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.

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/

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?”

CEO evaluation, identify a good CEO

Is your CEO a Time-bomb?

They say, “Cream Rises to the Top”, and generally it does… rancid or not!

How can you determine if the CEO, leading the Company you have your life savings invested in, or who is the employer controlling your professional and financial future, or is the head of the organisation you’re counting on for your security… is adequate for the job?

 

Here’s some symptoms to look out for that are sure give-aways your CEO is NOT up to the job.

 

1. CEO gives employees, investors and stakeholders no idea of the Company’s Mission and Vision statements.

Particularly staff, but everyone who contributes to the business, should understand their “reason for getting out of bed in the morning”. Without direction, how can people apply initiative, work as a team, and contribute top “the cause”? The answer is they can’t, and frustration, boredom, and complacency prosper, becoming the “norm”. For customers, if you say a “the lowest cost air-travel possible, their expectations come in ‘line’ and less customer dissatisfaction & complaints follow, with less costs, less staff pressure, … etc. (you get the picture.)

When CEO’s arrogantly boast profits inherited or experienced due to incidental or fragile circumstances (usually circumstantial) you want to watch out for short term profits that don’t dissipate faster than they came.

 

2. The CEO doesn’t understand the Hierarchies of Marketing.

My favourite quote for this year is borrowed from David Packard, of Hewlett-Packard fame, who said, “marketing is too important to be left to the marketing people”.  He was expressing an understanding of STRATEGIC MARKETING, in a world where OPERATIONAL marketing people are the functional folk who manage our daily marketing activities.

If your CEO doesn’t intimately understand the Hierarchies of Marketing, he’ll be loading his team with operational people delivering clever tactics, but in the absence of a single holistic strategy. Business will be reactive not active, budgets will be way out, production shortfalls and overruns, desperate discounting and high pressure sales drives… pressure, pressure, pressure, cost, cost, cost… while R&D will be minimised, market research will be nominal or “postponed till next financial period, and so on.

In the words so Sun Tzu, “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.”

 

3. The CEO doesn’t Thoroughly Understand that Ethical Options are a Huge Business Opportunity and Not the Problem

Social media, the internet and globalisation, and all the communication ramifications have changed the game… It is often said, “Those that don’t observe the mistakes of history are bound to repeat them” and history has proven – so often – that when the “masses” discover contempt from the “elite”, heads role!

There is no reason a corporation can prosper and be immortal… companies don’t fail, its leaders who fail to run them properly who fail.

People want ethics and need satisfaction… it is up to C-level executives to deliver and they will secure customer loyalty. What’s incredible is that innovation using creates blue-ocean opportunities, and companies that deliver always prosper even more so. Imagine if tobacco companies had self-controlled their greed and capitalised on customer goodwill and brand equity? Marlboro was the 7th most popular brand in the world – it COULD have spawned industries! Imagine if building industry had introduced an innovation to replace its asbestos voluntarily at any of the times points since 1918 when it was discovered to be dangerous. Ethical leadership could have created HUGE opportunity in every time this was ratified, in 1933, 1942, 1943, 1947, 1949, 1953, 1955, 1960 and 1964. Ethical leadership would have led to R&D with something better/safer/ newer. They could have “upsold” and avoided the legacy of corporate criminality. Imagine if petrol companies hadn’t bought up and buried alternative energy patents decades ago when they wanted to protect their businesses… So many companies might still exist if their CEO’s had vision through an ethical high-road expressed in Corporate Values.

 

4. The CEO Takes Bonuses and High Salary Regardless of Company Performance

Any CEO who puts personal gain before their Company can’t be trusted to lead. If they don’t have “skin in the game”, a sense of balance, dedication to employees, customers and shareholders before themselves, a higher purpose than personal wealth, beware.

 

4. The CEO Doesn’t Intimately Understand the Importance of Balancing all the Elements of the Marketing Mix.

If your CEO perceives the word, ”Marketing”, to mean sales, selling, promotion, advertising, getting people to buy stuff, marketing communications , and doesn’t recognise the 8 “P’s” of Marketing… you’re doomed.

 

My firm surveyed every Australian IPO over 3 years during the 2000’s and found almost everyone, WITHOUT a Marketing qualification of the Board, experienced a less than issue price per share. EVERY company with Boards inclusive of a marketing qualified board member, had a higher than issue-price market value per share. Not one failure/collapse, was experienced by tertiary qualified marketing representation on the Board.

 

Remember, businesses don’t fail. Brands don’t fail. Products don’t fail… It is Managers, leaders, decision-makers who make wrong decisions who cause failure.

 

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!