![]() ![]() Are they focused on different value pools? Will combining brands reduce their impact in core markets? What of brand contagion? What is the role of the corporate and employer brand? These are challenging questions, especially if the business has grown through merger and acquisition without a formal brand strategy in mind. Be very clear on the role of your brands and their strategic fit. If changing the brand can’t clearly deliver the upside needed, it might be wiser to say so, and move on.Ĥ. Identifying and calculating costs is much more straightforward than being able to pinpoint the measurable financial benefits of any brand transition. That’s a lot of extra product you need to sell or margin to generate just to break even on the investment. Whilst symmetry is attractive, rationalising brands will cost millions for most large established businesses. Brand building is eye-wateringly expensive, so it must bring significant value. If you can’t identify clear benefits, do nothing. So, we must first lift our stakeholders eyes to the horizon.ģ. Operationally, most MDs tend to be focussed on in-year performance. This can be very challenging as most executive teams don’t have a detailed five-year plan, let alone a view on the next decade. Often, brand transition can take several years to complete, which means you need to build the brand for the business tomorrow, not just today. Brands take a significant amount of time to establish, grow, transition or turnaround. If your brand or marketing activity isn’t helping to deliver the commercial plan or enterprise strategy, you’re going to get your very expensive colouring pencils taken away.Ģ. It’s all about following the money and, if pushed, how to balance effective value creation with efficiency. ![]() Brand and marketing activity is worth nothing if it is not focused on value creation. Situate the brand strategy in the enterprise plan. ![]() Recently, I have been addressing two strategic questions: How best should we configure our brands to support our enterprise strategy? And how do we embed our purpose across the group to support our transformation? I found the following five principles really helped me navigate through the fog of uncertainty:ġ. If changing the brand can’t clearly deliver the upside needed, it might be wiser to say so, and move on. Strategy-forward means you focus first on the outcomes that will transform business performance over the longer term. The benefit is that you can build a firm platform to operate from, rather than flitting between different short-term approaches that never truly move the business forward. It means identifying and answering the fundamental questions that will support the business and enterprise plan, before jumping into our much beloved marketing tactics. How did I let myself get lured into an absurd tactical exchange and lose focus on the substance? And more to the point, have other CEOs ever sung to their marketing directors? Mark Ritson: Three axioms and three questions that summarise all of brand strategyīeing a strategy-forward marketer is not for the faint hearted. Yet there I was, in a singsong discussion with the CEO, when we should have been having a much more important strategic debate about how to reinvigorate and reposition a slowly dying super brand. Inwardly chuckling, I grasped the point: we needed something epic and distinctive. In a quavering alto she performed a full rendition of Coke’s ‘I want to teach the world to sing’, not once, but twice. Once, when discussing the music for our new brand advertising campaign, the CEO broke into song. What is it about branding and music that brings about such bizarre discussions? ![]() The Ever Forward is not preventing travel through the bay.I had to draw the line when it came to using pan pipes in the new sonic identity we were developing. The incident put pressure on global shipping as scores of ships were unable to move through the canal. Ever Given blocked traffic in the canal for six days. If this story sounds familiar, it’s because Ever Forward is a sister ship of Ever Given, the container ship that got stuck in the Suez Canal in Egypt in March 2021. By declaring General Average, a principle of maritime law, all parties with an interest in the ship and cargo will share financial responsibility for solving the predicament. Weather permitting, the effort is expected to begin on April 8 and run until April 15, he said.Įvergreen has cleared the way for the new effort by declaring General Average on the vessel on March 31. The containers will be returned to Seagirt Marine Terminal in the Port of Baltimore, Doyle said. With all attempts to free the vessel so far unsuccessful, Coast Guard officials have decided the next course of action is to remove cargo containers from the boat to lighten it. ![]()
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