The modern “Marketing Concept” is “using the resources of your organization that can be competitively utilized to satisfy the needs or wants of an identifiable and reachable target audience.

So, EXPERT marketers that understand their job is, “The holistic, integrated management of exchange” are equipped with the understanding to self-determine if a business should be closing for a lock down, staying open despite a lock down, of actually redeploying resources and responding to a lock down to satisfy new and unsatisfied needs in the market place.

Think!

Can you do something for those in need?

Can you deliver new things that a group of people of organisations now want?

Can you reorganize your resources that satisfy new markets? Increased demand? Can you develop new products that people NOW want?

Can you develop new products for new markets?

Most good marketers will recognize the Ansoff matrix

Internal Marketing Comes First

Remember, you’ll get no-where fast if you don’t have support, engagement and alignment within your organization.

Does your response of effort to adapt fit with the organizations’ MEVPIV?

For ideal employee and stakeholder engagement and alignment

If not then leadership has to be called into question. and if your leader’s cant embrace change before its too late, get out early.

If leaders are onside, remind them that internal marketing is necessary and leadership has to be overt. Call for enthusiasm, alignment and encouragement from everyone and ask for (and respect) contributions.

And don’t forget…

Act, don’t react: Plan strategically – don’t just embrace reactive tactics

Those who fail to plan, plan to fail.

Think through your strategy. Consider all the implications. Determine contingencies and prepare for them.

YOu marketing plan should not be more than 20 pages, and consider ALL aspects of the marketing mix, and make sure your market research, analsysis, and information is right!

Successful marketing coordinates the codependent parts of the marketing mix, optimally.

How to Maintain or Improve Productivity

If you’re transitioning to a virtual office, opting to have your employees work from home, you need to accept the innovation also demands change in management accent.

When you employ, recruit and manage workers who tele-commute or operate from remote offices… regardless of the reason, you must ensure they are engaged and productive.

Many businesses employ workers who aren’t ready to accept going remote

Remote work is a matter of culture. Experience tells us that emergency change to working remotely in response to a crisis doesn’t always work out. You need nurture a buoyant attitude and positive disposition to help them be truly productive.

That’s why “transition to remote” needs to address the very core of your business.

A remote work force needs to be aligned. The team must be tune with their core contribution to the organization, its mission, its vision, it’s very identity and ethos.

The Fast-track path to Leading this Transition

Leaders must be diligent and sensitive to their workers’ needs. The team must be committed to, and included in, your organization’s values, ethics, intent.

They must both be aware of, and connected with, your objectives, the strategy you believe will achieve those objectives, the tactics they’ll use or are using and the tasks you need them to complete.

More than ever before, kinetic leadership will stimulate employee engagement. Now is the time, as you ask your workers to adopt a more independent work environment and adapt to the accompanying self-discipline and independent motivation needed to be productive.

How trustworthy they are will reply on how their leaders to inspire motivation, enthusiasm, and dedication to work.

Learn More or Get Help

As with any organization, sometimes the operational demands of everyday business have let the strategic sheen fade on engaging MEVPIV.

It only takes a mater of days to create, adopt and initiate a new MEVPIV that can increase productivity by 202%

For other organizations the employee engagement issue has been top of mind and in the things to do list of priorities.

If you need to prioritize this component of your leadership, be it strategic input, implementation or anything in between, feel free to drop me a line and I’ll see if I can help you find an answer or at least a sensible direction.

The 21st Century’s Most Costly Business Mistake?

Probably the most expensive mistake of the 21st century is perceiving marketing as meaning advertising and promotion.

How the business-world came to close itself off from the science of marketing strategy, the vast and rich knowledge base that makes profitable businesses spark and explode, is a matter of debate…

What has created a world that doesn’t understand the meaning of the word, Marketing?

Is it tertiary marketing education devoid of real world worth, now that academics have significantly displaced practitioners in teaching?

Is it because the efficiency of the medium that is the internet is so profound that the aggressive snake-oil hawking of digital promoters, describing themselves as marketers, without understanding anything beyond rudimentary marketing communications tactics?

Is it because the leaders of sophisticated marketing organisations are hording the knowledge because it represents such potent and potentially sustainable competitive advantage for them if they keep it to themselves?

Is it because the marketing professional has fought off mandatory accreditation and control… so that anyone can say they are a marketer without challenge?

Or could it be that middle management and senior executives who have lobbied so hard to rise above their peers in corporate organisations, shout down anyone with knowledge that might interfere with their planned career progression?

Is this due to the fact that over 50% of business executives working in marketing lack ANY tertiary qualifications in the discipline?

Where Did Marketing Go Off the Tracks?

Perhaps, in the ‘80s, if the marketing professional has screamed “wrong” when the term, “direct marketing” was incorrectly coined to describe direct response advertising, the nonsensical term, “content marketing” may not have be adopted and a more accurate phrase to describe “online publicity promotion” might have formed? The same goes for “search engine marketing” which really is “prioritization of search engine ranking”. (At least somebody tried when they coined the phrase “Search Engine Optimization”.)

