The framework
Template Purpose: Transform the comprehensive strategic work from the 7 Questions of Leadership into a cohesive business plan using clarity statement templates that define organizational identity and strategic direction.
Business Plan Overview
This template integrates all 7 Leadership Questions and their associated clarity statements into a comprehensive business plan that serves as the definitive strategic documentation for your organization. When completed, this plan provides the detailed foundation that defines "who we are" and guides all strategic decision-making.
Usage: This detailed strategic documentation becomes the reference resource for campaigns, initiatives, and strategic decisions. The comprehensive 7 Questions business plan serves as the long-term picture with detailed information, while the 5 Questions of Management creates the quick and easy to read annual execution plan.
Integration Architecture:
- 7 Questions Business Plan: Comprehensive strategic documentation and organizational identity
- 5 Questions Management Plan: Annual operational execution derived from strategic foundation
- Waymaker Commander: Digital platform that rapidly builds both plans and enables living, breathing execution
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Executive Summary
Business Performance Context
Recent Performance Overview:
[Over the last X months/quarters, the business has...]
Current Business Position:
[Where we stand today relative to our goals and market]
Our Strategic Foundation
[Complete after finishing all 7 questions - summarize key insights from each clarity statement]
- Vision Statement: [From Leadership Question 1]
- Market Position: [From Leadership Question 2]
- Strategic Approach: [From Leadership Question 3]
- Value Creation: [From Leadership Question 4]
- Customer Promise: [From Leadership Question 5]
- Culture Foundation: [From Leadership Question 6]
Immediate Strategic Priorities
The most important things to achieve in the next [quarter/half/year] are:
- [Priority 1 with success metric]
- [Priority 2 with success metric]
- [Priority 3 with success metric]
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Leadership Question 1: Vision and Purpose
Vision Clarity Statement Template
Our Vision Statement:
[A clear, compelling statement of what we aspire to become - typically 1-2 sentences that inspire and guide]
Our Purpose:
[The fundamental reason we exist - our "why" that drives all organizational decisions]
Vision-Driven Goals:
[3-5 specific, measurable goals that move us toward our vision]
- [Goal with specific metric and timeline]
- [Goal with specific metric and timeline]
- [Goal with specific metric and timeline]
Current Barriers to Vision:
[Honest assessment of what's currently preventing us from achieving our vision]
| Challenge/Roadblock | Outcomes to Overcome | Delivery Date | % Status | Owner |
|---|---|---|---|---|
| [Barrier 1] | [Specific outcome to address] | [Date] | [%] | [Name] |
| [Barrier 2] | [Specific outcome to address] | [Date] | [%] | [Name] |
| [Barrier 3] | [Specific outcome to address] | [Date] | [%] | [Name] |
Success Metrics:
[How we'll measure progress toward our vision]
- [Primary vision metric with target]
- [Supporting metric 1 with target]
- [Supporting metric 2 with target]
Outcomes for Action
| Goal | Delivery Date | % Status | Owner |
|---|---|---|---|
| [Vision-related goal 1] | [Date] | [%] | [Name] |
| [Vision-related goal 2] | [Date] | [%] | [Name] |
---
Leadership Question 2: Market and Customer
Market Canvas and Clarity Statement Template
Our Market Definition:
[Clear description of the market we operate in, including size, growth, and key characteristics]
Market Segmentation:
[How we divide our market into addressable segments]
- Primary Segment: [Description, size, growth rate]
- Secondary Segment: [Description, size, growth rate]
- Tertiary Segment: [Description, size, growth rate]
Market Positioning:
[How we want to be perceived in the market relative to competitors]
Market Perceptions to Build:
[How we want customers and prospects to perceive us]
- Perception 1: [Desired perception and strategy to build it]
- Perception 2: [Desired perception and strategy to build it]
- Perception 3: [Desired perception and strategy to build it]
Market Ideal Customer Canvas and Clarity Statement Template
Customer Problem & Solution Framework:
[Jobs-to-be-done format for deeper customer understanding]
Customer Context:
"I am a [customer characteristics] who is trying to [job to be done] because [why]."
Customer Pain:
"However, [pain] because [root cause]."
Customer Impact:
"The impact is [impact description] which results in [feelings & emotions]."
Customer Solution:
"If I could have [solution features/messages], then I could [benefits]."
Primary Customer Profile:
- Demographics: [Age, income, location, industry, company size, etc.]
- Psychographics: [Values, attitudes, lifestyle, motivations]
- Behavioral Patterns: [How they buy, use products, make decisions]
- Pain Points: [Top 3-5 problems we solve for them]
- Success Metrics: [How they measure success]
Customer Value Drivers:
[What our ideal customers value most - ranked in priority order]
- [Primary value driver and why it matters]
- [Secondary value driver and why it matters]
- [Tertiary value driver and why it matters]
Customer Acquisition Strategy:
[How we find, attract, and convert ideal customers]
- [Primary acquisition channel and approach]
- [Secondary acquisition channel and approach]
- [Referral and retention strategy]
Outcomes for Action
| Goal | Delivery Date | % Status | Owner |
|---|---|---|---|
| [Market-related goal 1] | [Date] | [%] | [Name] |
| [Market-related goal 2] | [Date] | [%] | [Name] |
---
Leadership Question 3: Strategy and Positioning
Strategy Clarity Statement Template
Our Strategic Approach:
[High-level description of how we compete and create competitive advantage]
Growth Strategy:
[Where and how we plan to grow the business]
- Geographic Growth: [Expansion plans and rationale]
- Product/Service Growth: [New offerings and development plan]
- Market Growth: [Penetration and expansion strategy]
- Channel Growth: [Distribution and partnership strategy]
Competitive Positioning:
[How we differentiate from competitors]
- Primary Differentiator: [What sets us apart most significantly]
- Competitive Advantages: [3-5 specific advantages we maintain]
- Defensive Strategy: [How we protect our position]
Strategic Priorities:
[Key strategic initiatives for the next 1-3 years]
- Priority 1: [Initiative, rationale, timeline, success metrics]
- Priority 2: [Initiative, rationale, timeline, success metrics]
- Priority 3: [Initiative, rationale, timeline, success metrics]
Resource Allocation:
[How we invest our time, money, and people to execute strategy]
- [Investment area 1 and percentage of resources]
- [Investment area 2 and percentage of resources]
- [Investment area 3 and percentage of resources]
---
Leadership Question 4: Business Model and Value Creation
Business Model Canvas and Clarity Statement Template
Business Model Framework Used:
[Specify which framework: Business Model Canvas, Lean Canvas, or Reinvent Your Business Model Canvas]
Value Creation Model:
[How we create value for customers and capture value for the organization]
Revenue Streams:
- Primary Revenue: [Description, percentage of total, growth trajectory]
- Secondary Revenue: [Description, percentage of total, growth trajectory]
- Emerging Revenue: [New streams in development]
Value Proposition:
[The unique value we provide that customers can't get elsewhere]
- Core Value: [Primary value delivered]
- Supporting Values: [Additional benefits provided]
- Proof Points: [Evidence and metrics supporting our value claims]
Key Metrics & Performance Architecture:
[Critical metrics with business rationale and source of truth - connects to MQ5 Data Canvas]
| Metric | Why? (Business Rationale) | Role Owner | Team | Source of Truth |
|---|---|---|---|---|
| [Primary metric] | [Why this matters] | [Role] | [Team] | [System/Platform] |
| [Secondary metric] | [Why this matters] | [Role] | [Team] | [System/Platform] |
| [Supporting metric] | [Why this matters] | [Role] | [Team] | [System/Platform] |
