Posts Tagged ‘advice’

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Your Customer is a Cynic

Thursday, October 16th, 2014

As a marketer, you are positioning something to someone. As we speak, that someone is changing his attitude. Changing her outlook. Some of that change is just a result of his or her last conversation with a friend and some is more deeply felt and therefore permanent. One permanent change is that consumers have increasingly adopted the attitude and behavior of professional cynics.

Blame it on the Internet. Blame it on the press or the school system. Blame it on Wall Street. Blame it on marketers who chronically over-promise and under-deliver. You can blame it on the government, too. The undeniable fact is that the modern consumer is a cynic. And this is definitely not a temporary state of affairs, a fleeting reaction to our times. Access to information and a broad range of perspectives is the real breeding ground for this cynicism- as it damn well should be.

People ‘Occupy Wall Street’ because they are losing faith in our institutions. The more they know about big business, the less they seem to like. In the words of GE CEO Jeff Immelt: “Businesses today aren’t admired. Size is not respected. There’s a bigger gulf today between haves and have-nots than ever before. It’s up to us to use our platform to be a good citizen. Because not only is it a nice thing to do, it’s a business imperative.”

Two points:

-The first is that in today’s market, product quality is less in doubt. The range of available quality is tighter. Big is no longer better. Meanwhile, small can mean handcrafted and suggest pride.

-Second, social consciousness is becoming a growing element of any purchase decision. With information availability comes transparency- the ability to see beyond the product and customer service walls of an organization to the values behind them. Share a company’s values and you are more likely to buy its products. Don’t share them and you are less likely to buy. Really dislike those values and you may actively work to convince others not to buy the product.

These days you have to respect and work with the cynicism of the marketplace. Respect the knowledge of your audience, and respect the healthy skepticism with which it views marketing.

To corrupt a much-used quote from David Ogilvy: “The customer is not a moron. The customer is you.”

Austin McGhie is head of Sterling Strategy

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Make Yourself Famous

Wednesday, October 1st, 2014

“I’m gonna live forever. Baby, remember my name.” - Irene Cara, Fame

It’s okay; admit it. You’d like to be famous. You want to succeed. You want to make a difference. You want to win.

Well, act like it! I think that anyone with ambition wants to make a difference. That said, for some reason, most of us simply don’t act that way. We’re just not ruthless enough. We let politics, niceties, organizational structure and time itself get in the way of doing what it takes to win. We’ve all seen managers make the easier choice, one that leads to losing, instead of the tough decision that might lead to winning.

Over the course of a year, a senior marketer will face a host of little decisions and only a couple of make-or-break decisions. The trick is to make the small ones quickly and intuitively to only get the majority right- and then fix the minority that prove to be wrong. Bat above .500 on the small stuff and you’ll be just fine.

By comparison, you simply cannot get the big stuff wrong. Here, you have to be completely ruthless. Think about these decisions, but then make them boldly. Make them count for something. Make the big decisions in the right ways, and you could become famous. Always adopt that attitude, even if it’s unlikely that you’ll really become famous.

One illustration close to my heart is found in advertising.

I’m all for ongoing agency of record relationships – but it needs to be based on performance. Once every few years a business needs a brand new campaign, a campaign that could possibly transform the business. You’ve seen it happen in the past:

-McDonald’s turns a few syllables into a more contemporary position

-A real live Jack helps save Jack in the Box

-A gecko transforms the culture of an insurance company

-An introduction to The Most Interesting Man in the World pushes Dos Equis into the spotlight

-A new Old Spice Guy ressurrects a brand on life support

These campaigns can transform a business, but we also know that they are a distinct minority.

So when you arrive at an inflection point and need the campaign to make you famous, you need to be ruthless. For example, offer a couple million dollars to the top three creative agencies in the country. Better still, locate the top three creative teams in the country and make the offer to them directly. Winner take all. Once it successfully runs, thank the creators for their work, pay the winner, and tell your agency of record to get back to work.

