I get the idea of owned, earned, paid (and people add shared, but how is that not earned?) However, it feels like it’s phrased so tactically, and without a relationship or journey between the different elements. They are just smushed in a single hierarchy.
In practice, this means it can feel a clumsy way to outline a strategy, sitting each in their silos and making choices about where ambiguous elements must sit.
Instead, we’ve started to use a different taxonomy:
These four areas not only cover the general categories of strategy we put together, they also relate in a way that feels more engaged and relevant.
Defining Meaning can stretch from mission/ purpose, to simply clarifying the pitch or the key themes you want to beat the drum for.
From this source, you can then develop Material (not “content”, never “content”) which explores those ideas, and captures them in a way that is useful to your strategy (and your audience.)
Having put all that work in, it’s nothing without ensuring subsequent and growing Reach, by developing the audiences and relationships that bring in eyeballs — from mailing lists, to sponsored social, to a handful of valuable influencer relationships.
And underneath it all are the Systems that make it work. For us, principles like Objectives and Key Results, evaluation with Google Analytics and automatically updating dashboards, things like “founder therapy”, which we use to generate interesting article and commentary ideas on a regular basis.
If you want to work strategically, you need to set out your toolset and approach in a way that inherently serves it. This feels like a way to do that, which matures the PESO categorisation for our own purposes. It allows us to think better — and demonstrate more clearly to companies we work with, how and where we will provide real strategic value.