Forecast Financial Outcomes:
[P&L summary that delivers business model objectives]
- Revenue Target: [$ amount and growth %]
- Margin Target: [% and $ amount]
- Key Financial Ratios: [Relevant ratios for business model]
Value Improvement Practices:
[Systematic activities that enhance our value proposition]
- [Practice 1 and its impact on value creation]
- [Practice 2 and its impact on value creation]
- [Practice 3 and its impact on value creation]
Outcomes for Action
| Goal | Delivery Date | % Status | Owner |
|---|---|---|---|
| [Business model goal 1] | [Date] | [%] | [Name] |
| [Business model goal 2] | [Date] | [%] | [Name] |
---
Leadership Question 5: Customer Experience
CX Journey Canvas and Clarity Statement Template
Customer Experience Vision:
[What we want every customer interaction to feel like]
Customer Journey Overview:
[High-level view of how customers interact with us from awareness to advocacy]
- Awareness Stage: [How customers discover us]
- Consideration Stage: [How customers evaluate us]
- Purchase Stage: [How customers buy from us]
- Onboarding Stage: [How we welcome new customers]
- Success Stage: [How we ensure customer success]
- Growth Stage: [How we expand customer relationships]
- Advocacy Stage: [How customers become advocates]
Customer Success Metrics:
[How we measure customer experience effectiveness]
- Satisfaction Metrics: [NPS, CSAT, etc. with targets]
- Retention Metrics: [Churn, renewal rates, etc. with targets]
- Growth Metrics: [Expansion, upsell, referral rates with targets]
CX Promise Canvas and Clarity Statement Template
Customer Promise:
[Our commitment to customers - what they can expect from every interaction]
Experience Differentiators:
[What makes our customer experience distinctive]
- [Differentiator 1 and how customers experience it]
- [Differentiator 2 and how customers experience it]
- [Differentiator 3 and how customers experience it]
Promise Delivery Mechanisms:
[How we ensure our customer promise is consistently delivered]
- [Mechanism 1 and how it supports the promise]
- [Mechanism 2 and how it supports the promise]
- [Mechanism 3 and how it supports the promise]
Customer Acquisition Plan:
[Specific touchpoints and strategies for acquiring new customers]
- [Acquisition touchpoint 1 and strategy]
- [Acquisition touchpoint 2 and strategy]
- [Acquisition touchpoint 3 and strategy]
Customer Retention & Growth Plan:
[Specific touchpoints and strategies for retaining and growing existing customers]
- [Retention touchpoint 1 and strategy]
- [Growth touchpoint 1 and strategy]
- [Retention touchpoint 2 and strategy]
Experience Improvement Priorities:
[Key areas for customer experience enhancement]
- [Improvement area 1 with specific actions and timeline]
- [Improvement area 2 with specific actions and timeline]
- [Improvement area 3 with specific actions and timeline]
Outcomes for Action
| Goal | Delivery Date | % Status | Owner |
|---|---|---|---|
| [CX goal 1] | [Date] | [%] | [Name] |
| [CX goal 2] | [Date] | [%] | [Name] |
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Leadership Question 6: Employee Experience
EX Journey Canvas and Clarity Statement Template
Employee Experience Vision:
[What we want every employee's experience to be like]
Employee Journey Overview:
[Experience from recruitment through departure]
- Attraction: [How we attract ideal talent]
- Recruitment: [How we evaluate and select talent]
- Onboarding: [How we welcome and integrate new employees]
- Development: [How we grow and develop talent]
- Recognition: [How we acknowledge and reward contributions]
- Retention: [How we keep top talent engaged]
- Transition: [How we handle departures and transitions]
Culture Success Metrics:
[How we measure employee experience effectiveness]
- Engagement Metrics: [Employee satisfaction, engagement scores with targets]
- Retention Metrics: [Turnover rates, tenure metrics with targets]
- Development Metrics: [Training participation, promotion rates with targets]
EX Values, Principles and Behaviors Canvas Template
Culture Foundation:
[The values, principles, and behaviors that define our culture]
- Core Values: [3-5 fundamental values with descriptions]
- Guiding Principles: [Key principles that guide decisions and actions]
- Expected Behaviors: [How our values show up in daily behavior]
EX Employee Persona Canvas and Clarity Statement Template
Ideal Employee Profile:
- Skills and Competencies: [Technical and soft skills needed]
- Experience Level: [Years of experience, industry background]
- Cultural Fit: [Values alignment, work style, motivations]
- Growth Trajectory: [Career aspirations and development path]
- Performance Indicators: [How success is measured in this role]
EX Value Proposition Clarity Statement Template
Employee Value Proposition:
[Why talented people want to work here and stay]
- Purpose Connection: [How employees connect with organizational purpose]
- Growth Opportunities: [Career development and learning provided]
- Work Environment: [Culture, flexibility, and working conditions]
- Compensation Philosophy: [How we approach total rewards]
- Unique Benefits: [What sets our employment experience apart]
EX Role Description Canvas Template
Role Definition Framework:
[Systematic approach to defining roles and expectations]
- Role Purpose: [Why this role exists and its contribution]
- Key Responsibilities: [Primary duties and accountability areas]
- Success Metrics: [How performance is measured]
- Development Path: [Career progression opportunities]
- Cultural Expectations: [How role embodies organizational values]
EX Promise Canvas and Clarity Statement Template
Employee Promise:
[Our commitment to employees - what they can expect from the employment experience]
Promise Delivery Mechanisms:
[How we ensure our employee promise is consistently delivered]
- [Mechanism 1 and how it supports the promise]
- [Mechanism 2 and how it supports the promise]
- [Mechanism 3 and how it supports the promise]
Experience Improvement Priorities:
[Key areas for employee experience enhancement]
- [Improvement area 1 with specific actions and timeline]
- [Improvement area 2 with specific actions and timeline]
- [Improvement area 3 with specific actions and timeline]
---
Leadership Question 7: Strategic Priorities
Goal Canvas Template
Quarterly/Semi-Annual Focus:
[The 1-3 most important things that will shift the needle on the business]
Goal 1: [Name of Goal]
- Goal Statement: [Clear, specific outcome we're trying to achieve]
- Success Metrics: [How we'll measure success - specific %, #, $ targets]
- Timeline: [Start date, end date, key milestones]
- Waypoints: [Regular check-in points using 1/12th rule]
- Owner: [Who is accountable for delivery]
- Rationale: [Why this is the highest priority]
- Resource Requirements: [What we need to succeed]
Goal 2: [Name of Goal]
- Goal Statement: [Clear, specific outcome we're trying to achieve]
- Success Metrics: [How we'll measure success - specific %, #, $ targets]
- Timeline: [Start date, end date, key milestones]
- Waypoints: [Regular check-in points using 1/12th rule]
- Owner: [Who is accountable for delivery]
- Rationale: [Why this is important now]
- Resource Requirements: [What we need to succeed]
Goal 3: [Name of Goal]
- Goal Statement: [Clear, specific outcome we're trying to achieve]
- Success Metrics: [How we'll measure success - specific %, #, $ targets]
- Timeline: [Start date, end date, key milestones]
- Waypoints: [Regular check-in points using 1/12th rule]
- Owner: [Who is accountable for delivery]
- Rationale: [Why this matters for business growth]
- Resource Requirements: [What we need to succeed]
Goal Alignment:
[How these goals support the broader strategic framework]
- Vision Alignment: [How goals advance our vision]
- Strategy Alignment: [How goals execute our strategy]
- Resource Allocation: [How we're investing to achieve goals]
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Strategic Integration Summary
Cross-Question Consistency Check
Vision-Strategy Alignment:
[How our strategy serves our vision]
Market-Customer Alignment:
[How our market approach serves our ideal customers]
Strategy-Business Model Alignment:
[How our business model executes our strategy]
