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My Portfolio

Examples of my work are at the tail end of this deck, If you want to understand my thinking around strategy, marketing and branding, follow it through from the beginning. Allow about 3 minutes to buffer and then watch it in full screen mode.
by

Brands Matter

on 3 March 2017

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Transcript of My Portfolio

Ravi Sood
The Professional History of
Brand Positioning Strategy
Experiential Events
HP is known for conventional event themes, hype, cheap brochures etc. Nothing draws your attention at an HP venue (no offence). This plan was concept of how we could stand out and create experiences that bridged HP with Voodoo; or rather Engineers with Designers. It was an effort to explore HP Labs, at its core, and involve an artist community in the innovation process in real time. Unfortunately, event budgets are controlled through sales driven P&L's units so this concept was ignored. Either be cool or try to be cool. Most brands are the later.
Creative Briefs
Brand Identity Design
Out of Box Emotions
Financial Modeling/Macros
As an entrepreneur and accountant, static projections are pointless. Dynamic models that identify key levers and constraints are far more useful, especially in a strategic setting. Variables and risk elements can be weighted and considered on the fly.

This is an example of a product roadmap, with a set of projected volumes. It is parsed with many Go to Market variables. The key columns are active arrow indices based on percentages & probabilities. This is where a meaningful discussions can come to play.

The model and the algorithms, are done by me. Its complexities are visually balanced with automatic coloured markers in order to get a quick sense of the decisions at play. I am quite proficient with MS Excel.
Business Strategy
This is a revised strategy for a novel music site. Their original plan was to move to a subscription revenue model with a small community of music enthusiasts. I changed this direction for a few reasons but primarily because they were not ready to charge for services as they had a weak set of value points for users. They needed more time, and further development, to build out on their original vision. It will be no small undertaking to execute it right.

This direction is a 2 year development plan to design and build a data platform, that speaks to three communities; Artists, Producers & Music Fans. The end goal is to create more music contract deals between Indie Artists and Industry by involving a fan base.

Muzooka is a start up and has raised about $800k to date from an Angel community. This plan suggests a more serious approach to the investment model, that considers a need for sophisticated investors. All of the thinking, quantitatively and qualitatively, took me about 2 months. I had some assistance with research under my guidance.
Strategy, Branding & Finance

No magic formulas. No secret ingredient. No false hopes. but Creamery is indeed a miracle! These handmade skin butters feel like no other cream. Creamery is a new concept that allows customers to personalize their butters to suit. The beauty is you learn about ingredients that do, and don't, go into these butters as you personalize them online.

Customers can see these butters being whipped up, end to end, and personalize them directly with a Creme Chef. "It's an approach that most skincare companies won't do, given their high tempered processing methods and their emphasis around water as a primary ingredient. Water and high heat yields an inferior quality product." say Ravi Sood, Partner at Creamery. Everything is slow cooked so that the ingredient qualities are kept in tact. Butters are hand whipped to get the texture and feeling of fresh whipped cream. This isn't another Cool Whip or Gelatin formed cream.

This brand experience is unique and potentially disruptive. The packaging repatriation concept subtlety touches on a diary like theme opening up a world of creative concepts.
Sood says, "This industry is fiercely competitive. Our brand strategy needs to be well thought, especially when our marketing budget is low and the product itself it not patentable. Frankly, introducing another skincare brand is a capital intensive, uphill battle to reap market share unless specific criteria and disciplines are met.

"We need to think about this approach end to end. Exploring a personalization model as a means to include consumers in the ingredient methodology is a starting point but levering an enthusiast audience is going to be the real challenge."

AN INTERNATIONAL VENTURE SEEKS NEW WAYS TO INCUBATE IDEAS
HOW A PROJECT CONSULTING FIRM REDEFINED THE CONCEPT OF CLIENT FIT'
This brief was a proactive eye opener when I was at HP (6 months in), after they had acquired us. Three other people helped with the research in hopes to save the brand. Many people, including the gaming enthusists at Voodoo, were in denial about the realities of the consumer market, the threat of Apple and the true metrics behind our business unit. Our overall brand strategy and go to market model was illogical. This was a last attempt to turn heads at SVP levels. Either they would hate it and kill the business, or they would embrace it and allow us the time to develop a proper business plan. In the end, there were too many chefs in the kitchen, a lack of vision/direction and the financial realities with a commodity driven company. In hindsight, the logic of this brief was on point.