On the other hand, if the winning campaign idea is merely good, and not the earthshaking concept you need, do not say yes. Start over, and over- until you are truly ready to make history.

Keep in mind this is an inflection point for the entire business. A chance to elevate. How can you not do everything possible to create this kind of marketplace leverage- including putting your maintenance agency on hold and rewarding one of its competitors for a great idea? Your job is to succeed, not to protect the feelings of your partners. Your partners are smart. They’ll get it, even if they don’t like it.

Austin McGhie is head of Sterling Strategy

Stay tuned as we turn to thoughts on the customer in the coming weeks…

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Niche is Not a Four-letter Word

Monday, August 4th, 2014

Whereas the word brand often seems like a spiritual invocation, in many marketing circles the word niche is often spoken with derision and used as a put down.

As far as niche goes, perhaps the most egregious errors of judgement were made in the technology marketplace of the late 90s, when niche became a curse you placed on any idea you wanted to kill or competitor you wanted to insult. Niche companies just weren’t going to make it. Niche start-ups just weren’t going to get the needed venture capital. Niches were for small-time players, the fearful, people with limited vision.

Well, I have always loved niche brands, never forgetting that bigger can indeed be better, particularly in the old economy. Needless to say, however, the Web has changed the way we think.

In 2006, Wired Editor Chris Anderson published The Long Tail, which highlighted how universal Web access meant that even the most thinly sliced niches could still add up to significant business when physical restrictions were taken out of the equation. For example, part of the dominance of big media content has always been physically derived: Limited space on a television channel or with a cable operator. Limited space on your local cinema screen, in a video rental store, in a music store or on a bookshelf. By comparison, digital distribution, universal access and search tools have created unlimited usable space, which has begun to make for an absolutely fascinating media marketplace that will become even more compelling in the years to come.

Niche brands understand the “position narrow, catch wide” axiom of brand strategy. They have built a limited, but fervent following first. They own their segment and enjoy the higher margins that general accrue to smart niche marketers. It’s not a bad place to stay.

Yes, it’s true, businesses are, as the cliche goes, like sharks: If they stop moving forward, they’ll die. But moving forward and getting big are two very different things. Who says you need to be big? A VC will if you’re a start-up, which is why many of those VCs are fully responsible for killing businesses that would have survived their first downturn if they had been rigged to run in niche-mode rather than artificially scaled to run big. Once you’re publicly traded, the street will demand top-line growth- until you teach your shareholders to invest in your consistent profitability rather than your explosive growth.

Owning a highly profitable niche is a thing to be celebrated. Don’t make the mistake of assuming that it is a natural and evolutionary step to move out of that niche and compete on a larger and more competitive stage. For now, at least, you may be much better off staying just where you are. Also, keep in mind that several focused and successful niche plays might well offer the better path to higher revenue, higher margins and less risk exposure than one big, broad play.

Large packaged goods companies offer wonderful lessons about niches. Each year entrepreneurial start-ups create niche products that, either slowly or very quickly, build a loyal and passionate following. Once they get “big enough,” they are acquired by a larger packaged goods company in that category. Interestingly, if that same very successful idea had originally been created within the larger, acquiring company, it would have been deemed too small (or niche) to warrant the investment necessary to take it to market. Often, there isn’t the passion and patience in larger companies to build a niche brand, but there does seem to be the money to pay for that brand once it’s an independent success.

Case in Point:

kelloggs

In my early days of marketing at Kellogg’s, I once sat in a meeting and watched chairman Bill LaMothe get a hard sell on the idea of getting Kellogg’s into the manufacturing of private-label cereal.

He replied, categorically, that they would never do that on his watch. He believed that companies and manufacturing facilities could only accommodate one level of quality. If Kellogg’s were to attempt to make both high and low-quality cereal within the same factory, ultimately both would work their way to the middle. What would Kellogg’s stand for then?