Customer-Employee Experience Alignment:
[How our culture enables great customer experience]
Priority-Strategy Alignment:
[How our immediate priorities advance our long-term strategy]
Implementation Roadmap
Year 1 Priorities:
[Key strategic initiatives for the next 12 months]
Year 2-3 Strategic Development:
[Medium-term strategic initiatives]
Long-term Vision Trajectory:
[3-5 year path toward vision achievement]
Success Measurement Framework
Strategic Scorecard:
[Key metrics that indicate strategic plan success]
- Vision Progress: [Primary vision metric and target]
- Market Position: [Market share, brand perception metrics]
- Strategic Execution: [Strategy implementation metrics]
- Value Creation: [Business model performance metrics]
- Customer Success: [Customer experience metrics]
- Employee Success: [Employee experience metrics]
- Priority Achievement: [Quarterly priority completion metrics]
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Business Plan Usage Guide
For Strategic Decision-Making
- Major Decisions: Reference relevant question analysis and clarity statements
- Resource Allocation: Align investments with strategic priorities and framework
- Partnership Evaluation: Assess opportunities against strategic positioning
For Campaign Development
- Marketing Campaigns: Use market analysis and ideal customer insights
- Product Development: Reference customer experience and value proposition clarity
- Talent Acquisition: Apply employee experience and culture frameworks
For Organizational Communication
- Vision Communication: Use vision clarity statement for consistent messaging
- Customer Communication: Apply customer promise and value proposition
- Employee Communication: Use culture foundation and employee promise
For Performance Management
- Goal Setting: Align individual goals with strategic priorities
- Performance Reviews: Assess contributions to strategic framework execution
- Team Development: Build capabilities that support strategic direction
A worked example
Every worked example in the canon uses the same company — Burke & Wills EV, a hypothetical Australian off-road EV maker — so the picture builds across frameworks instead of restarting each time.
# Burke & Wills EV: 7 Questions of Leadership Business Plan
Company Context: Burke & Wills EV is an Australian electric vehicle manufacturer focused on bringing affordable, rugged off-road EVs to the Australian market. Named after the famous Australian explorers, the company is pioneering the outback-ready EV segment.
Workshop Context: This example demonstrates "what good looks like" for a comprehensive 7 Questions Business Plan - the strategic foundation document that defines "who we are" and guides all strategic decision-making. Use this as a reference artifact to guide facilitation toward high-quality outcomes.
Companion Document: See burke-wills-ev-5-questions-examples.md for the annual execution plan derived from this strategic foundation.
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Executive Summary
Business Performance Context
Recent Performance Overview:
Over the last 18 months, Burke & Wills EV has completed successful prototype development, achieved IP65 certification for our dust/water protection systems, and secured $25M in Series A funding. We have delivered 50 beta units to early adopters across remote Australia with 94% satisfaction ratings. However, we remain pre-revenue at scale and face the challenge of translating prototype success into production reality.
Current Business Position:
We stand at the inflection point between successful R&D and commercial launch. Our technology is proven, our market thesis is validated by beta customers, and our funding runway extends 24 months. The Australian adventure EV market remains uncontested, creating a window of opportunity before legacy 4WD manufacturers or global EV companies enter.
Our Strategic Foundation
| Question | Summary |
|---|---|
| Vision Statement | A future where every Australian can explore the outback sustainably, without compromising capability or adventure |
| Market Position | The only EV manufacturer purpose-built for Australian off-road conditions, serving adventure-seeking Australians who refuse to compromise |
| Strategic Approach | First-mover dominance in the adventure EV segment through superior capability and authentic Australian identity |
| Value Creation | Direct-to-consumer sales with subscription services, premium pricing justified by genuine capability |
| Customer Promise | Adventure without compromise - go anywhere, in any conditions, with complete confidence |
| Culture Foundation | Explorer spirit - adventurous, resilient, authentically Australian, and sustainability-driven |
Immediate Strategic Priorities (Next 12 Months)
- Launch Wills flagship model - 500 units delivered with zero critical quality issues (Owner: CEO)
- Establish national presence - 12 regional service partnerships operational (Owner: CCO)
- Build brand leadership - 45% unaided awareness in target segment (Owner: Marketing Director)
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Leadership Question 1: Vision and Purpose
What is our vision, is it driven by our purpose, and what's holding us back from reaching it?
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Vision Canvas Exploration
Customer Analysis
Primary Customers Explored:
- Adventurous Australians aged 35-55
- Station owners and rural property managers
- Mining and resources companies with remote operations
- Caravan and camper owners seeking tow vehicles
- 4WD enthusiasts and club members
- Eco-tourism operators
- Government agencies with remote service requirements
Customer Characteristics:
- Own or aspire to own recreational/rural properties
- Travel frequently to remote areas (avg 6+ trips/year)
- Value sustainability but refuse to compromise capability
- Currently drive Toyota LandCruiser, Nissan Patrol, or similar
- Frustrated by lack of genuine EV options for off-road use
- Income $150K+ household, comfortable with premium purchases
Problem Exploration
Problems Identified:
- No EVs exist that can genuinely handle Australian outback conditions
- Current EVs overheat in extreme temperatures (45°C+)
- Existing EVs lack range for remote Australia (nearest charging 500km+)
- Dust ingress destroys electronics in conventional EVs
- Creek crossings and water exposure risk battery damage
- Towing capacity inadequate for caravans/trailers
- No service network outside major capitals
- Adventure enthusiasts see EVs as "city cars" not real vehicles
Root Causes:
- Global EV manufacturers design for European/American urban conditions
- Australian market too small for major manufacturers to prioritize
- Off-road capability requires fundamentally different engineering approach
- Charging infrastructure assumes urban density
Solution Exploration
Solution Approaches:
- Purpose-built platform designed from ground-up for Australian conditions
- Extreme temperature battery management (operational -10°C to +55°C)
- IP65+ dust and water protection across all systems
- 800km+ range capability (solar panel integration optional)
- Partnership network for regional service and charging
- Mobile service capability for remote breakdowns
- Adventure-focused design language and brand identity
Benefits Explored
Benefits to Customers:
- Explore anywhere in Australia with zero emissions guilt
- Lower running costs than diesel equivalents
- Reduced maintenance (no oil changes, fewer wear parts)
- Instant torque for challenging terrain
- Quieter operation (better wildlife experiences)
- Energy independence with solar integration
- Pride in Australian innovation and sustainable adventure
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Vision Clarity Statement
Purpose Statement:
"We exist to liberate Australian adventurers from the false choice between capability and sustainability because until now, exploring the outback meant burning fossil fuels."
Vision Statement:
"We imagine a world where every Australian can explore the outback sustainably - crossing deserts, fording rivers, and camping under stars - without compromising capability or adventure, so they can connect with country while protecting it for future generations."
