Strategy
Strategy is the function that writes the plan every other function works from: goals, audiences, positioning per segment, channels and the order of work. It starts with what your company already knows about who buys and why, and it ends with a written plan that is kept current on a fixed cadence as results come in. The vocabulary it sets is the vocabulary research, content, campaigns and outbound write in.
01
What the function does
Strategy starts before anything is sent, published or built. In the first weeks it gathers what your company already knows: who buys, why they buy, what they compare you against, which channels have worked and which have not. From that it writes the plan: the goals for the period, the audiences by segment, how you are positioned for each, the channels to be used and the order in which the work will happen. The plan is written in plain language so your team can read it in one sitting.
Once agreed, the plan becomes the reference for every other function. Research uses its segment definitions, content uses its positioning, campaigns and outbound use its channel choices and its vocabulary. On a fixed cadence, monthly by default, the plan is reviewed against what has come back: which segments responded, which messages held up, which channels took more attention than they returned. Changes are proposed in writing, agreed with your team, and the plan is versioned so that anyone can see what changed and why.
Strategy does not decide alone, and it does not replace the judgment of the people who run your company. Its job is to keep one clear, current answer to the question of what the department is trying to do, for whom and in what order, so that every task, approval and report in your portal can be traced back to a reason your team agreed to.
02
What is automated
These are defined marketing processes: each has a fixed input, a fixed output and a rule for what happens next. They run on a schedule and never wait for someone to remember them.
01
Intake and baseline
Your website, CRM fields, past campaigns and existing positioning documents are read at the start of the engagement and summarized into a baseline: what is said, to whom, through which channels. Gaps are listed for the first working session.
02
Segment definitions
Each audience segment is written up in a fixed format: who they are, the problem they carry, the trigger that makes them look and the words they use. The definitions are published to the portal for every other function to read.
03
Plan assembly
The plan is assembled from the agreed inputs into one document with a fixed structure: goals, segments, positioning, channels, order of work. Any section without an agreed input is marked open rather than filled in.
04
Results collection
On the review cadence, results from analytics, campaigns and outbound are pulled into a scorecard against the plan’s goals, segment by segment and channel by channel, so every review starts from the same figures.
05
Change proposals
When a result crosses a threshold agreed in setup, a written change proposal is drafted: what moved, which part of the plan it affects and what the options are. The proposal waits for a person; nothing in the plan changes on its own.
06
Plan versioning
Every agreed change produces a new version of the plan with a dated note on what changed and why. Functions that depend on the changed section are notified so their next cycle starts from the current version.
03
What is supervised by the Aryeh Algorithms team
Judgment stays with people. Our team owns this function for your account, and these are the points where a person reads, decides or pauses the work.
01
The first plan
The first version of the plan is written by a person on our team with your founder or revenue lead, in working sessions. The automation assembles the inputs; a person writes the positioning and chooses the order of work.
02
Positioning decisions
How your company is described to each segment is a decision a person makes with your team and signs off in writing. Drafts help the conversation along; the choice itself is never delegated to a process.
03
Review sessions
Each review is a conversation, not a report that arrives. A person on our team walks through the scorecard with your team, reads the proposals and agrees what changes before any new version is published.
04
Trade-offs between functions
When two functions pull in different directions, for example content wants a segment that outbound finds hard to reach, a person decides the order of work. A rule can flag the conflict; it does not settle it.
05
Pausing the plan
If something in your business changes, a launch slips or a market moves, a person pauses the review cadence and reopens the plan on your timetable rather than the scheduled one.
Strategy is the part of the department I do not delegate. I write the first plan with you, I am in every review, and no positioning changes without my reading it. The automation keeps the plan honest against results; deciding what to do about them is my job and yours.
04
What you receive
Each artifact appears in your portal as it is produced, under the task or approval it belongs to. The weekly summary also arrives by email.
| Artifact | Cadence |
|---|---|
| Marketing planGoals, audiences, positioning per segment, channels and the order of work, in one document your whole team can read. | Versioned at each review |
| Segment definitionsOne page per segment: who they are, the problem, the buying trigger and the vocabulary every function writes in. | Updated as the plan changes |
| Strategy scorecardResults by segment and channel set against the plan’s goals, with the open questions for the next review. | Monthly |
| Change proposalsWhat moved, which part of the plan it affects and the options on the table, waiting for a decision. | As results warrant |
| Review notesWhat was decided in the review, what was left open and which functions change their next cycle. | Monthly, after each review |
| Strategy section of the weekly summaryWhere the department stands against the plan this week and anything that should change before the next review. | Weekly |
05
How it integrates with your team and stack
Strategy reads from what your company already has: the positioning on your website, the fields and stages in your CRM, past campaigns in your email platform and ad accounts, and the notes your sales team keeps on why deals are won and lost. It writes back a plan and a set of segment definitions that live in your portal, and it labels records in your CRM by segment so that reporting in every other function uses the same names.
The handoff to sales is a shared vocabulary. Your sales team receives the segment definitions and the positioning for each, so the words in a first call match the words in the campaign that produced it. What comes back, the objections, the reasons deals are won and lost and which segments close, is read at every review and changes the plan.
What it connects to
- Your CRM
- Stages, fields and closed-deal reasons are read to write the baseline. Segment labels are written to accounts so every function reports by the same names.
- Website
- Current pages are read for the positioning you already publish, and the plan records which pages each segment should land on.
- Email platform and ad accounts
- Past campaigns are read for which segments and messages have been tried, so the plan starts from what has been tested rather than from a blank page.
- Analytics
- Results by channel and segment feed the scorecard on the review cadence, using the goals and the names the plan defines.
07
Questions about strategy
The work that already has a written plan behind it. Automation runs a defined process well and a vague one badly, so before anything is automated, strategy writes down who you sell to, what you say to them and in which order the work happens. Once that exists, the first review shows which function has the clearest inputs and outputs, and that is where automation starts.
It changes on a fixed cadence, in writing. Each review pulls results against the plan’s goals, a person on our team walks through them with your team, and any change is proposed, agreed and published as a new version with a note on what changed and why. Between reviews the plan is stable, so the other functions are not chasing a moving target.
Then it is the starting point. The intake reads your existing positioning, segment definitions and channel history and writes the baseline from them rather than around them. Where your plan is complete, the function’s job is to keep it current and make sure every other function writes in its vocabulary. Where it has gaps, those are listed for the first working session.
Talk through where your marketing plan stands today
Tell us who you sell to and what is written down already. We will come back with how the strategy function would be set up for you, what the first plan would cover and how often it would be reviewed.