LaMothe was happy to pass up a short-term opportunity to preserve the long-term health of his company. He also passed up a number of opportunities to diversify Kellogg’s through acquisition, taking a lot of criticism from analysts until all those other CPG acquisitions flopped. Bill LaMothe was a visionary. He knew Kellogg’s and its niche better than anyone alive, and the company is so much better today because of the revenue-limiting decisions he made along the way.

Remember, there’s nothing wrong, and a lot of things right, with truly excelling at one thing. Thinking small can actually be the best path to a big result.

Stop back in, next week, as Austin delves into the Joys of Disruption

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Position Narrow, Catch Wide

Monday, July 21st, 2014

I think I first heard the above expression from Alpa Pandya, a colleague of mine at Sterling, and I’m happy to give her full credit for it.

Although obvious to the best marketers, “position narrow, catch wide” seems counterintuitive to nearly everyone else. I means that if you want to appeal to a wide audience you must position yourself in a narrow, specific way. Its corollary is that if you try to be a lot of things to a lot of people, you will be nothing to nobody. A friend read the phrase and told me about an old radio commercial that began: “Men! And that includes you girls.”

Another, similar saying: “Positioning is the art of sacrifice.” In other words, done right, great positioning is subtractive in nature, not additive. The road is filled with tough sacrifices you must make if you are to achieve a narrow focus.

Think of real life. The people we admire most are those who stand for something specific. They have a point of view and it’s simply not negotiable. The people who get the attention of the media (for better and sometimes for worse) are also those with a strong, specific and narrow point of view.

In marketing as well as life, it takes nerve to position narrow, which is perhaps why entrepreneurs are so much more successful at it than professional brand managers. Positioning narrow entails finding your core audience, understanding it and building a sustainable relationship. Once you’ve done that, you can enlist that core to help the rest of the world “discover” you.

nike

Ideally, then, you want a core audience that is inspirational to others. Nike is a great example of this. It’s clear to everyone on the Nike campus and across the marketplace that Nike is a brand for the high-performance, highly competitive athlete. That said, Nike also knows that about 80 percent of its shoes are worn by people like me, often simply to go grocery shopping. Why do we buy high performance shoes if we live low-performance lives? Because we all think we have a bit of that high-performance athlete in us. And because we all feel we need to be ready and equipped to perform, even if we never do.

Nike’s message? Don’t confuse your core customer with your target market.

That said, within the organization, we first want everyone to know we are building our brand for our core customer. This is important because we want every employee to know the people for whom they are designing products, experiences and marketing. Ideally, we want everyone to have a single customer in mind. Why? Because life is so much simpler when you are designing for a solitary person instead of a faceless demographic. Ideally, we want every single employee working on the same product experience to have that same individual in mind. The long term goal, of course, is to have everyone outside the organization also understand the individual we are building for- and we want them to aspire to be more like that person.

Once all of this is in place, we then want to reach out to those who can best help us achieve our objectives. This might be limited to our core audience (remember the need for critical mass), but it might just as easily be directed toward those legions of undecided buyers.

In practice, this means our core audience is unequalled in importance. They are the people we are working for, the people for whom our brand is built. With luck, others aspire to be more like them. But that is a completely separate issue from identifying our target market when it comes to communication. In other words, target narrow, reach wide.

Cadillac New Logo

When Cadillac moved to restage its brand, which was (accurately) stigmatized as being only for old folks, the first thing the company did was design a product that would appeal to younger drivers. Cadillac hit pay dirt when rap stars began snapping up the Escalade, and the marketing team quickly saw the opportunity to position the model as the prestige SUV of the hip-hop set. This opened the door to the brand embarking on a massive shift toward high-performance luxury cars that continues to this day.

googleIn what may be the whopper of all narrow product positions, Google has specialized in and come to own a simple idea: Search. In the early days of Google, lots of “expert” commentators criticized this model as limited and overly specialized. But we’ve all now come to see that Search, by sucking away advertising dollars from every industry (all while appearing completely benign) was the killer application to end all killer applications. as we continue to expand our use of the Internet, search will be the one unifying “tool” that almost all activities pass through.