Poor lay people are left in a soup of confusion daily when terms sprout such as “Influencer Marketing” which is simply utilization of group opinion leaders to disperse information utilization  in context with the multi-stage mass communication model.

Whatever the causes, the cost is incalculable!

How much damage is done when people are unaware that they must balance the 8P’s of marketing scientifically if they are to protect their companies from sub-optimal profits?

How destructive is it when quality executives are appointed to roles they THINK they can handle when they are simply ill-equipped with inadequate training and knowledge to make strategic marketing decisions?

How profound are the losses as the commercial world graciously accepts the dominoes that are retail chains collapsing world-wide, without even questioning that these occurrences might be a clue that the leadership models in business are faulty?

How corrosive is it when employees simply leave their jobs in frustration because their corporate guidelines are soiled by silos, blurred by secret agenda, eroded by office politics, undermined by poor morale?

How much worse does this make frustrated middle management as they vent on their own staff because they are fighting a losing battle with the same demons they are creating because of complacent leadership and corporate governance?

Even though Gartner, Inc,  have made $4B a year reminding us that employee engagement has been consistently around 25% of all employees since they began surveying it in 2002, where is evidence of quality internal marketing?

History will tell a sorry tale.

How they will giggle in decades to come when the historians recall the anecdotes of 21st century  business people ignoring the lessons of history only to repeat the mistakes.

Students of Marketing in the future may shake their heads in disbelief when they discover that the body of real knowledge was not in universities, but secreted away in the coffers of just a few large companies and consultancies, remaining virtually known except to only to a few outsiders.

Incidentally, on the topic of academia worth and value to the business world…

Is Academia Failing Society BIG-TIME?

For years I’ve have complained that the focus of Universities on “publish or perish” instead of “teach well and share knowledge” is a big mistake.

So, I couldn’t help capturing this post when I found it on the web recently…

Who cares about your PhD thesis?

Colin Riegels, Doctoral candidate: Law, University of Oxford

There is an old joke about this: only five people will ever read your doctoral thesis.

  •     You
  •     Your supervisor
  •     Your two examiners
  •     Your unlucky spouse/boyfriend/girlfriend who has to act as unpaid proof-reader for you

In 99.9% of cases, nobody else will ever read it or care what it says.

When I arrived at Oxford I went to the archives and checked out a number of completed doctoral theses in my field so I could read them and get a flavour of what they are meant to be like. In every single case except for one, I was the first person ever to check them out. And, in each case, they weren’t randos – I picked those ones because they were names that I recognised as people who went on to enjoy success in the field.

By the time I read this post, it had 203,900 views and been liked or shared over 6,100 times! Academia KNOWS its failings yet academia are ignoring (laughing at!) what most certainly will be its downfall!

I imagine historians of the future will share my disdain of unoriginal, regurgitated marketing theory being submitted as justification for their existence by the incumbent  pure academics in power now, representing a fake body of knowledge,  thrown up as a smoke screen to disguise it profound absence of advancement; too crammed with irrelevant and unusable findings  that the “publish or perish” mandate has forced them to create.

Do you remember EVERYTHING you learned at Uni?

Many graduates in business, who I have talked with, admit they don’t remember everything they were taught at Uni.

Some confessed cramming just days before an exam, scraping by with a “Pass” and forgetting much of what they learned within months, or weeks, if not days, afterwards.

Insightful ones have wished they remembered the lessons learned when years later they were faced with important decision-making on topics that were discussed in their final capstone subjects.

I certainly experienced this, even as a part-time student who enjoyed the advantage of learning and applying my studies as I went. When I taught at Uni, in particularly in my MBA subjects, I had to relearn and learn the subject matter perfectly, to make sure I was perfectly capable of explaining and elaborating on complex and advanced business models.

My own, most outstanding commercial successes have always been based upon the correct and loyal adoption of some valuable and profound business models, concepts and findings learned in my marketing, business and strategy studies.

40 years of Executive Know-How… crammed into 2 days!

I’ve collated these into a concise and helpful commercial “bundle” that I’m sharing in my upcoming workshop, designed to empower senior managerial, marketing, strategy and planning executives.

Marketing Training for Senior Executives

If any of my LinkedIn connections (or their network) would like to attend, and find out the keys, tricks, methods, tools, rules, laws and models that help medium and large companies make millions, I’ve posted the link below and would be thrilled to see you at the event.

If you’d like to know more, go to https://www.informa.com.au/event/training/a-practical-guide-to-marketing/

Thank you, Clive Palmer

January 29, 2019

United Australia Party has wasted $7M as a direct result of NOT understanding “Marketing”.

Thanks to Clive Palmer, the world of business, in particular, the world of #Marketing, can see FIRST-HAND how “Marketing” is MUCH more than just advertising, publicity and promotion.

