How does James Hicks's marketing strategy compare to The Marine Corps Way?

I lean into a lot of the same principles Jim Fuhs and I discussed in “Marketing & Content Creation – The Marine Corps Way”—just translated from the battlefield to the brand field.

Here’s how I see the overlap:

• Situation (S) – I start with a clear read of the audience, the market, and the problem, similar to a battlefield assessment. No content until I know who I’m serving and why.
• Mission (M) – Every show, post, or campaign has a concise mission: entertain, educate, or enlighten (often all three). If it doesn’t support that, it doesn’t go live.
• Execution (E) – I plan formats, channels, and cadence like an operation: clear steps, timelines, roles, and contingencies if tech or platforms fail.
• Administration & logistics (A) – Tools, workflows, assets, and guests are handled like supply lines. I try to remove friction so creativity can flow consistently.
• Command & signal (C) – Clear communication with collaborators and the community is key. I focus on consistent branding, feedback loops, and honest conversation rather than “broadcasting at” people.

So my marketing strategy doesn’t just “compare” to The Marine Corps Way—I actively borrow that SMEAC mindset and apply it to digital content and community building.

Is there a specific part of The Marine Corps Way you’d like me to map more directly to marketing (leadership, planning, after-action reviews, etc.)?