — one in-depth blog post or YouTube video (the primary asset)
- Derivative social content — 3–5 social posts extracted from the hero piece (key statistics, quotes, tips)
- Email content — one newsletter section summarising the piece with a link
- WhatsApp broadcast — one short message teasing the insight with a link or screenshot
- Short-form video — one 30–60 second Reel or TikTok summarising the key point
- Story/ephemeral content — poll or question card on Instagram or Facebook Stories to drive engagement
Apply this logic to the client's content pillars (from 05-social-media-strategy) and show explicitly which content types will be repurposed into which channels.
Content production rhythm:
Define a weekly or monthly production cadence. State what gets produced in-house versus what requires external support (e.g. video production, graphic design — note that asset production is outside this suite's scope). Reference content-writing skill for copywriting standards.
Content insourcing principle (Sheridan, 2019):
The most valuable content is produced by the people who already know the answers: the sales team, customer service staff, and subject matter experts within the business. A content manager with a journalist's interviewing skills can extract 8–12 publishable pieces per month from a 20-minute interview with one staff member. Outsourcing content entirely to agencies consistently produces average results because agencies cannot replicate the authentic expertise that lives inside the client organisation. Recommend that every client designate one internal Content Manager (or equivalent) to own the content production process — not to write everything, but to coordinate, interview, edit, and publish.
The Five-Stage Content Marketing Timeline (Sheridan, 2019):
| Stage | Timeframe | What happens | What to measure |
|---|
| Launch and Assignment Selling | Months 1–3 | Content machine starts; editorial calendar established; Big 5 content prioritised; sales team equipped with content for every appointment | Content output volume; sales team adoption of content |
| Search Visibility | Months 2–5 | Search engines begin indexing new content; organic traffic starts to grow; early keyword rankings appear | Organic traffic growth; keyword ranking improvements |
| Lead Generation | Months 3–6 | Traffic converts to leads; opt-in rate on premium content; enquiry volume from digital channels | Lead volume from content; email list growth rate |
| Revenue Generation | Months 4–18 | Sales attributed directly to content; close rate on content-educated prospects | Revenue attributed to content; COCA reduction |
| Compounding Returns | Months 18–36 | Content library accumulates authority; rankings compound; referral volume increases; COCA continues declining | Annual ROI; brand search volume growth |
Set client expectations against this timeline at strategy launch. Content marketing is not an immediate-return channel. Clients who expect leads within 30 days will abandon the programme before it reaches its inflection point.
5. Email Marketing Overview
Provide a strategic summary of the email marketing programme. Full detail is in 07-email-marketing-strategy if commissioned.
Cover:
List building: primary opt-in mechanisms — website form, social media lead magnet, WhatsApp opt-in, in-store QR code. State which are most relevant for this client.
Nurture sequence: brief description of the welcome and onboarding flow for new subscribers. Note the 5-email welcome structure detailed in 07-email-marketing-strategy.
Broadcast strategy: newsletter frequency recommendation (weekly / fortnightly / monthly based on content capacity and purchase cycle). Content mix: 60% value, 30% news, 10% promotional.
Segmentation principle: even at small list sizes, distinguish at minimum between leads (not yet purchased) and active customers. Personalise CTAs accordingly.
90/90 nurture principle (Bly, 2018): 90% of email subscribers who purchase do so within 90 days of joining a list. Digital strategy must reflect this window — the nurture sequence in the first 90 days must be front-loaded with high frequency, high-value content. A flat ongoing cadence misses the primary buying window. Specify in the email strategy: what is the send frequency in weeks 1–12, and how does it differ from the steady-state frequency in months 4–12?
If 07-email-marketing-strategy has not been commissioned, flag email as a recommended addition and note the typical ROI of email versus paid social for retention-focused businesses.
