Why Do Businesses Stray from the Proven Path to Making Billions?

I recall the adage, “Not advertising is like kissing someone in the dark… YOU know what you’re doing, but nobody else does.”

Market research tells you:

  1. If there are any kissable people in the dark,
  2. How to find them,
  3. What sort of kiss they would like, and
  4. How likely you are to enjoy it.

It is so, so easy for big businesses to make billions… why don’t they?

If research can tell you EXACTLY how to achieve your business goals, why doesn’t EVERY business do it?

THE FIRST, OF TWO REASONS, is that bad research has a GIGO effect (garbage in, garbage out). With most executives undertrained in how to brief research, appraise and assess its implementation, and interpret the findings (properly) in concert with strategic marketing know-how, research can simply go to waste.

The second reason is (in Warren Buffet’s words) because of “Corporate Cancer”… where arrogance, bureaucracy and complacency, combined with operational micro-thinking, dilutes or discounts the demand for, and reverence towards, market research.

In the high-profit, high-growth days of B2C (FMCG and Consumer durables), research was conducted with finesse, expediency, discipline, regularity and concise interpretation.

Nowadays, few executives demonstrate any respect for, tight management of, or scientific approach to the art of research … and the results speak for themselves.

We can all probably name brands that are weaker versions of what they were, and trace it back to a departure from the disciplines of marketing strategy built upon good research.

Where is the once-dominant Sharp brand? How long can Nestle last, relying on its long-term cash-cows? How out of touch and behind is Kellogg’s? What happened to Spillers? Where’s Ampol? Grace Brothers? Criterion Furniture?

The Hurdles to the Billions

Remembering that products don’t fail, businesses don’t fail, brands don’t fail… it managers making bad decisions who fail… It is possible to remove the hurdles for failure by opening business leaders’ minds to more productive and proven methods: Commissioning and utilising market research!

In 1983/4 when My Dog had failed to launch successfully for Mars, their Product Manager asked me for help. All I did was read the research overnight, and it was clear the positioning for the re-launch had to be “for fussy eaters”: 33 years later My Dog has not made less than $250M annual sales… simply founded on good interpretation of good research.

In 1994, simply reviewing the research data for Mersyndol revealed that 95% of sales came from the 5% of heaviest analgesic users, but Mersyndol loyal users were forced to buy another brand to avoid drowsiness. In a 20-minute meeting, my identification of this and suggestion of a “Mersyndol Light”, led to the launch of Mersyndol Day-Strength, that has generated around $200M p.a for the past 23 years.

All those billions came from objective interpretation of quality market research.

IF companies REALLY want the Billions, bad research won’t ‘cut it’.

Interpretation without the synergy of understanding strategic marketing science also won’t ‘cut it’. (e.g. Brand adoption theory, innovation theory, brand equity, brand loyalty, involvement, BCG Matrix, and about 100 other key models.)

But, with good market research… well planned, well conducted, well interpreted, and well respected and followed… the path to billions is simply “finding out what people want and giving it to them”.

How easy it that? So why don’t or won’t business leaders do it?

I think it would be healthy and beneficial for anyone to share thoughts, perceptions experiences, and concerns… or just comment…

 

43 years of Marketing… And it struck me that I have been obsessed with perfection of application and implementation of marketing excellence for 40 of those years – holy hell!

To be fair, my blind faith in commercially-usable academic knowledge has been the major reason I have pulled off some record-breaking successes in my career… by simply taking proven marketing science and applying it.

So, it’s no wonder that my peers shake their heads in dour and reluctant tolerance to what we call the “dumbing down” of skills and knowledge in the world of Marketing.

In particular, we’ve seen an awful downward slide in the quality and output of market research… reviewing studies done for clients who should have known better, but didn’t.

Is it the client’s fault for not have the skills to be a discriminating buyer?

Is it the researchers’ fault for not setting a standard and mentoring their clients to understand the importance of asking the right people, the right questions, in the right way?

Is it the pure academics, devoid of commercial experience, who are to blame for not delivering the education necessary in marketing graduates?

Is it the academic institutions that should be kicked for appointing inappropriate teachers of marketing for the hundreds of students who are paying for, expecting but not getting, skills that will empower them in commercial marketing roles?

Where does it stop and who will stop it?

Applying some of the theories of Marketing, we might predict that the commercial world will ultimately reject the inferior products now being delivered by academia… forcing academic institutions to return to the belief that only working practitioners marketing can teach it,  which was the original springboard of Marketing into wide-spread fame.