Lessons: it was not a cultural issue that led to Voodoo's demise, it was the nature of our resources (ie legal, finance, HR, IT etc) and how they were inconsistent to the success of this new business unit. I wanted to re-shape those resources. It is a topic that I am quite keen about now; cultural differences vs resources in-congruencies. There is a real need for this thinking in M&A/integration teams in large organizations.
Business Model
This is a strategic overview of a large, private company based in Bellevue, Washington. The intent of this project was about understand this complex business model, their opportunities and certain touch points to aid in a re-design of their brand.

IV is a large private invention capital fund. It is keen on early stage ideas. They have raised over $7 billion dollars to date. This plan took me about 2 months to create. I had done all of the research for this project and travelled to many of their global offices to understand their scale and scope.
This is a brief intended for creative types. It's paired with key business objectives (left margin), to help keep things on track. It tells a story from once a small, enthusiast level skincare shop, to a new consumer brand experience that covers many creative and technical facets. Some words imbed hyperlinks to online videos, research and other types of reference points so that the reader can understand the many dimensions and challenges around this new model/experience. This project ook 3 months.


Snowflake is a new merchant bank that finances intangible ideas/assets. I advise on their Marketing/PR efforts.

Our founder that every idea is unique; like a Snowflake: No two being exactly alike. Now imagine the complexities behind the financial models with this merchant bank. Think about how it must instill confidence and credibility among global investors and governments. A bold and abstract vision.

This identity covers many facets through a sophisticated design language. Symmetry and geometric shapes connect multiple points like a community of inventors and investors and ideas. Inventions are treated like a modern day currency thus the feeling of a Guilloché theme. This is one of the first efforts I took on. Brand identity must have depth and work inside out; not the other way around. Philosophy must lead design.
Taleo, a project management consulting firm in Calgary takes a departure from the typical marketing style design tone that is prevalent in this industry. "The challenge of attracting corporate clients while trying to visually find a point of difference is not easy says Ravi Sood, Partner at Taleo. Thematically, the goal was to first find a tangible point of difference in our service model, hone in it, and over time develop it.
"In this case, bragging about superior service was not enough" says Sood. "We had to go deep within the business fabric and ask the hard questions like what do we really offer that other project management service companies don't?

The final outcome was creating an operational model that found the right talent for the right project, at premium rates. To follow through, the sales objectives incentivized higher with repeat business activities, from existing clients, over that of new client referrals or sources. Simply put, "we needed best talent" says Sood. "With this in mind, our design followed a tailored fit theme, with a high attention to detail. From cloth label business cards to fashionable, memorable image booklets and a formal white shirt dress code, all facets seem to be covered with this brand identity." website: www.expertsinfit.com
Packaging can be a clever way to influence an audience. It is the first physical point of entry, with a new and/or existing customers, and a ripe time to garner their vote/influence with others.

I took this project to heart. Every human sense was considered with this luxury brand. I scrutinized every detail within. Every part within needed to have relevance and align to the Brand's tenets.

This project took about 4 months to develop and refine with a small team of people. I framed the initial brief and it soon came to life.

To stand out, we avoided common styles that were prevalent in the tech industry. Modern boxes, white styrofoam, printed corrugated boxes and excessive typography on the outside were avoided. Plus we had to leave room for imagination to wonder what was within.

So we went our own path. Wood and craft materials. Mystery on the outside, discoveries on the inside. Light activated sound sensing devices that echoed tribal drums beats upon opening the box. It was Voodoo magic and people talked about it with excitement.
Brand Study
Brand definition requires brand explorations. At times, I like to parallel our business/brand tenets with that of other brands that somehow resonate well. Even though there are obvious differences, the art is finding the parallels and then sewing up the common threads, is a valuable exercise. Narrowing that range to a set Brand Tenets is the Art.