If Google teaches us anything, it is to not confuse how narrowly you position your offering with the ultimate size of your business. Indeed, it’s often an inverse relationship: the narrower the position, the broader the ultimate audience. Just look to Google- the narrowest and simplest of positions, and the widest of all catches.

Position narrow/ catch wide also applies to corporate communications. Way too much PR, advertising and point-of-sale copy is written with the belief that it is possible to convey complex information to its target audience. It almost never works. Not because the audience isn’t smart enough, but because it isn’t interested enough. Instead, you have to focus the message, whatever that message might be. As I used to tell clients when I worked in advertising- you can say whatever you want, but it’s only what they hear that counts.

Strategy, positioning and communication: in their best forms they are all acts of sacrifice.

Stay tuned- next time Austin shares how to Own your new position

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Invent, Don’t Construct

Tuesday, July 8th, 2014

Analysis is great, but creating true differentiation is essentially a leap of faith.

Differentiation is seldom achieved purely through analytical rigor. Analysis and incrementalism still have their place in business, just not in the actual creation of differentiation.

The answer is to know everything. Strive to be more analytically rigorous than your competitors but also assume they’re looking at the same data and probably arriving at very similar conclusions. As heard in the movie The Incredibles: “When everyone is super, no one is.”

So go ahead and build that mountain of information. After that, climb to the summit and look around. Then leap off. Use science to get  you to the top, art to guide your leap.

That which is static and repetitive is boring. That which is dynamic and random is confusing. In between lies art.

John Locke

Two well-known books by Malcolm Gladwell (Blink) and Michael LeGault (Think! Why Crucial Decisions Can’t Be Made in the Blink of an Eye) illustrate this point: you need to think before you blink. You are suicidal if you don’t use every ounce of analytical rigor you have to solve your strategic problem, but you’re delusional if you think that analytical exploration is sufficient for business success. Conversely, anyone who tries to build a business on a “golden gut,” without taking the time to explore actual market data, is a fool.

Information is critical but it’s also ubiquitous. Analysis is a given. True brand differentiation and sustainable advantage can only be found and created in one place: your imagination.

Another weakness of using analysis alone is that it tends to lead you toward so-called red oceans (red because of all the competitive blood being spilled). In other words, when you are led by things you can measure, you tend toward spaces that can be measured- and those spaces are inevitably already overbuilt. Such spaces are almost always red oceans. Blue oceans, on the other hand, are not well measured, and no amount of pure analysis will lead you to them. (Read Blue Ocean Strategy by W.Chan Kim and Renee Mauborgne)

This all sounds good, maybe even a bit inspiring. But most marketers operate within large organizations and those organizations aren’t known for following the intuitive leaps of their marketers. Once you’ve made that leap you need to put your analytical hat back on and construct a bridge from the top of that information mountain to wherever you landed. Sorry, but that’s the way it works: to justify your recommended strategy, you will be asked to compare your intended path to paths taken by others- even though the only really successful path with be the one that takes a completely different route (and thus can’t be measured).

To reiterate: analyze the hell out of the situation, make your intuitive leap, and then find the analytical path that connects your landing spot back to wherever you jumped from.

Finally, if you can’t handle paradoxes you may want to stay out of marketing.

Check back in next week for more straight talk on positioning from Austin McGhie, Sterling Strategy

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The Importance of the Missionary Position

Monday, June 16th, 2014

[Although this chapter is primarily for single of master-branded companies, and less for portfolio companies such as packaged goods firms, I like to think that it has something for everyone]

True differentiation runs deep.

In some companies, the product is seen as the visible reflection of the culture- and, as customers, we sense it.

What we think of as the brand often seems more like a simple lens through which we can experience the tightly focused culture behind it. As customers, we don’t think this cultural connection through very deeply; we just kind of feel it and sense it to be true. Thus, when we sense a culture that we identify with, we also sense a brand we can identify with (and the other way around).