Vision-Driven Goals:
| Goal | Metric | Timeline |
|---|---|---|
| Become Australia's #1 adventure EV brand | 45% market share of off-road EV segment | 5 years |
| Enable 1 million sustainable adventures | Trips logged through Burke & Wills app | 5 years |
| Zero-emission Simpson Desert crossing | First all-EV crossing with customer vehicle | 2 years |
| Regional charging network | 100 remote charging stations via partnerships | 3 years |
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Current Roadblocks to Vision
| Roadblock | Outcomes to Overcome | Delivery Date | Owner |
|---|---|---|---|
| Limited production capacity | Scale manufacturing to 500+ units/year | Dec 2025 | COO |
| No brand awareness | Achieve 45% awareness in target segment | Dec 2025 | Marketing Director |
| No regional service network | Establish 12 regional service partnerships | Dec 2025 | CCO |
| Unproven reliability at scale | Zero critical issues across 500 deliveries | Dec 2025 | Head of Production |
| Limited charging infrastructure | 50 remote charging stations operational | Dec 2025 | Partnerships Director |
| Perception EVs can't go off-road | Complete 3 major expedition partnerships | Dec 2025 | Marketing Director |
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Success Metrics for Vision
| Metric | Current | Year 1 Target | Year 3 Target | Year 5 Target |
|---|---|---|---|---|
| Units delivered (cumulative) | 50 | 550 | 2,500 | 8,000 |
| Sustainable adventures enabled | 500 | 10,000 | 100,000 | 1,000,000 |
| Brand awareness (target segment) | 5% | 45% | 70% | 85% |
| Customer NPS | +85 (beta) | +65 | +70 | +75 |
| Remote charging stations | 0 | 50 | 100 | 200 |
---
Leadership Question 2: Market and Customer
What is our market, who is our ideal customer, what do they value, and what perceptions do we need to build?
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Market Canvas Exploration
Market Definition
Total Addressable Market (TAM):
- Australian new vehicle market: ~1.1M vehicles/year
- 4WD/SUV segment: ~450,000 vehicles/year
- Value: $25B annually
Serviceable Addressable Market (SAM):
- Adventure/off-road focused buyers: ~80,000 vehicles/year
- Premium adventure segment ($80K+): ~35,000 vehicles/year
- Value: $3.2B annually
Serviceable Obtainable Market (SOM):
- Early adopters willing to consider EV: ~8,000 potential buyers
- Year 1 realistic capture: 500 units
- Year 3 target: 2,000 units (6% of premium adventure segment)
- Value: $180M (Year 3)
Market Segmentation
| Segment | Description | Size | Attractiveness |
|---|---|---|---|
| Adventure Enthusiasts | Active 4WD users, frequent remote travel, club members | 15,000/year | HIGH - our primary target |
| Rural Property Owners | Station work, farm use, rural lifestyle | 12,000/year | HIGH - practical need |
| Eco-Tourism Operators | Tour companies, lodges, park services | 2,000/year | MEDIUM - B2B opportunity |
| Mining/Resources | Remote site vehicles, exploration teams | 5,000/year | MEDIUM - fleet opportunity |
| Government/Services | Remote area services, rangers, emergency | 1,500/year | MEDIUM - tender-based |
Competitive Landscape
| Competitor | Position | Threat Level | Our Advantage |
|---|---|---|---|
| Toyota LandCruiser | Incumbent king, diesel-only | HIGH | EV alternative to loyal base |
| Nissan Patrol | Strong off-road, no EV version | MEDIUM | First-mover in EV |
| Tesla Cybertruck | EV entrant, US-focused design | MEDIUM | Australian-specific engineering |
| Rivian R1T | Premium adventure EV, not sold in Australia | LOW | Local market presence |
| Chinese EV brands | Price-focused, urban orientation | LOW | Capability and brand trust |
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Market Clarity Statement
"We serve adventurous Australians who travel to remote areas and value genuine off-road capability, sustainability, and Australian engineering by providing purpose-built EVs that perform where global alternatives fail."
---
Ideal Customer Canvas Exploration
Customer Persona: "Adventure Alex"
Demographics:
- Age: 42, Male (70%) / Female (30%)
- Household income: $180,000
- Location: Major capital (Sydney, Melbourne, Brisbane, Perth) but travels frequently
- Occupation: Professional, business owner, or senior manager
- Family: Partner, 1-2 children (teens or older)
Psychographics:
- Values sustainability but won't sacrifice adventure
- Identifies strongly as "Australian"
- Proud of problem-solving and self-reliance
- Member of 4WD club or outdoor community
- Active on social media sharing adventures
- Researches thoroughly before purchase
- Willing to pay premium for quality and capability
Current Vehicle:
- Toyota LandCruiser 200/300 Series, or
- Nissan Patrol Y62, or
- Toyota HiLux with modifications
- Average vehicle age: 4-7 years (looking to upgrade)
Behavioral Patterns:
- 6-10 outback trips per year
- Owns caravan/camper trailer (60%)
- Spends $5K-15K/year on fuel for adventure travel
- Subscribes to automotive and outdoor magazines
- Attends 4WD shows and events
- Trusts peer recommendations over advertising
---
Jobs-to-be-Done Framework
Customer Context:
"I am a successful professional who loves exploring Australia with my family and I'm trying to continue my outdoor lifestyle while reducing my environmental impact because I care about preserving the places I love for my kids to enjoy."
Customer Pain:
"However, no EV exists that can actually handle where I want to go because they're all designed for city driving, not creek crossings and bulldust."
Customer Impact:
"The impact is I feel like a hypocrite burning diesel while camping in pristine wilderness which results in guilt about my environmental footprint and frustration that there's no real alternative."
Customer Solution:
"If I could have an EV that genuinely works off-road - with real range, real towing, and real durability - then I could adventure sustainably without compromising where I go or how I travel."
---
Ideal Customer Clarity Statement
"I am a successful Australian professional aged 35-55 who needs to explore remote Australia with my family so I can maintain our adventurous lifestyle and ultimately model sustainable living for my children while protecting the places we love."
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Value Drivers (Prioritized)
| Priority | Value Driver | Category | Why It Matters |
|---|---|---|---|
| 1 | Genuine off-road capability | Design | Must perform where they travel - non-negotiable |
| 2 | Range confidence (800km+) | Design | Remote Australia means 500km between charging |
| 3 | Durability in extreme conditions | Design | 45°C heat, -10°C cold, dust, water |
| 4 | Australian engineering pride | Social | Identity alignment, trust in local expertise |
| 5 | Sustainability without compromise | Social | Environmental values that don't require sacrifice |
| 6 | Lower total cost of ownership | Economic | Fuel savings, reduced maintenance |
| 7 | Premium ownership experience | Experience | Service, community, brand belonging |
| 8 | Towing capability (3,500kg) | Design | Caravan and boat owners are key segment |
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Perceptions to Build as Competitive Advantages
Perceptions for Future Customers
| Perception | How We Build It |
|---|---|
| "The only EV that can actually go off-road" | Expedition partnerships, capability demonstrations |
| "Built by Australians who understand Australia" | Founder story, Brisbane manufacturing, local team |
| "Premium quality, not just premium price" | Beta customer testimonials, build quality showcase |
| "Trusted by serious adventurers" | 4WD club partnerships, influencer validation |
Perceptions for Current Customers
| Perception | How We Build It |
|---|---|
| "Part of an exclusive adventure community" | Owner events, app community, branded experiences |
| "Supported anywhere in Australia" | Regional service network, 24/7 support |
| "My vehicle keeps getting better" | OTA updates, feature improvements |
| "The company listens and responds" | Direct feedback channels, rapid iteration |
Perceptions Against Competitors
| Perception | How We Build It |
|---|---|
| "Tesla is for cities, Burke & Wills is for adventure" | Head-to-head capability comparisons |
| "LandCruiser was the past, Burke & Wills is the future" | Next-generation positioning, respectful transition narrative |
| "Chinese brands cut corners, we engineer for conditions" | Build quality transparency, durability testing |
Perceptions Within Our Team
| Perception | How We Build It |
|---|---|
| "We're building something that matters" | Mission connection, impact stories |
| "Our engineering is world-class" | Certification achievements, peer recognition |
| "We're the adventure vehicle company" | Team expeditions, culture of exploration |
---
Leadership Question 3: Strategy and Positioning
What is our strategy, how are we positioned, and what competitive advantages do we need to build?