About the Author
"Find a tangible point of difference, hone in on it and constantly develop it to be credible "
WHAT HAPPENED WITH VOODOOPC
The leading PC gaming brand sells to HP in 2006 and soon thereafter is cursed. What happened? Most sense is was the culture in HP that killed it. A private document, named Voodoo 3.0 made in late 2006, reveals some insights. It seems that Voodoo was doomed soon after the acquisition given the complexities around HP's brand vision, incentive models and resource structures.

According to Ravi Sood, CEO of Voodoo, "HP was an eye opener on how not to fuel a brand strategy. Once I understood the incentive models, all the way from the top, It all made perfect sense. HP was a commodity freight train that depended on low margin, high volume sales and despite our success with the exit, Voodoo never evolved to be a mainstream force, even with HP's might. Apple ruled the consumer market, we failed, and this is when I focused on the resources behind brands."
The document itself is not a business plan. It was a recommended way to change the nature of our resources (i.e. Investment structure, HR policy, IT parameters, etc). It went to my seniors but not to the right EVP's. I did not get to pitch it directly.

The document also points to Apple as a threat but all eyes kept fixated on Dell. Nevertheless, it was a great experience full of invaluable lessons. Now I bring these insights to others.
Night with a Napkin
At times, I sit in solitude and scratch chickens on paper napkins. Even after a good nap, new things seem to come out in droves. Some of it makes me think for awhile. Frankly, getting to the deeper root of human realities is a lost art.

This is something I do well.

An example of a brand positioning strategy. Beyond questions, it evolved to includes some metrics, as a means to justify itself.
Process & People
left matters
Process Prior to Pen & Paper
A business can be different in its sales model. This little tiny cream shop, in the middle of nowhere, is doing just that. The idea of customizing skin recipes while learning about ingredients is unique.
"The challenge with this personalization model was designing it to be relevant to specific user needs, while avoiding a plethora of questions at every interval" Says Ravi Sood, Partner.

To simplify the model for users, the backend of the system was quite complex. Detailed processes were mapped out, layer by layer, to a user profile system. A postcard piece links back to the brand's handmade tenets, creating a nostalgic socializing opportunity after the sales process. This mapping exercise shaped all the wireframe documentation which was also designed by Sood.
ex. detailed CRM example
"I build strong brands, memorable experiences, intelligible decks and frameworks plans for others to effectively participate in. "
Building a brand, through a niche following, is a complex task that goes beyond social networks blogs etc. A business that endeavors to influence an audience, through a brand strategy, must earn its loyalties and have a single point of unrivaled strength from a 3rd party community or else its network has no validity, no strength, no purpose and certainly no culture.

At VoodooPC, we earned many awards for our machines through the media. We carefully nurtured and harnessed an influential fan base and an affluent customer base. We had reasons for our community to congregate on our own platform, beyond likes or tweets. It helped create leveraging points within our industry.

More importantly, our community could not afford our machines for the most part but they could influence the quote configurations from our customers. So rather than taking our advice early in the shopping process, customers listened to the voice of the community. On this note, we aimed our marketing efforts to the community.
3
3
Financial Artist Proves Strong Brands a Quantitative Science
E S T A B L I S H E D 1 9 7 0 - V O L U M E X L I I J U L Y 1 1 t h, 2 0 1 3 5 0 0 C E N T S

mindshare, margins & multiples
BRAND MC
BRAND MC
math + creativity = leverage

Then I grew up...
Canadian Securities
Calgary, Canada
Won Awards
what
Timeline
Here is my work experience timeline. Through a variation of Ups & Downs, Big & Small, it has been an enlightening journey that has kept me true to what I really love; creating business art.

