As some of you know, I’m working with Pete Canalichio on a new book about how brands can rethink their growth strategies. Together we’ve been studying how and where many of the world’s most successful brands partner up to reach consumers, how they grow engagement with their brands by expanding their market sector reach, and what that means for business models. On Thursday evening, I’ll be sharing my thoughts on how the strategies of global brands can be applied to businesses of all sizes looking for growth and profitability in today’s super-competitive environments. Building Brands in the Connective Economy Level 2, 318 Lambton Quay, Wellington Thursday 13 October 5:00-7:00pm Admission is free, but please register at Future of Business. Hope to see you there.
There’s some evidence to suggest that brands globally can expect to have shorter and shorter half lives. But do the same dynamics apply to digitally-based brands that have applied to the brands that were built “physically” in the past?
As the middle market takes a battering in many sectors, size matters more than ever. It matters up and it matters down – because the positioning options themselves are becoming more extreme. You either expand to compete regionally or globally or you go the other way entirely and focus on specific opportunities.
Is flexibility replacing footprint as the new black for global brands? That’s the inevitable question as Walmart announces a major redraft of its stores policy.
In The Smarter Screen, Shlomo Benartzi lays out a world where we are besieged by choices; choices that, far from helping us to make better decisions, confuse us into behaving in ways that are actually less informed.
So, last day of the year here in New Zealand. Summer’s arrived (something we always welcome in Wellington) and I’ve had a few days to put things in order and get ready for the year ahead.
The intuitive answer is market share. But perhaps there’s another way of looking at this: one that is increasingly being pursued by brands with a strong purpose agenda. If your brand must be bigger than what you make, perhaps the basis on which you compete must be greater than what you can distinctly own.
If you’re a marketer, commodity status is a bad thing for your brands. It indicates that your product or service is undifferentiated, that it rises and falls with the market and that it carries no inherent value beyond that. That’s fine when things are going well, and supply cannot keep pace with demand – it’s not so good when the dynamics are reversed. I explain how and why perceived brand value degrades to commodity status here.
There’s crises and dangers everywhere we look. From ISIS to mass shootings, pandemics to weather events, Greek debt to commodity slumps, the actions and repercussions stream onto media in a seemingly endless scroll. In that sense the world we live in has changed little from when I was a child.
The sharing economy is substantial. Uber’s valuation just hit $50 billion. Airbnb is valued at around $20 billion. And Entrepreneur believes the sharing economy’s size in five key sectors will reach 335 billion by 2025. As this article explains, “The catalyst behind the sharing phenomenon are technology platforms—big data and mobile—allowing consumers to share anything, anywhere, and anytime at an affordable price. Sharing is ubiquitous today.”