We sense a product or service we want to participate in, not simply buy.

Most important, when we actually do come into contact with this type of culture, the uniqueness and strength of the brand is tangible. You can breathe it; you can almost touch it.

To achieve this, you must build your brand on the inside before connecting with a culture on the outside. Great brands have a sense of mission. They live their mission; they don’t just mouth the words. When you buy the product or service, you are buying into this sense of mission. You are participating with the provider, not just buying from it. These brands have true cultural uniqueness. They have developed ways to “operationalize” this cultural uniqueness and harness it as a competitive advantage in the marketplace.

Consider this manifesto from the Burton Snowboards website:

_________

-We stand sideways.

-We sleep on floors in cramped resort hotel rooms.

-We get up early and go to sleep late.

-We’ve been mocked.

-We’ve been turned away from resorts that won’t have us.

-We are relentless.

-We dream it, we make it, we break it, we fix it.

-We create.

-We destroy.

-We wreck ourselves day in and day out and yet we stomp that one trick or find that one line that keeps us coming back.

-We progress.

_________

Think they know what they’re all about? Burton is an original. As a business and as a culture, Burton is a pure celebration of difference.

It’s easy to look at companies like Burton and think that they’re totally unlike your company- that they are an edgy, passionate business that operates in an edgy, passionate category. As a result, it’s easy to think that your category is just not that exciting. But that is cheating. It’s your job to find the drama. Find the passion and bring it! Find a way to apply it to your category and into the very heart of your company’s culture. It is your job to create and maintain a sense of mission. Granted, your job will be harder than that of your counterpart at Burton, who enjoys a supportive and focused corporate culture, but you can’t give up on it.

As an example, take a look at a software firm called SAS, which is consistently rated one of the best companies to work for in America. CEO Jim Goodnight honestly views the SAS workforce as a family. Extensive employee services, including daycare, education and recreation, are all available at SAS’s North Carolina campus. People who work at SAS appreciate the unique culture they belong to, and many talented people who don’t work there would like to. SAS’s culture and moral compass are what really drive its revenue. Low turnover and high morale also drive the company’s top line- and contribute to the bottom line as well.

The same is true of Costco. Costco treats its people well: It pays them better than others in the industry and provides them with a better benefits package. Happy employees, extremely low turnover and a dynamic growing business with a very loyal customer base- coincidence? Not on your life. A brand built from the inside out? Absolutely.

Put simply, there are no terminally dull categories or products. It’s just a question of determination and imagination- and this is the vitally important point that all marketers need to get into their heads. Sometimes the “idea” or “drama” is right in front of your eyes, and sometimes it may seem impossible to find. But you should always assume it is there. Create your brand’s mission. Build your brand and company culture around it. “Operationalize” it.

If it’s real and if it runs deep, a culture-based competitive advantage will stand the test of time. By comparison, a product- or service-based advantage, while also critical to success, will prove more transitory.

I know, I know. That’s easy to say and hard to do. But at least give it a shot.

_____________

Check back for more positioning POV from Austin McGhie, head of Sterling Strategy

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Differentiation: It’s that simple. It’s that difficult.

Friday, April 18th, 2014

Strong products and services are highly differentiated from all other products and services.

Never has a sentence about marketing received more head nods and less true understanding than the sentence above. It’s a statement that has always been an accepted part of marketing lore, and one that became fact when Young & Rubicam actually spent the money, build their “Brand Asset Valuator” and proved it.

Relevant differentiation was found to be a leading indictor. (Any idiot can be different. The tricky part is to be different in a way that is relevant to your audience.) Traditional measures such as knowledge and esteem were found to be lagging indicators. These lagging indicators (the ones we seem to spend so much time and money tracking) degrade slowly and can  be artificially maintained through marketing expenditure or price discounting. Thus, by the time they start to fall off, you might already be in a ton of trouble.