Art to Business
Forget the stock market, I needed to earn a dollar. Pushed into business, I had to figure it out. As an artist I was driven to find real meaning with my work but was never happy with any of it, at any time. It was a relentless pursuit for rhyme & reason.
Early Work Experiences:
Lessons:
Contruction, Real estate, Retail & Wholesale distribution
Sales, Merchandising, Inventory Management, Guerilla Marketing, Profit & Losses, Margins & Oppurtunity Cost, Long hours; working hard not smart. Basically getting things done despite the obstacles.
Ravi Sood
I started as an artist with absolutely no interest in business or material things.
I loved music, painting and drawing.
Some thought I'd be an architect to
design great structures but this
didn't quite work out within a
family of businessmen and
accountants. So business it was...
Forte: Brand Marketing, Corporate Strategy & Finance
1989 - 2000
Like most street entreprenuers, the allure of getting rich quick came to roost. And after watching Gordon Gecko, in the movie Wall Street, making it big somehow seemed like the right thing to do at the time. So I learned how to trade stocks.

When I think about this now, it was indeed one of the worst mistakes of my life but in a way, it validated what I now understand about finance and capital structures today.
Business to Broker
S.A.I.T,
Calgary, Canada
As if being an entrepreneur wasn't hard enough, I was pushed to learn the numbers of a business. Learning accounting was a painful experience but over time and mentorships, I started to see the numbers in very different ways. Knowing the nature of cashflows within a business helped understand leverage points.
Art to Accounting
Graduation Date:
2006
Postion:
Challenge & Results:
CEO, C0-Founder
Transition business and culture from a local 'one stop shop' to niche market. Build a global luxury brand/experience. Tackle and lead the US PC Gaming market. Develop financial disciplines to organically expand & retain working capital. Develop a real time R&D model that was marketable. Negotiate at C-Levels with Fortune 500 companies. Manage aquisition/partnership offers.
2000 - 2006
I understood the notion of profits, cash-flow, asset/resource management and leverage but I needed to learn business valuation & multiples. Here I was a core partner in a high performance Gaming brand, eventually acquired by Hewlett Packard.
Profit to Valuation
Postion:
Challenge & Results:
Director of Strategy & Marketing, HP Gaming
Now we had to scale an experience, not just another commodity line. Many moving variables and mandates from SVP levels which complicated things. Early on, I saw the inevitable outcomes and tried to restructure the nature of our resources to succeed. I tried to aim our new business unit after brands like Apple. At that time, all eyes were fixed on Dell's XPS line (Apple was not viewed as a threat in 2006). Politics and accountability hindered progress. It was a great learning experience; 'what not to do.' when it comes to Brands.
2006 - 2008
Niche to Scale
I now work here...
Postion:
Challenge & Results:
Global Head of Marketing
Our persona within some circles, as a Patent Troll, hindered our long term vision. Institutional investment agencies were intrigued by IV but would tread carefully in lieu of our brand reputation. Mixed sentiments around marketing within and the operational realities of IV made it challenging to architect a plan proactively and with deliberation. This was an excellent experience for me and I have never seen such underlined potential like IV.
2010 - 2011
Intellectual Capital
I understood brand in a niche segment but now I had to understand how to scale a business within a commodity environment.
Without a doubt, the most compelling vision I've know to date. IV was out to make a shape a new tangible asset class at scale.
My electives focused on finance and M&A. I also spent some time on global initiatives and political research. My accounting underpinnings helped me take this program to greater heights. My own interest in brands, along with my formal skill in finance, opened curiosities in corporate level valuation models. Mentored with Dr. Robert Schulz.
Strategy & Mergers
Postion:
Challenge & Results:
Director of Strategic Innovations, CTO Office