Millions upon millions have been spent, with (in balance) superior advertising media buying, substantive media advertising and exposure, publicity and work or mouth exposure that is a PR promoter’s dream; all contributing to an excellent outcome in terms of brand awareness and unaided brand recall… KPI’s that might be used to paint a picture of a great campaign.

In reality, it is a MAJOR failure in “Marketing” and will secure nominal (if any) significant support for Clive Palmer or his Party, and (post-election) will be heralded as one of Australia most notable political failures.

Thank you, Clive Palmer, for proving the limited power of advertising, publicity and promotion in Marketing.

Thank you, Clive Palmer, for demonstrating how lay-people, who THINK they understand “marketing”, rather than relying on properly educated, trained and experienced specialists, waste millions spending on Marketing Communications, when they should be spending it on Marketing Research & Analysis, Product and Brand development, People development, Process development, Customer Experience, Path to Purchase, and so much more.

Thank you, Clive Palmer, for showing us that financial muscle has limited ability to sway buyers (in this case, voters) if the total offering doesn’t meet the needs and wants of the target audience.

Thank you, Clive Palmer, for redistributing your wealth to the marketing services providers who have profited, the media participants who have enjoyed the display, and for strategic marketing professionals who now have evidence that further proves their importance.

fighting

What Factors Make Sales People Successful?

I recently shared a Linked In comment, and in my keynote presentations and workshops discuss, a large & intense formal commercial study of selling skills, that showed only two significantly important factors determine a sales person’s success…

  1. How hard salespeople work (calls, preparation, & face-to-face time in front of a prospect or customer, no ‘brass-plating’, procrastination, or poor time-management), and…
  2. The distribution of speaking time between seller & buyer (the greater the percentage of time the buyer spends speaking, the greater the salesperson’s sales success, relative to team peers’ success).

As a throw-away I mentioned that increased average productivity across the whole team of salespeople occurs if they have access to, and understand, properly identified market segments but I probably DDN’T emphasize the point enough that If a company really understands its market segments and responds accordingly, then all the salesperson really has to do is take orders… the selling is already done before the sales meeting.

What Factors Interfere with Sales People being Successful?

Multi-national corporations, in the main, already know a about the world-wide crisis in employee engagement: With only 24% of Australian workers engaged, and with 202% productivity gains to be had from the 76% unengaged, employee engagement & organisational alignment has become TOP priority, particularly in the wake of Millennials displaying even greater need for engagement, than generations past.

An issue that doesn’t receive enough attention is that 18% of any workforce is made up of “disengaged” employees – ones that deliberately want to “sink the ship”. and THAT is seriously lose sales and detrimental to future opportunity!

If silos are known to exist, any decent leader should be tearing them down, YESTERDAY!

But how often do we hear about disconnects between Sales & Marketing teams?

I’m betting silos between research and other departments even interfere with distribution of segment identification and recognition… that information isn’t shared, synergy is lost, and sales results end up being suboptimal across hundreds of industries.

It is an easy bet for me, I have uncovered plenty of situations just like this over my consulting career, from doing marketing audits, deficiency analysis and even in competition analysis… through to ‘war-stories’ from delegates to my workshops who confess this goes on far too often.

Often the problem stems from CEO’s who are too busy with distractions… too complacent towards improving productivity, too cynical to believe that a small investment in correction will deliver a significant ROI, or just fearful that they might be “exposed” as less than 100% competent.

How Badly Do YOU think Silos Interfere with Sales People being Successful?

I’d be interested in any comments, observations, cases in hand, or thoughts readers have as to silos, sales productivity and leadership, relevant to these thoughts.

By the way, I use an approach that has helped FMCG, transport & big pharma grow corporate profits by as much as $250M p.a. that can be used to help all sorts of businesses… If you want to have a peek, check out: http://bit.ly/OpAudit

Why So Many Huge Companies are Floundering in the Digital Age.

I explain the detailed reasons “why” in my book, “The Four Faces of Marketing” which readers can download below… but summarily, Companies aren’t “good” or “bad” it’s their decision-making leaders that are the important variable!

In larger companies like P&G, Unilever & General Mills, those with operational skills are promoted to strategic positions where they simply don’t have the tools… they are smart, street wise and intuitive, convergent thinkers, but lacking in knowledge and missing the ability to think divergently… They’re like Nokia’s execs, believing, “We did everything right” when they are doing too much wrong… They’re performing “Nero fiddled while Rome burned” management routines… with extraordinary high salaries, and the major shareholders of similar ilk are blind to their shortcomings.

Until these Companies nurture balance in their “Hierarchies of Marketing” they’ll continue to flounder.

Old Warren Buffet really nailed the curse of Corporate Business when he coined the term, “Corporate Cancer” and identified his “ABC’s”… When companies exhibit Arrogance, Bureaucracy and Complacency, they’re either done for, or in for a LOT of pain!

If you’re keen to know more, get my book from http://j.mp/ALLmktg

confused business leaders

Many great executives lose sleep every night wondering “what am I doing wrong?”