6. Measurement Framework
Apply the ROI formula from Bodnar and Cohen (2012): ROI = (TLV − COCA) ÷ COCA
Define TLV and COCA for this client:
- TLV (Total Lifetime Value): average revenue per customer × average number of purchases × average customer lifespan in years. Populate with client data or stated assumptions.
- COCA (Cost of Customer Acquisition): total marketing spend ÷ new customers acquired in the same period. Populate with available data or set as a target.
- Target ROI: state the minimum acceptable ROI for this engagement (e.g. "a minimum ROI of 3:1 is required to justify the monthly digital marketing spend").
ROI targets by channel:
| Channel | Monthly Spend (UGX) | Target New Customers/month | Target COCA | TLV | Target ROI |
|---|
| Social media (paid) | | | | | |
| Email marketing | | | | | |
| Influencer marketing | | | | | |
Attribution Model Selection (Hanlon and Tuten, 2022):
Choose an attribution model before the campaign begins — do not retrofit attribution after the data exists. The choice affects which channels appear to be performing and how budget is subsequently allocated.
| Model | How credit is assigned | Best suited for |
|---|
| Last click | 100% to the final touchpoint before conversion | Short purchase cycles; direct response campaigns |
| First click | 100% to the first touchpoint | Awareness campaigns; brand-new market entry |
| Linear | Equal credit to every touchpoint | Long nurture cycles with many touch points |
| Time decay | More credit to touchpoints closer to conversion | High-consideration purchases; B2B |
| Position-based | 40% first, 40% last, 20% distributed | Balanced view of both acquisition and close |
| Data-driven | Algorithmic weighting based on actual conversion data | Clients with sufficient data volume (GA4 minimum: 400+ conversions/month) |
State the chosen model in Section 6 and note which GA4 or platform analytics setting implements it. Apply consistently for the full strategy period before switching.
Reporting cadence:
- Weekly: social media engagement and posting compliance
- Monthly: full channel performance review against KPIs (use meta-reporting skill)
- Quarterly: ROI review, budget reallocation, strategy adjustment
North Star metric:
Identify one primary metric that, above all others, indicates this strategy is working. Link it directly to the primary business goal. Example: for a service business, this might be "number of qualified enquiries from digital channels per month".
7. 12-Month Implementation Roadmap
Structure into four quarters. Each quarter has a theme, 4–6 specific actions, and measurable milestones.
Q1 — Foundations (Months 1–3)
Theme: establish the infrastructure, systems, and baseline content engine.
- Set up or audit all owned channels (profiles, website, email platform)
- Produce brand templates, tone guide, and content calendar system
- Launch email welcome sequence for new subscribers
- Establish weekly content rhythm and community management SLAs
- Commission 05-social-media-strategy and any other sub-strategies not yet in place
- Milestone: all channels active, brand-consistent, and publishing on schedule; baseline KPIs established
Q2 — Growth (Months 4–6)
Theme: expand reach and activate acquisition channels.
- Begin selective paid social boosting and/or first structured campaign (09-campaign-strategy)
- Launch influencer outreach programme if in scope (08-influencer-marketing-strategy)
- Publish first SEO blog content or video if in scope (12-website-content-plan)
- Grow email list to first target threshold
- Milestone: measurable growth in Reach and Act RACE metrics versus Q1 baseline
Q3 — Optimisation (Months 7–9)
Theme: use data to improve performance; double down on what works.
- Conduct full mid-year performance review; reallocate budget from underperforming to high-performing channels
- Refine content mix based on engagement data
- A/B test email subject lines and CTAs
- Review influencer partnerships; renew or replace as appropriate
- Milestone: COCA declining; engagement rate and conversion metrics improving quarter-on-quarter
Q4 — Scale and Review (Months 10–12)
Theme: maximise results, document learnings, and plan the following year.