Develop new technologies, within an non-entrepreneurial, commodity environment and a financial model based on low margin, high volumes, and weak investment tolerances for long-term initiatives. Key lessons here were with the realities around innovation and brand marketing. We pitched many agencies, with inferior products, and I understood the mechanics of how ad agencies tend to view and value their clients. Rare to find breakthroughs and commitments at senior levels.
2008 - 2010
Niche to Scale
As I predicted early on in HP, Voodoo was dying and my interests shifted. I took this role to aid in the business development side of new technology.
Postion:
Challenge & Results:
Global Head of Marketing
Intangible assets are the next biggest wave. It is a misunderstood market that is based on a legacy system. My challenge of the start was to create the brand philosophy/identity. Also handled PR strategy. $50 million Cap.
2011
Financing Intanglibles
Postion:
Challenge & Results:
Partner, Chief Marketing Officer
Build an online music platform, in an effort to facilitate more contract deal flow and disrupt the music industry. Raise $3.5 million on a $9 million post valuation. Blueprint and develop a deeper data platform while improving the current beta platform. This is about contact deal flow more than music.
2013 - current
Another approach to financing intangible ideas, from some founders at IV, was this new startup.
Postion:
Challenge & Results:
Partner
Build business model and brand experience. Raise capital. Disrupt skincare industry. Architect marketing strategy and framework. New venture, small revenues. Focus on online model and build a valuable brand that disrupts the skincare industry on ingredient levels.
2011 - current
back to here...
Skin Recipes
A personal & educational approach to skincare
Indie Music Incubator
More than a music site. Think of this as music deal flow. The 'real deal' online American Idol.
Postion:
Challenge & Results:
Partner, Head of Marketing
A Calgary based Project Management Firm. Two partners, 30+ staff. Grew to over $6 million in sales, within 2 years and profitable. Target: $20 million in sales - 5 yrs. Taleo is a privately held, dividend model. Among Canada's top 50 profitable growth companies for 2013.
2010 - current
PM Talent
Boston Massachusetts
During a time when I was CEO of Voodoo, and in the midst of a sale to HP, I wanted to learn more about financial valuation models and M&A transactions. The finance behind brands was a puzzle for me and so my curiosities took me to Boston, where I was surrounded by a network of experienced students, all with finance backgrounds.
M&A Finance, Valuations
Completion Date:
2006
Awarded the Entrepreneur of the Year award from the Business Development Bank of Canada, along with the Exporter of the Year award from Laurentian Bank of Canada.
Entrepreneur of the Year
Graduation Date:
2004
2000
Calgary, Canada
2013
Postion:
Member
In the past 2 years, I have dedicated time and investment in a few startups. The tech sector in Alberta will remain weak given economic dependencies on the energy sector. Until there is endured pain in this core sector, real change and serious investments will not come easily for new startups unless they are adjacent to energy. The good thing is that there is a lot of money, and entrepreneurial talent in Alberta, all keen about cool start ups. My opinion: Alberta may not be suited for ventures dependent on neighboring network clusters as robust as the Valley, but region has a talented/hungry labour pool eager to make a difference. The A-100 is a step in the right direction.
Invited to Accelerator Fund
Since 2011, I retrenched from big business and focused on investing and developing a few new ventures. Once in the blood, always in the blood. Shaping business art and keeping close to entrepreneurs keeps me relevant.
2013
2011
2006
1990
- CMA
- MBA
work with a creative director in global marketing agency
apprentice with CMO in a fortune 500
VP of marketing global tech firm
strategy & marketing with a VC
strategic planning for a strong global brand
Marketing encompases a wide range of tactics. Most plans push sales. Brand Marketing goes a step beyond. Branding more than an identity. A good brand plan pulls high margin sales when excecuted methodically and unappolegitically. An Art indeed but only if fueled with the right resource structures.