I’ve always found it fascinating that the consumer packaged goods industry is so full of B-word job titles: Brand Directors, Brand Managers, Brand Assistants, etc. At the end of each year a lot of very smart brand people get their report cards. Revenues, cases, market share, profitability, distribution- the list is long and comprehensive. But the most important measures are usually nowhere to be found: Is your product or service differentiated in a way that is meaningful to your audience? And did that difference increase or decrease?

In most companies, astonishingly, differentiation isn’t even tracked. Keep in mind, the people behind all this are brilliant people; some are the superstars of the marketing and management world. Certainly they are smart enough to know that important things get measured- and that those things that are measured tend to show up in their evaluations and determine their bonuses. So if difference isn’t measured and case volume is, guess which one gets priority whenever they come into conflict (such as the end of the accounting year)? “You’ll weaken your brand position” almost always loses out to “If I don’t provide a deep discount and launch that line extension I won’t make my volume forecast.”

Brands are built by intelligent and creative marketing. Marketing is all about positioning. Positioning is all about differentiation. Track that differentiation and you’re able to track the creation and evolution of your brand. But don’t stop there. You should also track specific outcomes. For example, track the premium that people are willing to pay for your product over a generic product, and use the resulting data as a proxy for brand strength and use it- along with all the other business measures. An accurate and trended measure of differentiation can be a great tool (see Y&R about their Brand Asset Valuator), but simple measurement and accountability count most in the end.

When I was at Kellogg’s (pre-Brand Asset Valuator, and so long ago it hurts), we simply measured the value of our brands by comparing them to house brand equivalents. The difference in perceived value was measured once a year and then tracked. We were less interested in the absolute difference than we were in the trend. An upward trend meant good brand stewardship, while a downward trend meant poor brand stewardship and the need for intervention.

It really is that simple.

Tune in next week for more on creating real difference from Austin McGhie.

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Sterling Buzz…

Friday, March 28th, 2014

Last night, Debbie was joined together on stage with design and creative influencers from Instagram, Apple and The New York Times at the In-The-House 4 event. The evening discussion gave an inside look on how the digital format has changed the course of design in the scope of culture, connectivity and content, from an in-house design team perspective. These lead creatives also gave valuable insight on the culture ‘in-house’ and getting your foot in the door at your favorite brand-homes.

panel

Derek Scott of Instagram led off with a passionate talk on how pivotal the brand mission is in creating meaningful and follow-able content on a visually-driven platform. He presented an impressive list of membership and viewer stats that should make everyone stand at attention.

Instagram challenges brands to show us how they see the world, and as Derek said, it’s not always easy for brands to take this view of themselves. A few of the success stories he cited were Nike, Patagonia and Michael Kors.

korsFashion brands like Michael Kors jumped on the Instagram platform early, honing years of visual and artistic industry expertise.

Second up was Renda Morton.

Somewhat new to The New York Times, Renda gave up her studio overseas to become the product design lead there, and she strongly encourages you all to Subscribe. Additionally, Renda revealed some of the process behind the NYTimes website redesign in 2011, and then subsequent redesign after that one. The site is now device responsive, in that it adjusts to every format from laptop to tablet.  And just this week, in response to research about news content, the brand has rolled out a new app called NYTNow (read more about it here) that pushes early edition and late edition news briefs to extremely busy readers and also offers non-traditional news and entertainment stories written by a dedicated content staff.

One of the most interesting secrets revealed is that the NYTimes design team recently went through 116 design templates just for the top page of the web version of the paper. Clearly, more thought than ever is being put into presentation that pleases the new digital generation.

nytimes116 templates the New York Times’ digital product team explored for the top page, alone.

nytnowA peek at the new NYTNow app, which will be evolving with feedback from users.

And lastly, Joe Marianek spoke about his valuable experience becoming a ‘company man’ at Apple, and the enthusiasm every individual has for the brand inside the complex at Cupertino. Having worked agency side, in-house and now for himself at his newly established design firm in NYC, Joe gave students aspiring to take the leap into in-house some valuable interview advice.