---
Strategy Canvas Exploration
Strategic Options Considered
| Strategy Option | Description | Pros | Cons | Decision |
|---|---|---|---|---|
| Mass market EV | Compete broadly across EV market | Large TAM | Undifferentiated, capital intensive | REJECT |
| Premium adventure niche | Own the off-road EV segment | Defensible, premium pricing | Smaller market | SELECT |
| Fleet/commercial focus | B2B sales to mining/government | Predictable revenue | Lower margins, slow sales cycles | SECONDARY |
| Technology licensing | License our IP to major manufacturers | Capital-light | Lose brand control | REJECT |
---
Strategy Clarity Statement
"Burke & Wills EV will dominate the Australian adventure EV segment by being the only manufacturer purpose-built for Australian conditions, creating an uncontested market position that larger competitors cannot easily replicate."
---
Growth Strategy
Geographic Growth:
- Year 1: Australia-only (focus on home market)
- Year 2-3: New Zealand expansion (similar conditions, smaller market)
- Year 4-5: Explore Middle East, Southern Africa (similar extreme conditions)
Product Growth:
- Year 1: Wills flagship SUV (single model focus)
- Year 2-3: Burke utility variant (tradies/commercial)
- Year 4-5: Sturt compact adventure vehicle (second platform)
Market Growth:
- Year 1: Adventure enthusiasts (consumer focus)
- Year 2: Rural property owners, eco-tourism (adjacent segments)
- Year 3+: Fleet, government, commercial (B2B expansion)
Channel Growth:
- Year 1: Direct sales, Brisbane showroom
- Year 2: Mobile showroom program (regional road shows)
- Year 3: Partnership showrooms in major regional centers
---
Competitive Positioning
Primary Differentiator
"The only EV genuinely engineered for Australian off-road conditions"
This is not just marketing - it's engineering fact. We are the only manufacturer that has:
- Designed battery thermal management for -10°C to +55°C operation
- Achieved IP65+ rating across all electronic systems
- Engineered 800km+ range for remote Australia
- Built ground clearance, approach/departure angles for serious off-road
- Tested in Simpson Desert, Cape York, and high country conditions
Competitive Advantages
| Advantage | Description | Defensibility |
|---|---|---|
| Purpose-built platform | Not adapted urban EV, designed from scratch for off-road | HIGH - 3+ years lead time |
| Extreme condition engineering | Proprietary thermal, dust, water protection systems | HIGH - patented IP |
| Australian identity | Authentic local brand, manufactured in Brisbane | MEDIUM - could be copied |
| First-mover in segment | Only dedicated off-road EV brand in Australia | MEDIUM - window of 2-3 years |
| Customer community | Passionate early adopter base creating advocacy | HIGH - network effects |
Defensive Strategy
| Competitive Threat | Defense |
|---|---|
| Tesla enters segment | Already established customer loyalty, superior off-road credentials |
| Toyota releases EV LandCruiser | Position as innovative disruptor vs legacy adaptation |
| Chinese price competitors | Emphasize quality, capability, Australian support |
| Global adventure EV brands | Local expertise, existing network, community |
---
Strategic Priorities (3-Year Horizon)
| Priority | Initiative | Timeline | Success Metrics | Owner |
|---|---|---|---|---|
| 1 | Production scale-up | Y1-2 | 500 → 2,000 units/year | COO |
| 2 | National service network | Y1-2 | 25 regional partners | CCO |
| 3 | Brand establishment | Y1-2 | 70% awareness target segment | Marketing Dir |
| 4 | Burke model launch | Y2-3 | Utility variant to market | Product Dir |
| 5 | NZ market entry | Y3 | First international sales | CEO |
---
Resource Allocation
| Investment Area | % of Resources | Rationale |
|---|---|---|
| R&D and Engineering | 35% | Maintain technology leadership |
| Manufacturing | 25% | Scale production capability |
| Sales and Marketing | 25% | Build brand and demand |
| Service and Support | 10% | Deliver on customer promise |
| G&A | 5% | Lean operations |
---
Leadership Question 4: Business Model and Value Creation
What is our business model, where is value created, how will we measure it, and what needs to improve?
---
Business Model Canvas
Value Proposition
Core Value:
"Adventure without compromise - the only EV that performs where you actually want to go."
Supporting Values:
- Sustainable exploration that protects the places you love
- Lower total cost of ownership than diesel alternatives
- Premium ownership experience with passionate community
- Continuous improvement through OTA updates
Proof Points:
- IP65+ certification for dust/water protection
- 800km+ range verified through expedition testing
- +85 NPS from beta customer program
- 3,500kg towing capacity (caravan-ready)
---
Revenue Streams
| Revenue Stream | % of Total | Description | Growth Trajectory |
|---|---|---|---|
| Vehicle Sales | 75% | Wills and Burke model sales | Primary driver Y1-3 |
| Service Subscriptions | 12% | Maintenance, roadside, OTA features | Growing Y2+ |
| Charging Network | 5% | Partnership revenue, charging fees | Growing Y2+ |
| Accessories/Parts | 5% | Adventure accessories, replacement parts | Stable |
| Fleet Services | 3% | B2B fleet management | Growing Y3+ |
---
Key Metrics & Performance Architecture
| Metric | Why? (Business Rationale) | Role Owner | Source of Truth |
|---|---|---|---|
| Units Delivered | Primary revenue driver and market share indicator | Head of Production | SAP ERP |
| Revenue | Financial health and growth trajectory | CFO | Xero |
| Gross Margin | Unit economics and pricing power | CFO | Xero |
| Customer NPS | Brand health and advocacy potential | Head of CX | Delighted |
| Qualified Leads | Sales pipeline health | Marketing Director | HubSpot |
| Production Efficiency | Manufacturing capability and cost control | Head of Production | SAP ERP |
| Service Response Time | Customer promise delivery | Head of CX | Zendesk |
| Brand Awareness | Market penetration progress | Marketing Director | Brand Track |
---
Forecast Financial Outcomes
| Metric | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | $50M | $120M | $200M |
| Units Sold | 500 | 1,200 | 2,000 |
| Average Selling Price | $89,000 | $88,000 | $85,000 |
| Gross Margin | 22% | 28% | 32% |
| Service Revenue | $2M | $8M | $18M |
| EBITDA | -$5M | $8M | $25M |
---
Value Improvement Practices
| Practice | Impact on Value Creation |
|---|---|
| Continuous OTA updates | Increases customer lifetime value, differentiates from legacy manufacturers |
| Expedition partnerships | Builds brand credibility, generates marketing content |
| Customer community events | Deepens loyalty, generates referrals |
| Manufacturing efficiency programs | Improves margins, enables price competitiveness |
| Regional service network | Delivers on customer promise, enables expansion |
---
Leadership Question 5: Customer Experience
What is our customer's experience, how do we acquire, retain, and grow customers through our journey & promise, and what improvements need to be made?
