Every day, companies are pitched opportunities to take their business in a ‘new’ direction or to stay the course—by colleagues, by their consulting agencies, because of the actions of competitors or by delegations of customers or suppliers. It can be, as many a marketing manager has told me, bewildering. And many struggle to balance the strategic need to move things forward over the longer term with the plethora of more immediate demands for response or action. Singularity is hard in a world of distractions.
Everyone’s very quick to call almost any bad news another example of corporate scandals these days. We are in the grip it seems of “the outrage orchestra” as Chris Wren so delightfully describes it. Nevertheless, companies do get into trouble, and they emerge from those challenges in different states. Some seem to brush off what has happened while others falter. Why?
Call them rituals, ceremonies, habits … associating a brand with a set behaviour can have a powerful effect on loyalty and enjoyment.