Brandamatics
I do.
I grew up here...
PERSONALIZED, HAND WHIPPED, SKIN BUTTERS
present
future
www.snowflake.com
www.creamery.com
www.expertsinfit.com
www.muzooka.com
visitor
base order
custom
order
Some
Many
Few
shopper
a key from mapping excersize:
it's the same progressive path
interests
Rather than telling you
what I do, I'll show you.
A lot of people think they
have a brand. They don't.
Very few brands know
their true economic value.
ravi@brandamatics.com
let's begin
and opened my eyes...
+ Exporter of the Year
only to learn
what not to do in business...
then aimed for big fish
with meaningful visions...
then it was time to re-tool,
seek and seed fresh thinkers...
use a mouse to disrupt an elephant
=
MBA, CMA
I'll show you more of my past
then what I'm doing now
and where I want to go
a
b
c
2004
Completion Date:
1995
LOVE, LEGITIMACY & LEVERAGE
moment
R e a l i t y o f I n f l u e n c e
R.O.I.
its
And the
math
reveals it.
makes
tick
me
?
power of influence with emerging brands
litmus tests for established brands
Most marketing plans are ineffective at building strong brands because they deploy short-term tactics that essentially brag about themselves. Behind these strategies are investment models that link to metrics like immediate 'Return on Sales'. This thinking is short sighted and common. An example: when P&L units within larger business fund marketing & brand efforts, the immediate motive is to drive short term sales, not create a set of profound experiences that lead to referral sales/evangelism. The weightings of executive incentives lean towards 'new' sales rather than 'repeat' sales through an existing customer base. Too add, very few incentive models are benchmarked against leading competitors. Change the incentives; change the thinking...
Another marketing approach stems from a confident and unapologetic tone. First, this requires a superior product and/or experience. Second, it then shapes a series of tactics that enable outside voices to build momentum and praise around the brand. Behind this strategy is a disciplined financial plan aiming to yield high margin sales growth. It links to metrics like Return on Investment and should be discounted over a 3-5 year period, depending on the complexities of the plan. The risk depends on the uniqueness and value of the product/service. If inferior, the investment model will be costly and fruitless. If superior, the model works and the risk (beta) is lower. For early stage startups, a key principal from the start is to understand its organic revenue model; so without promotions, do word of mouth activities reveal growth? And so this is about the right brain showing the left side what is needed.
it's about pull sales
it's not about push sales
Right talent, Right Job
This deck was done in Keynote. It is converted to an MPEG file in this current format so their is some quality degredation.
This deck was done in Keynote. It is converted to an MPEG file in this current format so their is some quality degredation.
How do you measure a brand's tangible value?
www.thea100.org
so what makes me an expert?
Lastest News
A powerful brand has a stronger offering at its core and a memorable experience relative to all other competitors. This strength is evident when there is organic incremental growth, relative to industry comparatives, from metrics like: Gross Margins, Working Capital and Cash Flows. This requires a forensic analysis of activities that facilitate sales, especially if they seem forced.
A brand is much more than an identity or a good story. A true brand has legitimate abilities to influence an industry to further its cause, enrich others along its path and evolve into a magnetic artform. Through clout and culture, a true brand will earn more money, from enduring relationships, than most of its competitors.
ravi@brandamatics.com
wanna see some of my work?
I AM INSPIRED BY LEADERS WHO WANT TO MAKE A DIFFERENCE WITH THEIR BRAND BUT FACE LIMITATIONS, BASED ON THE FINANCIAL REALITIES OF THEIR BUSINESS MODELS, RESULTING IN AN OUTSIDE IN MARKETING APPROACH. THERE ARE NO SHORT CUTS TO GREAT MARKETING AND I JUST SHOW A PATH THAT CONSIDERS THE MATH. IT IS UP TO THEM TO THEN MAKE THAT LEAP TOWARDS MEANINGFUL CHANGE.
.
BUSINESS SCHOOLS DON'T TEACH BRAND MARKETING