- Run the highest-effort campaign of the year (typically Q4 for consumer; budget season for B2B)
- Produce annual digital marketing performance report (meta-reporting skill)
- Conduct strategy review: what to continue, stop, or add in Year 2
- Begin Year 2 planning with updated baselines and revised COCA/TLV data
- Review the full platform channel mix and assess whether any platforms have materially changed in reach, algorithm behaviour, or EA audience penetration since Q1. The EA digital market evolves faster than global benchmarks; channel decisions must be revisited annually (Pidsley, 2023)
- Milestone: annual ROI calculated and documented; Year 2 strategy brief prepared
8. AI and Human Collaboration in Digital Marketing
Apply when the client is using or considering AI-powered marketing tools, automated bidding, AI content generation, chatbots, or agency-managed automation.
The Indispensable Complement Principle (Vallaeys, 2019):
Hal Varian's principle: "Seek to be an indispensable complement to something that is getting cheap and plentiful." As AI tools commoditise routine digital marketing tasks, the agency's value lies in what the AI cannot do alone.
| What AI does well | What humans do better |
|---|
| Bid management across thousands of permutations | Setting goals that translate business needs into system inputs |
| Pattern recognition in large datasets | Creative — emotional connection, linguistic subtlety, novel angles |
| Attribution modelling and budget automation | Micro-segmentation strategy — deciding which segments matter |
| A/B testing at scale | Measuring outcomes against business context AI cannot access |
| Real-time response to signals | Explaining why a result occurred and what it means |
Automate-or-not decision: If a task can be documented as a step-by-step process, it can be automated. Prioritise automation by frequency × time-consumed: high-frequency, time-consuming tasks first (ad testing, reporting); low-frequency, fast tasks last (budget updates). Do not automate creative — the human layer that writes, edits, and selects messaging must remain human-led.
The Three Human Roles (Vallaeys, 2019):
| Role | What it means in practice |
|---|
| Doctor | Diagnose the account's health; explain root causes to the client (bedside manner: translate complexity into plain language; forensic investigation: identify why performance changed) |
| Pilot | Monitor automated systems; calibrate alerts; intervene when automation produces unexpected outcomes; spot competitor automation failures and exploit them |
| Teacher | Train the AI — provide the system with business-specific context it cannot derive from historical data alone (seasonal events, promotions, margin data, product launches) |
When proposing AI-assisted marketing services, specify which human role the agency is providing and what unique business data or context it will feed into the AI system. Generic use of AI tools = average performance. Differentiated use = competitive advantage.
Recombinant Innovation (Hargadon, 2003, cited in Vallaeys, 2019): Innovation is not always a new invention — it is often a novel combination of existing tools. The agency's competitive advantage lies in connecting client business data (seasonality, promotions, margins, customer segments) with standard AI tools in combinations competitors have not yet considered. Document these combinations as agency proprietary processes.
Fundamentals never become obsolete (Vallaeys, 2019): AI tools produce average results when used generically. Above-average results require the human operator to understand how the system works, what it is optimising for, and when it needs overriding. Proficiency in the AI tool's underlying logic — not just its interface — is the differentiator. This applies equally to social media algorithms, email automation, and chatbot configuration.
Quality Criteria
- Situation audit correctly applies POEM classification to every channel — no channel is left unclassified
- Customer journey map identifies specific, named touchpoints for this client — not generic examples
- Channel strategy justifies budget allocation percentages with explicit reasoning tied to the client's goals and revenue model
- ROI formula (Bodnar and Cohen, 2012) is applied with the client's actual or estimated TLV and COCA figures
- Content repurposing model shows a concrete example relevant to this client's industry
- 12-month roadmap contains specific, named actions — not abstract phases
- RACE framework (Chaffey, 2024) is applied consistently across journey mapping and measurement sections
- Budget allocation table distinguishes production costs from paid media spend
- British English spelling throughout; all monetary values in UGX with USD equivalent where helpful
- Sub-strategies are referenced by skill name where commissioned, not duplicated
- When AI tools are in scope, Section 8 is applied: human roles (Doctor/Pilot/Teacher) are specified and unique client data inputs are identified