In the meantime, the absence of properly trained Marketing strategists, and the substitution of operational trained under-educated executives TRYING to make prudent business decisions likely to leave many of them face-down in puddles of business problems that shouldn’t even exist.

Absolutely, and without exception, any business that has been successful, accumulated profits and held major market share, should NEVER, that is EVER, g broke, die, or even experience a failed product launch.

Only when management goes wrong, get arrogant, or complacent, of suffers belligerence and apathy borne of bureaucratic inefficiency, do organisations begin to struggle or worse.

And ONLY, when leaders are empowered with strategic marketing knowledge and input, as well as authority to act and utilise this knowledge, will market leaders stop going broke, losing to competitors, or make other terminal business management decisions.

The questions is three-fold:

  1. What proportion of executives are drowning in puddles?
  2. How many partially strategic executives are face-down in shallow water?
  3. And how nay are truly able to survive in the deep?

 

Product Development that Wins Overwhelming, Profitable Sales

It is a mad world we live in… so close to the wood, we rarely stand back and enjoy the trees, let alone the whole forest. In MARKETING terms, we’ve been distracted by Marketing Communications (with all the digital hype) and forgotten the other 7P’s of Marketing.

If you do recall proper Marketing Management, just for a second, you’ll recall that new markets arise daily, and new products that better satisfy the needs of market segments are the fast road to blue ocean sales, profits, market share, success, and return on shareholders’ funds and outstanding EBIT.

Product Development Delivers Competitive Edge

The operational focus in FMCG led them to discover that over 50% of profits come from products launched in the past 3 years.

Clever strategic marketing by banks has helped them reap millions in extra profits, without increasing transactions, simply by developing new products that better match the needs and wants of certain market segments, while better matching the capabilities and efficiencies of their organisations.

Product Development Is Getting More Sophisticated

As New Product Development consultants, we have seen a constant sophistication since we began 19 years ago!

It is time to share new and proven updates on New Product Development… changes in thinking, methods, adaptations.. as well as a reminder of the basic Laws of Exchange and the correct strategic directions and actions to take in certain, pre-set circumstances.

For instance, in just a few years, the Stage-Gate process for New Product Development has gone from academic indifference to usage by 80% of USA corporations!

Training Workshop on 2016 Issues, Techniques & Methods In New Product Development

Why not catch up, train some new executives, revitalise some old ones, and tune-up your whole Product Development team by attending my upcoming Product Development course in Kuala Lumpur this June?

You can download a brochure from this link , http://j.mp/kl16prodDEV

Feel free to post questions in the comments section so I can reply and with answers that may help others.

It would be GREAT to see you there!

 

 

 

 

Greg Foran (President and CEO of Walmart USA, and ex-Woolworths employee) said Woolworths’ biggest weakness was the inability to change. This remains true.

Only with clarity of vision can Woolworths avert a future where Coles and Aldi become the duopoly, and Woolworths is remembered with the same nostalgia that baby-boomers remember Flemings.

The concept is best explained in my book, “The Four Faces of Marketing”, which has been endorsed by many within the strategic marketing community around the world: More simply explained in a picture, headed “The Hierarchies of Marketing”, on the web page…

http://www.launchengineering.com/marketing.htm

I believe the ONLY way Woolworths can be saved is from leadership at Board level… from a Board that can grasp and endorse strong strategic disciplines that will cascade down from very top to the very bottom of the organisational chart.

It’s no mistake that GE became the worlds largest company under the leadership of Jack Welch, with his insights into the 8P’s of Marketing… and the “scuttlebutt” is that WW is losing key executives daily!!! Given THESE EXECUTIVES, many of them toothless strategic ones, can see disaster coming; the Board needs to, too!

AS an ex-employee myself, I hold Woolworths in great esteem, and would hate to see that future rollout; but rollout it will without strategic direction NOW!

Product launches should never fail

Those who follow me, are aware that I ascertain new product launches should never fail.

Of course this follows from the fact that products don’t fail… businesses don’t fail… it is MANAGEMENT that fails to do its job properly, who truly fail.

How Do Executives Allow Product Launch Failures to Happen?

But is it their “fault”?

Perhaps modern-day executives are victims of the business education they have been fed, or the hype delivered by self-promoted NPD ‘experts’ who push flawed theory upon susceptible executives.

Models that are popular these days include the new product development wheel (which I admit to having taught, in the past, at postgraduate level myself) and the Stage Gate model (the NPD wheel re-packaged to seduce operational marketing folk with summarial simplicity)… BOTH limited and incomplete as management tools .

Given the limited delivery of academic acumen, it follows when Product Development teams are employed according to their knowledge of such tools, when business teams meet, committees are formed, and decisions are made they are made on the premise that these models are valid; its no wonder that product launches end up being risky, or unsuccessful.