...nor do they breed creativies or foster imaginative thought flows with the design of marketing briefs & frameworks. They do however raise some guidelines around marketing in general but there is much more to offer, especially on how different strategies relate to a unique set of metrics.
An Example: Nature of Sales
Before you can fuel a brand strategy, understand the nature of its cashflows.
brand
101
strategy
"If you are not prepared to be wrong you will never come up with anything original."
Sir Ken Robinson
In education systems, making mistakes is the worst thing you can make. We are educating people out of their mistakes.

By the time they become adults, most kids have lost that creative capacity. Most companies stigmatize mistakes.

The problem: to remain an artist as we grow up. We do not grow into creativity, we get educated out of it.
Bridging math and marketing is insane but it is worth exploring, especiallly if we want to see more meaningful brands come to life
however, by the time they become adults, most kids have lost the creative capacity, paired with the critical thinking, that all creative strategies deserve to be effective.

Bridging marketing with math is a complex feat but it is worth exploring if you want to architect a meaningful & valuable brand.
Ask the Hard Questions
I learn marketing from thought leaders, research, analysis and entrepreneurial/brand oriented ventures. Yet I question everything through the fundamentals of finance and strategy. Denying the facts will only create cultures that encourage people to embrace a plethora of falacies.
my opinion on education, both formal and informal, especially how it relates to creating & shaping brand art is...
1
2
3
BRAND MARKETING IS A JOURNEY
OF FEEDING FALACIES WITH TRUTH
The process of creativity comes from exploration and adapting from choices and mistakes. Are we conditioning people from mistakes? In big companies, the pressure to be noticed creates cultures that stifle failure. On this note, most marketing plans fail to deliver results because the financial parameters linked to performance are misaligned to both vision & value. And the requests of creative minds (internal or external) are absent of critical variables. How do I know this? You'll see...
...yes I made this Prezi.

mv
the power of math x vision
p
=
um
right lobe
right lobe
left lobe
left lobe
CMO
CMO
CFO
CFO

Bottom line, I love shaping strong brands. I understand much of the math behind credible business strategies and various forms of financial leverage. Combine this with an innate ability for marketing and it can create unforeseeable oppurtunities.
Bottom line, I love shaping strong brands. I understand much of the math behind credible business strategies and various forms of financial leverage. Combine this with an innate ability for marketing and it can create unforeseeable opportunities.
to one day write a book
click
In 2001, Ravi took leadership of VoodooPC as CEO. The team took it from a one-stop shop to an award-winning gaming brand. Revenues grew during a down cycle, margins doubled industry norms and tangible assets multiplied eight times from operational cash flows. As the Ferrari's in the media and hardware industry, Voodoo levered its influence in many circles, then sold to Hewlett Packard in 2006. Two partners. No outside investment. HP valued Voodoo's brand and unlevered potential.

Voodoo designed memorable experiences and adaptable platforms. Ravi studied many brand strategies, analyzed their financial nature through different variables. He focused on performance incentives because this is where gaps prevailed. Sensible strategies track share valuation metrics, not immediate sales.

Ravi's plans are quantitative and qualitative on very deep levels. They factor in risk variables and suggest the best path to a set of problems, even if they are contrary to popular vote. His views have built many meaningful relationships and destroyed others. He thrives on creative intuition, business instinct and financial insight.
and move around here...
or up here...
This is my portfolio. It is a journey that narrows the scope of marketing to one area: branding. Typical brand doctrine tends to be insightful but unfortunately too emotional to convince financial minds to be supportive. To them, a good plan must impact immediate sales, but there is more to think about quantitatively when it comes to branding. So in a way, this is just another way to view things...
Why build a brand strategy in the first place?
How can it influence shareholder value?
Then, how do you shape it to be noticed?
Sales & incentives are one
{
The crux of it is:

(
{
}
}
example of metrics to follow
behind your brand strategy.
deep within a strong brand experience is
a well structured, process driven, set of memories which are fueled by a unique set of human, financial and technical
resources. It is the very nature of
these resources that powers an
effective brand strategy.
Orlando, Florida
Mentor with Jay C. Levinson, Author of Guerrilla Marketing Series, with over 21 million books sold to date. He has developed icons and campaigns like: The Marlborough Man, Tony the Tiger, Pillsbury Dough Boy and the Jolly Green Giant. I value his creative approach to branding, then dig deeper in financial dimensions. Jay suggested I co-author a new book with him; Guerrilla Branding. No plan yet.
G.M. Master Trainer
Completion Date:
2008
my opinion on education, both formal and informal, especially how it relates to creating & shaping brand art is...
plot
heart
personal
meaning
seducing
mysterious
unapologetic
momentum
legendary
rarities
iconic
conviction
authentic

story
hype
pushy
saying
selling
obvious
pleasing
moment
ordinary
qualities
symbolic
convention
charismatic

How do you strengthen its roots?
And how do you nurture it to avoid erosion?
opportunities that bring me closer to writing this book about math & marketing
"we are the best....
an inward out voice
"they are the best..."
outward-in voices
.
best product
best prices
we serve
wow!
"go there man
they rock!"
you will
love them
"great
experience"
wow!
"i discovered
this place.."
"only go
there!"
brand
101
strategy
Lovemarks
TM
Graduation Date:
2003
- Accounting & Finance
Full transcript