Joe encouraged designers not to just walk into an interview with a portfolio filled with perfect works, but to also remember to include a design challenge, or even disaster, that struck in their former job or educational experience that they were able to solve. Design is all about problem solving.

joeJoe encouraged in-house designers not to get swept up in the occasional monotony of designing iterations of the same thing; rather to focus on the creativity and individual talents of the people you work with, and constantly find small innovations for more beautiful design solutions.

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A Little Story About Strategy…

Thursday, February 27th, 2014

skeletonkey

A client recently asked me what I thought was the key to strategy. It was such a nebulous question that I had to really think about it- which meant that I mumbled an acceptable response and then went away and actually pondered it. I called the client later to say I had considered his question further and concluded that the most useful way to think about strategy was as the art of forced choice.

The art of forced choice. What the hell am I talking about?

When forming strategy, we are faced with a set of choices. They may not advertise themselves as choices, but those who are good at strategy see them this way. You have to separate the small decisions from the larger ones, make the small ones quickly, and seriously deliberate over the larger ones. These decisions are choices. There are usually several wrong choices, a few right choices and possibly one game-changing choice. While the time isn’t always right to accept the higher risks inherent to a game-changer, the time is always right to know what those potential game changers might be.

In developing strategy our task is to gather all the input we need to drive strategic choice (otherwise known as research), then ensure that those choices are made in ways that create differentiated advantage. Every great position is the result of forced choice.

But here’s the problem: most people don’t like to make choices. Given the options of black or white, most people select gray. If you assume it’s always better to be gray and part-right than to be white and boldly wrong (though I think we could have an interesting debate on this), you can understand why the middle ground is the strategic space most frequently occupied. Too many managers are afraid to get it wrong. Everyone wants to succeed, but few are bold enough to make their choices with the clarity and courage required to form great strategy.

So here’s what you do: Assemble the choices facing you. Study them. Do whatever you need to make an intelligent decision. Then choose- keeping in mind that gray is an option only if mediocrity is the desired outcome.

Choose. Commit. Don’t look back.

Stay tuned from more from Austin McGhie next week, when he answers: “What the Hell is a Brand Anyway?”

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A Plea for Doing Less

Tuesday, August 20th, 2013

It’s a busy world. We’re busy people. The busier we are the more important we must be. Right?

Sadly, pace and workload are connected to importance in too many business minds. Here’s what I’ve found, both in my own work and working with our clients- this is nonsense. Worse, it’s damaging- to people and to the businesses that employ them.

I see companies trying to do too much. That seems like a noble cause, but it’s not. They spread too few resources (people and money) across too many things. In marketing, those things fit many descriptions but, for simplicity, let’s call them “campaigns”.

And here’s what happens in the world of marketing- each of these campaigns is executed fairly well. Each of these campaigns gets some of the budget. Each of these campaigns ALMOST gets noticed by the target audience it’s directed against. These sins are perpetuated every day. Sins, because they are so wasteful. Wasteful of the money that is spent. Wasteful of the labor that goes into them. Wasteful of the pride that people would like to find in their success.

What if you did this?

Simply list all of these campaigns, in an order of priority based on the impact you think they can have on building your business. Then, starting with the first campaign, be ruthlessly honest about the time and money required to execute perfectly, with enough critical marketing mass to grab the attention of a reluctant and generally uninterested audience. Place that time and money against it, then move onto campaign number two and repeat the process. Combine the amounts and move onto number three. And so on, until you run out of time and money. Then STOP. Don’t do anything further. Focus every hour of effort and dollar of spending against executing that smaller number of campaigns perfectly.

You’ll see an immediate and positive impact on your business and culture, because:

1.) What you do will be done better – much better

2.) What you do will actually be noticed – in the real world – by your customer

3.) Your people will work less, but more effectively, and will have much greater pride in their work product

In short, everybody wins.

Try it, you’ll like it!

Austin McGhie, Sterling Strategy