Synapse Marketing Framework
Understand what is holding your business back before deciding what to do.
We study the company, people, and the market. First, we understand each world; then we connect what we have learned to decide what to change and why.
See how it works in practiceFirst understand. Then act.
What lies behind a decision
Who is involved, what they need, why they act, and what they want to achieve. We call this substance: the reasons worth understanding before choosing a course of action.
How to put it into practice
How to act, when, where, and with which resources. We call this form: the concrete decisions made based on what has been learned.
Real case: Air Force
Examining who influences the decision changes who the campaign speaks to.
The campaign initially focused mainly on young people who were eligible to apply. By reviewing the information and speaking with cadets and instructors, we also recognized the influence of parents, guardians, and aunts and uncles.
1,200 completed applications in 45 days.
We reviewed the first ten days and checked our initial interpretation with cadets and instructors.
After broadening the audiences and tailoring the messages, the target was reached.
2,013 applicants completed the application process.
2,013 applicants who completed the application process.
This result counts those who completed every stage required to apply.
View the Air Force case →Illustrative example
The same problem. Two ways to approach it.
A service company publishes content, runs campaigns, and receives reports, yet does not know what to change to attract clients.
Tasks to carry out
Posts · Ads · Reports
These are useful activities. The difference lies in how decisions are made about them.
Perspectives for making decisions
Company · People · Market
They help identify what is needed and why. They guide the planning and execution of tasks.
01 · Starting point: What needs to be solved?
Without SMF
Prepare the next campaign.
The team requests more content and targets ads at the person listed in payment records, without checking who chooses the service.
With SMF
Define the problem before taking action.
The team reviews what the company offers, how people decide, and which alternatives they consider. It asks whether the person choosing is also the one paying.
02 · Information: What do the data tell us?
Without SMF
Review the data separately.
The team looks at clicks, inquiries, and payments without connecting these signals to the process of hiring the service.
With SMF
Connect the information.
The team compares records with conversations and market alternatives. It checks whether choosing and paying are handled by different people.
03 · Decisions: What should change and why?
Without SMF
Change what feels most urgent.
The team refreshes creative assets and adds posts without defining which obstacle each change is meant to address.
With SMF
Test a change for a clear reason.
If it confirms this distinction, the team tests information that helps people compare before choosing, along with clear terms for the person paying.
04 · Review: How do we know whether it helps?
Without SMF
Count the activity.
The report totals posts, clicks, and inquiries, yet does not explain where people stop short of hiring the service.
With SMF
Check whether the change helps.
The team reviews the questions that remain and the share of inquiries that lead to hiring the service, without attributing every variation solely to the change.
05 · Next step: What makes sense to do now?
Without SMF
Fill the calendar again.
The team schedules new tasks without deciding what is worth keeping or changing.
With SMF
Adjust based on what was learned.
The team decides what to keep, change, or investigate. It revisits its decisions when the company, people, or market change.
Here, “Without SMF” represents task-focused work without a shared analysis. It does not describe every alternative to the method. This example shows one way to analyze and decide; it does not present client results or guarantee improvements.
Let’s talk about your business.
Tell us your priorities and let’s decide where to start. In the meeting, we review your project’s context and the next steps.
Discover where to startWe improve decisions with what we learn and revisit them when people, the company, or the market change.