I just saw this online - with no credits, and it reminded me of my father who was a Master Cabinet Maker in Germany before he and our family moved to Canada after WW2. He used to tell me stories about some of the clients that came to the family business in the early 1900s with their unrealistic design, delivery date and price expectations.

In Canada he managed the construction and subsequent maintenance of a dozen large office buildings in Toronto. He used to tell me stories about some of the clients that came to the construction company's head office with their unrealistic design, delivery date and price expectations.

While I spent my career in advertising, I ran into my share of those clients too. They didn't know much, but they all knew how to make any well thought out idea or campaign much "better", how to get the job to the finish line faster, and how do do it cheaper.

Clearly this studio has met one too many clients who know it all.

I love their polite response.

Across North America everybody wants everything faster, cheaper, free shipping, a lifetime guarantee and free returns.

To satisfy this unreasonable, insane, and insatiable desire for more cheap food, goods and services, we’ve gutted small manufacturers in small towns across N. America and sent millions of jobs and billions of dollars, per year, to Asia and India so we can brag about how cheap 'it' is. NOT HOW GOOD IT IS. NOT HOW DURABLE IT IS. OR HOW THIS PURCHASE SUPPORTS OUR LOCAL, PROVINCIAL OR NATIONAL COMMUNITY.

In the process of ignorantly discounting the price of everything from peanuts to military pensions, we’ve also taught our kids that many jobs are not worth doing or having. Notably anything related to one-on-one customer service.

This self-serving, short-sighted and narrow-minded economic mentality continues to shut down local businesses and lays waste to cities, towns and individual aspirations all across North America.

Where will this end?

When companies do not earn a decent profit margin their foundations crumble.

• They cut back - or stop doing research and development.
• Without leading edge research and development their managers blindly follow the “best practices” of their competitors, fail and fall behind.
• Then they cut back on staff training and development.
• Short and long term employee benefits are cut next.
• [Loyal] full time staff members are 'fired' and then 'rehired' as part-time staff . . . with no benefits.
• Part time staff juggle two, sometimes three, jobs just to make ends meet at home. They have no holiday pay, pension plan or medical support.
• Because they are just making ends meet, they can't afford to "support" the arts or charities; two key indicators of a healthy economy. 
• It even impacts the marginal conditions of homeless people who depend on our collective good-will to get by.  
• And on and on it goes - in a giant downward spiral.

One of my x-clients had his website designed and built in the Philippines to save money; they charge 75% LESS than I do. He thought that was very good deal - far too good to pass up. Sadly, while the site was cheap, but it wasn't any good because it didn't driving business to his store.

No research.

No analytics.

No strategy.

No tactics.

He's no longer in business because he couldn't make up in volume what he lost on margin.

When we charge a fair price and invest the profits in our people, our communities, and our industries, we all grow stonger, better and smarter.

I’ve developed many different campaigns for a wide variety of clients in many different business categories. In the process I’ve come across a handful of practices that seem to separate the category winners from their competitors.

If you think you’ve got the best product or service and want to go global, here are some mission critical marketing strategies and tactics that need to become integral to your operations.

#1: Leading Brands March to their Own Drum

If you’re not marching to the beat of your own drum, you’re a follower, not a leader. It’s that simple. Leaders [can't help but] think differently and seize upon the opportunities they find along their chosen path. The products and services they offer are a tangible response to the problems or opportunities they've discovered. Leaders are aware of what their competitors are doing, the competitive activity (or lack of it). It helps define their pace and timing, helping them decide when and where to strike out in a new directions.

Product Managers are followers. They “compete” for established trade routes with “bigger”, “better”, “faster” or “cheaper” marketing solutions and advertising campaigns.

Leaders don’t talk price unless they’re in the discount business, or forced to.

Price is what you talk about when you have nothing else left to say.

Talking money trains customers and prospects to think about getting the best price, not the best value, let alone the best product. Price is not an advantage; for most brands it's their Achilles heel.

Leaders hunt relentlessly for meaningful ways to differentiate themselves from the competition.

Leaders defend their territory with multiple brand advantages that, in the consumer’s mind, represent a mental, physical or spiritual advantage. 

Leaders reinvent themselves and the brands they serve on an ongoing basis because change is the constant.

#2: Leaders Understand, Respect and then Redefine the Economic Terrain

Many leaders come across as adversarial because they’re not “team players”.

Guess why?

They’re not.

They’re team-leaders. 

Leadership is needed to create a brand. Concensus management to sustain it.

Leaders get clear vision[s] by doing a lot of homework (also called research) to help them understand the economic terrain. When they have enough data, the terrain looks like a geological map that defines, in three dimensions, area’s of business strength, weakness, opportunity and threat.

Leaders surround themselves with insightful stakeholders that help them define a business model that maximizes opportunity and minimizes stakeholder investment risk.

Solid values ensure that all customer-facing team members handle opportunity and adversity in the same predictable and prescribed manner – buying management time to decide if an alternate course of action is warranted or ill-advised.

#3: Leaders Create or Manage Brands that Serve Tomorrow, not Yesterday

Leaders reinvent themselves and the brands regularly because change is their constant. Their experience is made up of a host of successes and failures that help them define the frequency and the odds of success and failure for everything in the production, marketing and communications mix.

Past wins fund tomorrow’s research.
Past losses are write-offs. Little more.

#4: Leaders Understand that Audience Segmentation is Mission Critical

Leaders analyze their sales using metrics that are congruent with their brands' missions, visions and values. They define their [ideal] target groups as those customers who enable them to achieve their stated brand goals.

1. They build segmented databases featuring primary and secondary clients, prospects and suspects.
2. They take care of key accounts themselves – because having skin in the game matters.
3. They assign dedicated account managers to their high volume \ high value clients.
4. E-marketing allows them to stay in touch with (secondary) clients, prospects and suspects in transition.
5. Their supports build and refine suspect databases that turn suspects into prospects.
6. They re-market to increase product and service conversion rates.
7. They use both online and offline advertising to move new suspects through the marketing funnel.

#5: Leaders Partner People, Products and Services

Leaders segment their products and services along one line, their audience along another line and media alternatives along a third line to ensure the right product is presented to the right audience using the right medium. They take pride in their ability to create opportunities for their brands, customers and prospects to meet.

#6: Leaders Stay Out of the Trenches (most of the time)

While leaders do not underestimate the importance of re-winning their customer’s loyalty with every transaction, they do understand that the game is lost if they lose perspective. Leaders enter trenches to reacquaint themselves with day-to-day issues and keep in touch with key accounts, but leaders keep on moving because they need to keep one eye on and remain one step ahead of the competition.

In today’s fast paced world, leaders and their key supports use business, personal and social sites to market their product and services, monitor the competition, communicate and survey their audiences… all in real time.

Their online media sites are like familiar beacons that serve them well 24/7.

Because they march to their own drum, they have far more genuine news and views to share and have more interesting stories to tell (to their followers).

Leaders tell the world who they are, what they’re up to and what sets them apart from others.

They network with like-minded brands and people.

And in time more and more followers follow.

I love the way each ad in this new series for Rolex makes the individual part, not the watch, or the celebrity wrist, or the situation the hero, enabling Rolex to expound on a wide array of genuine USP's.

As seen in The Toronto Globe & Mail, 9-28-2024

As seen in The ROB Magazine, 9-28-2024