Its kind of like a meeting of the the flat-earth society…. every decision that flows is built upon belief in a model that is simply flawed… so outcomes must be equally as flawed.

Methodology that starts with “idea generation” as Step One…. is dooming you to an 80% failure rate.

  • Idea Generation must FOLLOW discovery of market needs, wants, desires and aspirations.
  • Idea Generation must Be founded on Purpose, Mission and Vision.
  • Idea generation must contextual to the resources available to the organisation.
  • Idea Generation must to FOLLOW discovery of market needs, wants, desires and aspirations.

“That stifles creativity and innovation” cry the masses of self-proclaimed innovation & ideas experts (some of who are clever guys).

So might it be, but there ARE better ways paths to new product development for commercial success than the two mentioned above.

Anyone, globally, should bookmark & use http://www.prelaunchchecker.com to ‘test’ if your product launch idea has merit…

For folks in South East Asia, click this link to find out about my 2-day Product Development workshop this June in Kuala Lumpur, Malaysia. You can find out more by visiting, http://www.yf-asia.com/product-development-for-bullet-proof-product-launch/

  1. The word “Marketing” is used as a synonym for selling, promotion, or marketing communications.
  2. Marketing and Sales are at odds… see each other as different departments or business units, exhibit power tussles and can be uncollaborative. Sales people are left to do all the selling.
  3. There s no Marketing qualified executive on the Board of Directors
  4. The CMO or head Marketing executive does NOT possess an MBA or actual Marketing degree.
  5. Marketing Planning is NOT a priority and routine in your organisation
  6. Client satisfaction levels are below 85%
  7. There is high animosity between the employees and management of the Company.
  8. Your brand actually disturbs a proportion of your market rather than attracts it.
  9. Trade partners and stakeholder hold you in low regard.
  10. Market share and/or profitability are falling or steady.

If any of these symptoms exist in YOUR Company, you AT LEAST should read and consider, “The Four Faces of Marketing”, free at … http://j.mp/ALLmktg

If every SMB used a QUALIFIED marketing consultant there would be  a LOT less SMB’s but a LOT more successful corporations. If not, they’d either be large businesses, merged businesses or different businesses.

Small businesses are, far too often, stunted by the limited skills, incompetence, or timidness of the Owner, CEO, major shareholder.

Qualified Accountants, aggressive Sales executives, IT buffs, Workplace bullies, proud tradesman and rich kids can all end up owning or running a business. They are not bad people, and CAN be successful business managers, if they open their minds to, and receive, GOOD business advice.

Did you know advanced marketing training includes CORRECT responses to make for differing market and business conditions, and the Strategic directions and setting certain business circumstances and avoided in others is an area MOST people don’t assume falls under the responsibility of Marketing Management?

Big companies support heavyweight bureaucracy , sometime crippling politics, excessive salaries in top heavy management structures, and other IN-efficiencies of scale because they embrace productive business disciplines and scientific business principles.

SME’s are more likely to make decisions based on emotion, limited experience and education, the way they’ve always done it, or the cheapest option (likely to be the worst choice)…

Only advanced marketing professionals possess the balance of training and skills in the broad plethora of marketing disciplines, that include:

– Distribution Analysis & Strategy
– Buyer Behaviour Analysis
– B2B strategic methodology
– Marketing Accountability Analysis (ROI, Forecasting, Performance Assessment, Net Marketing Contribution)
– Marketing Communications theory specific to the unique factors of an individual business – rather than those that may be seen to have worked for other businesses
– Pricing Methods and Strategies
– SCIENTIFIC New Product Development
– Understanding of the factors that generate Sustainable Competitive Advantage
– Marketing planning >>> Resource planning >>> Management
– Brand equity, brand portfolio strategies, brand life cycle, etc.
– STP (Segmentation, Targeting, positioning)
– Innovation types, product types, life cycle types, gap analysis..
– The right use of digital, when analogue is still better, and how to maximize returns from both media options

…. and so much more!

The great Conundrum of Marketing is that decision-makers often know so little about the depth and breadth of Marketing, and self-proclaimed marketing experts who are perceived to be good at “Marketing” when their strategic skills are all but absent, far out-number those with REAL skills and true knowledge.

When leaders find the latter, and IF they listen, THAT is when a business prospers… A GOOD Strategic Marketing Consultant will more than pay for themselves (many times over) – that is HOW to recognize a good one, and that is why SMB’s/SME’s should search for and hold on to, a qualified strategic marketing consultant.