---
Customer Experience Vision
"Every interaction with Burke & Wills should feel like joining an expedition - exciting, well-prepared, and supported by people who genuinely share your passion for adventure."
---
CX Journey Canvas
Customer Journey Overview
| Stage | Description | Key Touchpoints | Emotions to Create |
|---|---|---|---|
| Awareness | Customer discovers Burke & Wills exists | Social media, 4WD shows, word-of-mouth, expeditions | Intrigue, excitement |
| Consideration | Customer researches and evaluates | Website, reviews, test drives, community | Confidence, aspiration |
| Purchase | Customer commits and orders | Sales consultation, configuration, financing | Pride, anticipation |
| Onboarding | Customer receives vehicle | Delivery experience, orientation, app setup | Delight, belonging |
| Success | Customer uses vehicle for adventures | Support, community, OTA updates | Joy, validation |
| Growth | Customer deepens relationship | Accessories, referrals, events | Pride, advocacy |
| Advocacy | Customer becomes brand ambassador | Social sharing, referrals, community leadership | Belonging, identity |
---
Customer Journey Detail
Acquisition Journey
Stage 1: Awareness
| Touchpoint | Experience Design | Success Metric |
|---|---|---|
| Social media content | Stunning adventure imagery, capability demonstrations | Engagement rate >5% |
| 4WD club partnerships | Presence at events, club member testimonials | Event leads generated |
| Expedition content | Simpson Desert crossing, Cape York adventures | Video views >100K |
| Media coverage | Automotive and outdoor media reviews | Share of voice |
Stage 2: Consideration
| Touchpoint | Experience Design | Success Metric |
|---|---|---|
| Website experience | Immersive, capability-focused, easy configuration | Time on site >4 min |
| Test drive program | Off-road test route, genuine capability demonstration | Test drive to order 35% |
| Customer testimonials | Beta customer video stories, authentic reviews | Testimonial requests |
| Sales consultation | Expert adventurers, not pushy salespeople | Consultation satisfaction |
Stage 3: Purchase
| Touchpoint | Experience Design | Success Metric |
|---|---|---|
| Configuration process | Simple, transparent, no hidden costs | Configuration completion |
| Financing options | Competitive, straightforward, quick approval | Financing approval rate |
| Order confirmation | Exciting, informative, sets expectations | Order confirmation opens |
| Production updates | Regular progress updates, factory photos | Customer engagement |
Retention Journey
Stage 4: Onboarding
| Touchpoint | Experience Design | Success Metric |
|---|---|---|
| Delivery experience | Personalized handover, adventure-ready setup | Delivery NPS |
| Vehicle orientation | Comprehensive capability training, off-road tips | Orientation completion |
| App onboarding | Easy setup, first trip planning, community intro | App activation rate |
| Welcome to community | Introduction to owner community, first event invite | Community join rate |
Stage 5: Success
| Touchpoint | Experience Design | Success Metric |
|---|---|---|
| 24/7 adventure support | Remote assistance anywhere in Australia | Response time <15 min |
| OTA updates | Regular improvements, new features | Update installation rate |
| Service experience | Convenient, transparent, quality-focused | Service satisfaction |
| Trip support | Route planning, charging availability, conditions | Trip planning engagement |
Growth Journey
Stage 6: Growth
| Touchpoint | Experience Design | Success Metric |
|---|---|---|
| Accessories ecosystem | Quality adventure accessories, easy ordering | Accessory attach rate |
| Owner events | Expeditions, meetups, capability training | Event participation |
| Upgrade program | Trade-in pathway for new models | Upgrade retention |
| Referral program | Reward customers for successful referrals | Referral rate |
Stage 7: Advocacy
| Touchpoint | Experience Design | Success Metric |
|---|---|---|
| Ambassador program | Recognize and reward top advocates | Ambassador participation |
| Content creation | Support customer content, feature their stories | Customer content shared |
| Community leadership | Enable customers to lead local groups | Community leaders active |
| Co-creation | Involve customers in product development | Co-creation participation |
---
Customer Promise
"Adventure without compromise."
We promise that when you choose Burke & Wills, you can:
- Go anywhere you went with diesel, and further sustainably
- Trust completely in your vehicle's capability and durability
- Be supported anywhere in Australia, 24/7
- Belong to a community of passionate adventurers
- Lead the transition to sustainable exploration
---
CX Success Metrics
| Metric | Current | Target | Measurement |
|---|---|---|---|
| Net Promoter Score | +85 (beta) | +65 (at scale) | Delighted quarterly |
| Customer Satisfaction | 94% | 90% | Post-interaction surveys |
| Support Response Time | N/A | <15 min | Zendesk |
| Review Rating | 4.9/5 (beta) | 4.8/5 | Reputation.com |
| Referral Rate | 40% (beta) | 25% | HubSpot |
| Service Retention | N/A | 95% | Subscription tracking |
---
CX Improvement Priorities
| Priority | Current State | Improvement | Timeline | Owner |
|---|---|---|---|---|
| 1 | No regional service | Establish 12 regional partners | Y1 | CCO |
| 2 | Limited test drive capacity | Mobile showroom program | Y1 | Sales Director |
| 3 | Manual support processes | 24/7 adventure support system | Y1 Q2 | Head of CX |
| 4 | No owner community platform | Launch Burke & Wills app | Y1 Q1 | Product Director |
| 5 | Ad-hoc owner events | Structured owner event calendar | Y1 Q2 | Marketing Director |
---
Leadership Question 6: Employee Experience
What is our employee's experience, how do we acquire, retain, and grow talent through our journey & promise, and what improvements need to be made?
---
Employee Experience Vision
"Working at Burke & Wills should feel like being part of an expedition team - pursuing an ambitious mission, supporting each other through challenges, and celebrating meaningful progress together."
