There is noise in the office. It has been growing for some time. We are preparing for a real riot. The new generation near the subway also had a line outside. I think we're back. Back to the busy world of work where graduates, trainees and juniors can learn their craft with office osmosis and physical proximity to top talent, hard work and the right approach.
Of course, not everyone will like it. I'm definitely very committed to my work-from-home days. But in the world of business - at work - there is a return of energy, dynamism and excitement to be a part of.
Unfortunately, despite all this, the advertising and marketing bubble is more inward than ever. Obsessed with the next shiny thing, modern marketing practices are in many ways bordering on a Darwinian crisis.
We often overlook the higher principles of understanding our audience, crafting a clear proposition, and setting measurable goals. Instead, we allow ourselves to be seduced by innovation and prioritize form and technology over strategic thinking, surprise, and creativity.
I recently read that about 80% of marketers believe that AI is very important to their business. A great innovation to take off the difficult task of defining and executing a growth strategy despite very headwinds.
“Why create our own brand? I was asked recently. When it comes to annual planning and strategy development, I'm all for the hard assumptions. To be honest, after a heated discussion about where to focus our efforts, I wasn't too surprised, if a little disappointed, when he suggested The boss has to. It was an instinctive response to my resistance to fulfilling the brand promise I made on our strengths and category motivations by separating the two deals. More on that later.
Why should we create a brand is as good a question as any, and is probably one of the first questions we must answer. But after it became clear where we want to win.
But that's the question I've been asking myself throughout my career. A question that hides a larger dilemma: Many executives don't understand the power of a strong brand. In addition, many also underestimate the overall strategy, but lose patience and give priority to implementation. Ritson calls it a "tactic". My company is a mess, and so was the previous one.
It's very difficult for experienced people (Exco and Exco plus one) to pick and fight with the alternatives. With a forward-looking outlook and a strong flair for action honed over decades in the industry, they often can't act like everyone else. It aims to reinforce the code of conduct that has been learned in many companies. It does not help the increasingly educated and ambitious marketers. This is where the Mini MBA in Marketing program comes in.
There is no division, and even worse, no one wants to think about silencing the market. The idea of doubling and capturing one or two audiences is anathema to most doctors and sales managers with a large product line and ambitious goals.
We have the discipline and understanding within our senior internal decision-making unit to go beyond just proposing who we are as a brand, the features and attributes of our product or service, and the benefits we offer. problem
Rare but not impossible.
The way I conduct strategic discussions in my company requires flexibility, thoughtfulness in improving arguments, a willingness to have lots of stimulating conversations, careful listening, and patience. Lots of patience.
For me, strategy has always been about three things. First, understand the terrain and figure out where you can win. Second, calibrate the approach to ensure we have the resources and skills to implement the plan. You need a second to make sure your plan doesn't fall into the realm of "wishing." The latter, of course, broadly informs the former. In my world, we can't target an entire category as often as we'd like. Why? Like most companies, we don't have the resources to make a difference.
This brings me to the third aspect of strategy: the importance of decision making. Which audience should we multiply? Are we right for them? What should we achieve by the end of next year? What can we afford? Is the company ready? Do we compete? What is our social goal?
In this context, why should we create a brand is as good a question as any, and is probably one of the first questions we must answer. But after it became clear where we want to win.
In a few weeks, I'll be sharing with you where we came from and the methods and commitments we've taken to steer the company in the best direction. In the meantime, I'm going to this new Gail's for a coffee and some time to think while we plan the next part of our strategic trip.
Leading change is one of the main goals of this year's Marketing Week Marketing Festival. Click here to learn more about the agenda setting phase and what happened at the October 5th event.
