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

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Too many marketing strategists believe their own BS! Pricing Strategy, Communications strategy, Online Strategy, branding strategy etc. isn’t genius… it is obvious, common sense that evolves out of the fact that perfect knowledge leads to perfect decisions.

I’ve had an extraordinary number of commercial successes in my career, record-breaking ones… NOT because I am one bit smarter, more intuitive, have more street cunning or am unusually lucky, but because I persevered long enough in learning my trade to be able to recognise the one, inalienable truth of business: If you genuinely know what the customer wants and can give it to them, they WILL buy!

The absolute secret, of all extraordinary business success, is knowing the customer.

Is it REALLY that simple?

Whether it is the individual or the segment – yes!

There are so many examples of this across the internet, in each of our careers, recorded, diagnosed, studied and reported by academics around the world, and demonstrable in every case study and high return annual report… so why do we complicate and confuse, cloud and cover this fact?

Think about it…

Pricing Strategy: In particular Value-Based pricing? Know the customer!

Communications strategy: In particular advertising & positioning? Know the customer!

Retailing: In particular store layout, ranging, staffing, location? Know the customer!

Manufacturing: Everything from branding, sizing, packaging, new product development, distribution strategy? Know the customer!

Why is the business community in denial?

When FMCG hummed a merry tune, the industry habitually committed to segmentation studies annually… but as operational executives with corporate political skills rose in a culture of corporate arrogance, costs were cut to carve out larger profits, ignorant to the fact they were really blunting competitive advantage and digesting brand equity.

In adequately training marketing personnel, briefing and sustaining market research of questionable quality, undermined the payback from segmentation studies and other market research.

Over the years, the team at my firm has written strategy for transport, banks, FMCG, commodities, utilities, government that has generated record-breaking results, unimagined sales growth, and extraordinary profits… why? Simply better understanding of the customer – EVERY time!

The older I get, the more I learn how much I don’t know – but also the more I recognise so-called “business experts” don’t know as well. I guess that’s fair, except at least I know how much I don’t know… others appear to “believe their own BS”.

The latest manifestation became glaringly apparent in the search for “Sticking Points in Business Growth” and “Barriers to Business Growth” where ‘money’ and ‘funding’ was patronisingly offered as a main reason. In reality, GROWTH should be easily funded, as trading history inspires lenders. (Launch, however, still is constrained by the 22nd Immutable Law of Marketing.)

Other reasons offered for growth constraints were ‘people’ and ‘market size’… Come on!!!! Surely, there are some strategic corporate thinkers out there that can distinguish between operational and strategic issues?

There is one, and one only, profound issue that hampers business growth, stifles unbridled expansion, and suffocates limitless potential… is the CEO the leadership and managerial talent that follows.

Many true veterans of business-consulting recognise this to be the core truth: When CEO’s reject a completely valid and rational business plan, when CEO’s horde decision-making, forcing operational middle management turnover rate to increases When decisions just aren’t made because the CEO won’t delegate and his in-try overflows… when money is NOT spent in growth generating areas, and, the most fatal of all… when not undertaking an idea is justified because “we’ve never needed to do this before”.

Nothing is more heart breaking for qualified practitioners of their specialised skills than when their CEO stops letting them do what they do best, and applies the brakes.

CEO’s who cant ‘let go’ inspire new appointees to keep their job search robots alive if a CEO interferes with new initiatives introducing higher sophistication levels than the firm is used to implementing: No one likes to dumb-down!

It is said that the only constant in the world is change. That business cannot stand still and must grow or wither. A CEO’s unwillingness to change with the business is frequently the key problem. Even CEO’s conscious of the need for change can fail to recognise their own inability to do so. (The most dangerous and destructive are those that SAY they move with change, but can’t.)

Hurdles that exist at key points in a business’s growth trail:
1. At $2M they must surrender their control over management decisions and accept that different decisions are not necessarily wrong ones.
2. At $5M they must recognise that future growth means complete market orientation and adoption of strategic initiatives rather than operational ones. complete autonomy of decision making delegated to the position holder responsible.
3. At $20M they must adopt corporate disciplines and formality of structure with complete detachment from all operational decision-making.
4. At $100M a CEO is the COO, and the CEO of the foundation years moves over the administrators to take Chairman and CEO mantles, mentored by major shareholders and appropriate performance incentives.

Summarily, if a CEO doesn’t change in order for the Organisation to grow, and the Organisation doesn’t change its CEO, then the Organisation cannot grow because it cannot change.