---
EX Journey Canvas
Employee Journey Overview
| Stage | Description | Key Touchpoints | Emotions to Create |
|---|---|---|---|
| Attraction | Potential employee discovers Burke & Wills | Job postings, careers page, employee stories | Intrigue, aspiration |
| Recruitment | Candidate applies and interviews | Application, interviews, assessment | Respected, valued |
| Onboarding | New employee joins team | First day, orientation, team integration | Welcomed, excited |
| Development | Employee grows in role | Training, feedback, career conversations | Supported, challenged |
| Recognition | Employee contributions acknowledged | Performance reviews, awards, promotions | Valued, proud |
| Retention | Employee deepens commitment | Engagement, growth opportunities, culture | Belonging, purpose |
| Transition | Employee moves to new role/leaves | Exit process, alumni network | Respected, grateful |
---
Culture Foundation: Values, Principles, and Behaviors
Core Values
| Value | Definition | Behaviors |
|---|---|---|
| Explorer Spirit | We pursue ambitious goals with courage and curiosity | Take calculated risks, try new approaches, learn from failure |
| Authentic Australian | We're proudly local, genuine, and unpretentious | No BS, straight talking, support each other |
| Sustainable Future | We build for tomorrow while delivering today | Consider long-term impact, reduce waste, continuous improvement |
| Adventure Together | We succeed as a team, not as individuals | Share knowledge, celebrate others' wins, ask for help |
Guiding Principles
- Mission over ego - We're here to change how Australians adventure, not to build personal empires
- Quality is non-negotiable - Our customers trust us with their safety in remote locations
- Speed with care - Move fast but never cut corners on what matters
- Transparency by default - Share information openly, admit mistakes quickly
Culture Shapers
| Shaper | Description |
|---|---|
| Friday adventure stories | Weekly all-hands where team members share adventure experiences |
| Annual company expedition | Whole team off-road adventure together |
| "Would you take it to the outback?" | Quality test for everything we do |
| Open door engineering | Everyone can contribute ideas to product development |
---
Ideal Employee Personas
Persona 1: "Pioneer Pete" - Engineering
Profile:
- Mechanical/Electrical engineer with automotive experience
- Passionate about EVs and sustainability
- Outdoor enthusiast who understands customer use cases
- Comfortable with ambiguity and rapid change
What They Value:
- Working on meaningful problems
- Technical excellence and innovation
- Seeing their work in the real world
- Being part of a mission-driven team
What We Offer:
- Cutting-edge EV engineering challenges
- Direct impact on product development
- Company that values engineering opinion
- Adventure experiences as part of work
Persona 2: "Adventure Amy" - Customer Facing
Profile:
- Background in outdoor/automotive industry
- Genuine enthusiasm for adventure and the outdoors
- Natural relationship builder and communicator
- Customer-first mindset
What They Value:
- Working with like-minded people
- Helping customers have great experiences
- Flexible work that supports their own adventures
- Being part of an exciting brand story
What We Offer:
- Role that aligns with personal interests
- Company that practices what it preaches
- Direct customer impact
- Adventure experiences integrated into work
---
Employee Value Proposition
"Join the expedition."
At Burke & Wills, you'll:
- Build something meaningful - Technology that changes how Australians adventure
- Work with adventurers - Team who shares your passion for the outdoors
- Live the brand - Annual expedition, vehicle access, adventure experiences
- Grow fast - Rapid learning in a scaling startup
- Be heard - Your ideas matter, your voice counts
---
Employee Promise
We promise every Burke & Wills team member:
- Meaningful work on products that matter
- Respectful culture that values people as individuals
- Growth opportunities as the company scales
- Adventure integration - we live what we sell
- Fair compensation competitive with market
---
EX Success Metrics
| Metric | Current | Target | Measurement |
|---|---|---|---|
| Employee Engagement | N/A | 85% | Culture Amp quarterly |
| Key Talent Retention | N/A | 90% | HR tracking |
| Voluntary Turnover | N/A | <15% | HR tracking |
| Time to Hire | N/A | <45 days | ATS tracking |
| Offer Acceptance Rate | N/A | 85% | ATS tracking |
| Adventure Program Participation | N/A | 100% | Event tracking |
---
EX Improvement Priorities
| Priority | Current State | Improvement | Timeline | Owner |
|---|---|---|---|---|
| 1 | No formal onboarding | Structured 90-day onboarding program | Y1 Q1 | People Director |
| 2 | Ad-hoc culture | Documented values and culture practices | Y1 Q1 | CEO |
| 3 | No career framework | Role levels and progression paths | Y1 Q2 | People Director |
| 4 | Limited benefits | Adventure benefits package | Y1 Q1 | People Director |
| 5 | Manual HR processes | HRIS implementation | Y1 Q2 | People Director |
---
Leadership Question 7: Strategic Priorities
What are the one, two, or three things that, if delivered in the next quarter or half, will shift the needle on the business?
---
Strategic Priorities Identification
Based on the comprehensive analysis across all 7 Questions, we have identified dozens of potential improvement areas. Through prioritization (leadership discussion, voting, impact analysis), we have narrowed to the three needle-shifting priorities for Year 1:
---
Goal 1: Successful Wills Model Launch
Goal Statement:
Launch the Wills flagship model into the Australian market, achieving 500 units delivered with zero critical quality issues, establishing Burke & Wills as a legitimate player in the adventure vehicle market.
Why This Matters:
This is our market entry moment. Success here validates our technology, builds customer base, generates revenue, and creates the foundation for all future growth. Failure here would be catastrophic - we get one chance to launch.
Success Metrics:
| Metric | Target | Measurement |
|---|---|---|
| Units delivered | 500 | SAP ERP |
| Critical quality issues | 0 | Quality tracking |
| Customer NPS | +65 | Delighted |
| Revenue | $45M | Xero |
Monthly Waypoints (1/12th Rule):
| Month | Units | Revenue | Quality Issues |
|---|---|---|---|
| Jan | 25 | $2.2M | 0 |
| Feb | 30 | $2.7M | 0 |
| Mar | 35 | $3.1M | 0 |
| Apr | 40 | $3.6M | 0 |
| May | 42 | $3.7M | 0 |
| Jun | 45 | $4.0M | 0 |
| Jul | 47 | $4.2M | 0 |
| Aug | 50 | $4.5M | 0 |
| Sep | 50 | $4.5M | 0 |
| Oct | 50 | $4.5M | 0 |
| Nov | 45 | $4.0M | 0 |
| Dec | 41 | $3.6M | 0 |
| Total | 500 | $44.6M | 0 |
Owner: CEO (Sarah Mitchell)
Resource Requirements:
- Manufacturing team at full capacity
- Quality assurance processes operational
- Supply chain secured for 500 units
- Customer support team trained and ready
---
Goal 2: National Service Network Establishment
Goal Statement:
Establish a national service and support network with 12 regional partnerships, enabling Burke & Wills to deliver on our "supported anywhere in Australia" customer promise.
Why This Matters:
Our customer promise is meaningless if customers can't get serviced outside major cities. The adventure EV value proposition requires remote confidence. No service network = no market credibility.
Success Metrics:
| Metric | Target | Measurement |
|---|---|---|
| Regional service partners | 12 | Partnership tracking |
| Geographic coverage | 80% of customer locations within 300km | GIS analysis |
| Service satisfaction | 90% | Post-service surveys |
| Response time (urban) | <24 hours | Zendesk |
| Response time (regional) | <48 hours | Zendesk |
Monthly Waypoints:
| Month | Partners Signed | Partners Operational |
|---|---|---|
| Jan | 2 | 0 |
| Feb | 3 | 1 |
| Mar | 4 | 2 |
| Apr | 6 | 3 |
| May | 7 | 5 |
| Jun | 9 | 6 |
| Jul | 10 | 8 |
| Aug | 11 | 9 |
| Sep | 12 | 10 |
| Oct | 12 | 11 |
| Nov | 12 | 12 |
| Dec | 12 | 12 |
Owner: CCO (James Thornton)
Resource Requirements:
- Partnership manager dedicated to network development
- Training program for service partners
- Parts inventory and logistics system
- Quality certification process
---
Goal 3: Brand Leadership Establishment
Goal Statement:
Establish Burke & Wills as Australia's recognized adventure EV brand, achieving 45% unaided brand awareness among target adventure vehicle buyers.
Why This Matters:
We're creating a new category. If we don't own the "adventure EV" positioning in customers' minds, a larger competitor will. Brand awareness creates demand, justifies premium pricing, and builds defensible market position.
