10 Questions to Ask When Defining Your Marketing Strategy

Patrick McFadden

It’s a new quarter of the year already! That means another 3 months of customers, products, and sales. This is where your marketing strategy comes in.

Anyone doing serious marketing today knows that asking questions that are core to your marketing strategy can be useful for understanding how to reach customers, promote services, improve sales, or collect valuable feedback quickly.

Bottom line: the goal of a marketing strategy is to increase business and grow awareness of your organization. There are several pieces of information you’ll need in order to define this strategy.

Here are the 10 questions that can benefit you in defining your marketing strategy.

  1. Who is your ideal customer?
  2. What core problem do you solve for ideal customers?
  3. Who are your primary competitors?
  4. What is your primary competitive advantage?
  5. What is your lead offer to first time customers?
  6. What is your maximum cost to acquire a new customer?
  7. How many new customers you can handle per month?
  8. How do you ensure prompt follow-up on sales inquiries?
  9. What target keywords do you want to rank in Google?
  10. How do you measure marketing investments?

When you begin putting this together, focus on the big picture first and then later, the specific tactics you will use to accomplish these big picture plans.

Your Reward

  • You can grow your business 10% by adding some features, doing a better job with SEO or mining social networks for potential leads.
  • You’ll switch from pitching a service over to providing a service. This can result in a conversion rate between 10% to 50%.
  • You can almost guarantee a ROI with your marketing tactics because you’ll get very clear about communicating a competitive advantage that your ideal customer cannot live without in all lead generation channels.

When asked to come into a business and evaluate marketing activities for growth or make marketing recommendations – this is where I start because this is where all the answers reside.

 

By Patrick McFadden April 18, 2025
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1. The Challenge: VMI was like many service providers — positioning their value around what they thought clients wanted : “Office furniture installation and assembly — let us handle creating your perfect workspace.” But the actual buyers — facility managers, project managers, furniture reps — weren’t looking for “perfect workspaces.” They were trying to avoid installation nightmares . Their real priority? ✅ Great installation days. ✅ No chaos. ✅ No missed deadlines. ✅ No angry phone calls from clients. 2. The Insight: After conducting stakeholder interviews under our marketing strategy consulting engagement , the Indispensable Marketing team uncovered critical feedback: “We need installers who maintain a professional site and follow instructions.” “We lose relationships when installations go badly.” “I need quotes back quickly or I can’t sell the job.” This wasn’t just about services , it was about trust, problem-solving , and professional reliability . So we reframed their differentiators not by what they did, but how they showed up : Same-day project quotes Problem-solving on-site Update protocol with clients Professionalism guarantee Lasting Impression Insurance 3. The Shift: We shifted the positioning from vague benefits to real-world, emotional triggers : Instead of: “Let us create your perfect workspace.” Now: “Get the perfect installation day, every time.” That subtle shift aligns with who’s actually buying (and who feels the pain when things go wrong). The end-user may care about the workspace. But the buyer cares about the install . 4. The Lesson for Others: If you’re selling a service, don’t describe what you do. Describe what the client wants to avoid or achieve — and who the real buyer is. Then, systematize what you’re already doing well and give it a name. Just like our team did with: “Same Day Quotes” “Lasting Impression Insurance” “Reliable Presence Protocol” 5. The Outcome Within weeks of updating their messaging and positioning: The company reported more qualified leads asking the right questions Furniture reps began referring them because they were “easy to work with and made them look good” They were shortlisted for larger, multi-phase projects due to increased confidence in their process But most importantly, they stopped competing on price — because they weren’t selling perfect workspaces anymore. They were selling peace of mind on installation day.
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