Success Metrics:
| Metric | Target | Measurement |
|---|---|---|
| Unaided brand awareness (target segment) | 45% | Brand Track |
| Brand association with "adventure/off-road" | 80% | Brand Track |
| Qualified leads | 2,500 | HubSpot |
| Sponsorship partnerships | 15 | Partnership tracking |
| Media coverage (earned) | 50 major articles | Media monitoring |
Monthly Waypoints:
| Month | Awareness | Leads | Partnerships |
|---|---|---|---|
| Jan | 8% | 100 | 4 |
| Feb | 12% | 200 | 5 |
| Mar | 16% | 350 | 6 |
| Apr | 20% | 500 | 7 |
| May | 24% | 700 | 8 |
| Jun | 28% | 950 | 9 |
| Jul | 31% | 1,200 | 10 |
| Aug | 34% | 1,500 | 11 |
| Sep | 37% | 1,800 | 12 |
| Oct | 40% | 2,100 | 13 |
| Nov | 43% | 2,350 | 14 |
| Dec | 45% | 2,500 | 15 |
Owner: Marketing Director (Lisa Park)
Resource Requirements:
- Marketing budget for campaigns and events
- Expedition partnerships secured
- Content production capability
- PR and media relations support
---
Goal Alignment Summary
| Priority | Vision Alignment | Strategy Alignment | Resource % |
|---|---|---|---|
| Wills Launch | Enables sustainable adventures | Establishes market presence | 50% |
| Service Network | Delivers on customer promise | Builds competitive moat | 25% |
| Brand Leadership | Creates market position | First-mover advantage | 25% |
---
Strategic Integration Summary
Cross-Question Consistency Check
Vision-Strategy Alignment:
Our vision of enabling sustainable Australian adventure directly drives our strategy of dominating the off-road EV segment. We're not trying to be everything to everyone - we're focused on being the best for adventure.
Market-Customer Alignment:
Our market definition (adventure/off-road EV) perfectly matches our ideal customer (adventure-seeking Australians). We're not trying to serve urban commuters or fleet buyers - we're laser-focused on our core customer.
Strategy-Business Model Alignment:
Our direct-to-consumer business model supports our premium positioning strategy. We can control the customer experience and justify premium pricing through exceptional service.
Customer-Employee Experience Alignment:
We hire adventurers to serve adventurers. Our culture of exploration directly enables our customer promise - our team genuinely understands what customers need because they live the same lifestyle.
Priority-Strategy Alignment:
All three priorities (launch, service, brand) directly execute our market entry strategy. There are no distractions or side projects - every resource is focused on establishing our market position.
---
Risk Summary
| Risk | Status | Mitigation Tactics | Owner |
|---|---|---|---|
| Production quality issues | Medium | • Extensive QA process<br>• Beta program lessons integrated<br>• Conservative ramp-up | COO |
| Supply chain disruption | High | • Multiple supplier relationships<br>• Critical components stockpiled<br>• Local sourcing where possible | COO |
| Competitor fast-follower | Medium | • Accelerate brand building<br>• Patent key innovations<br>• Build customer lock-in | CEO |
| Funding runway | Low | • Conservative spending<br>• Series B preparation underway<br>• Revenue acceleration | CFO |
| Key person dependency | Medium | • Documentation of critical knowledge<br>• Succession planning<br>• Team cross-training | People Director |
| Economic downturn | Medium | • Premium positioning provides margin buffer<br>• Fleet diversification<br>• Cost flexibility | CFO |
---
Implementation Roadmap
Year 1 Priorities
| Quarter | Key Milestones |
|---|---|
| Q1 | • First 90 Wills units delivered<br>• 4 service partners operational<br>• Brand awareness 16% |
| Q2 | • 175 cumulative units delivered<br>• 6 service partners operational<br>• Simpson Desert expedition |
| Q3 | • 325 cumulative units delivered<br>• 10 service partners operational<br>• 37% brand awareness |
| Q4 | • 500 units delivered<br>• 12 service partners operational<br>• 45% brand awareness |
Year 2-3 Strategic Development
- Burke utility model launch (Y2)
- New Zealand market entry (Y3)
- 2,000 units/year production capacity (Y3)
- 25 regional service partners (Y3)
- Series B funding secured (Y2)
Long-term Vision Trajectory (5 Years)
- 8,000 cumulative units delivered
- #1 adventure EV brand in Australia (>60% segment share)
- International presence (NZ, Middle East)
- Full model range (Wills, Burke, Sturt)
- 1 million sustainable adventures enabled
---
Strategic Scorecard
| Category | Metric | Year 1 Target |
|---|---|---|
| Vision Progress | Sustainable adventures enabled | 10,000 |
| Market Position | Segment market share | 6% |
| Strategic Execution | Priority goal completion | 100% |
| Value Creation | Revenue | $50M |
| Customer Success | NPS | +65 |
| Employee Success | Engagement | 85% |
| Priority Achievement | Units delivered | 500 |
---
Supporting Documentation
Attachments and Detailed Plans
- Marketing, Sales & Service Plan: Detailed go-to-market execution
- Budget and Cash Flow: 24-month financial projections
- Company Calendar: Key dates, milestones, and operating rhythm
- Performance Dashboard: Real-time tracking via Waymaker Commander
Canvas and Framework Documentation
- All 7 Questions canvases completed (detailed worksheets available)
- Clarity statements approved by leadership team
- Integration with 5 Questions annual execution plan
---
Workshop Facilitation Notes
Key Quality Indicators for 7Qs Output
As a facilitator or partner, look for these indicators of quality work:
LQ1 - Vision:
- [ ] Purpose is action-oriented (what we DO)
- [ ] Vision is outcome-focused (what we SEE)
- [ ] Both are customer-centric, not internal-focused
- [ ] Roadblocks are honest and specific
LQ2 - Market:
- [ ] Market is specific (TAM/SAM/SOM defined)
- [ ] Ideal customer is actionable (could write job ad or marketing brief)
- [ ] Value drivers are prioritized (not everything is #1)
- [ ] Perceptions cover all audiences (future/current customers, competitors, team)
LQ3 - Strategy:
- [ ] Clear strategic choice made (what we WON'T do)
- [ ] Competitive advantages are specific and defensible
- [ ] Growth strategy has logical sequencing
- [ ] Resource allocation matches priorities
LQ4 - Business Model:
- [ ] Revenue streams are quantified
- [ ] Metrics have source of truth identified
- [ ] Financial projections are connected to strategy
- [ ] Value improvement practices are specific
LQ5 - Customer Experience:
- [ ] Journey covers acquisition, retention, AND growth
- [ ] Customer promise is memorable and deliverable
- [ ] Success metrics are measurable
- [ ] Improvement priorities are actionable
LQ6 - Employee Experience:
- [ ] Values have observable behaviors attached
- [ ] Employee personas match actual roles needed
- [ ] EVP is differentiated (not generic)
- [ ] Culture practices are specific, not aspirational
LQ7 - Strategic Priorities:
- [ ] No more than 3 priorities selected
- [ ] Each has SMART metrics
- [ ] Waypoints use 1/12th rule
- [ ] Single accountable owner for each
---
This 7 Questions Business Plan provides the comprehensive strategic foundation for Burke & Wills EV. The 5 Questions Management Plan (see companion document) translates this into annual execution. Both documents work together to enable living, breathing strategic management through Waymaker Commander.