VALUE AND VALUES ARE WORTH IT

If you want to be valued, you have to give value.  

Moreover, values contribute to quantifying value and to determining buying actions. Therefore, expansion and retention of product ranges, service standards, staff numbers, retail networks, integrated supply chains, instore and online purchase options, payment systems and bundled or packaged offers are inextricably associated with the concept and calibrated of value. That is, always be sensitive to the value of all, and less influenced and responsive to the price of everything. 

The price-discounting treadmill is, figuratively, easy to jump onto but extremely difficult to leave. Client and customer expectations are rapidly conditioned to only contemplating and when buying products, services and applications are discounted. For businesses this is not smart marketing. In fact, it is dumb, largely unprofitable and tends to lead to sub-optimal performance and failure. 

When price is the sole or dominant reason for purchase, the tenuous hold on the client base is determined by price. It is one variable that competitors and substitutes can, and regularly do, manipulate to their immediate and short-term advantage. They too are vulnerable to customers and consumers who do not, or are not educated to recognise, respect and respond to value. Stand proud and steady. 

ROADBLOCKS AHEAD 

Here is an interesting case study on value. 

Professional and industry association executives becry the fact that memberships have progressively and increasingly declined in recent years.  

Not surprisingly, members see little value in annual fees that do not accord them advantages, benefits and ongoing rewards. 

Reductions in membership fees and activities exacerbate the issues. In many instances, present association programs tend to centre on one major annual exhibition, a golf day and a Christmas-period social event. 

Association staff numbers, premises, infrastructure and resources have been typically trimmed. 

Sadly, many business development opportunities for existing, prospective and past members are lost because of negative and limited mindsets, inadequate capacities and capabilities and an outright dismissal and denial of positive proposals. 

Over time, continual and persistent economising induces “corporate anorexia”, in which the body consumes itself. 

Self-fulfilling philosophies like “we don’t have the finances or resources to do other than what we are doing at present” establish their own perspectives, perceptions and realities. 

What ever happened to the mantra:

                                                  Be Bold, Daring and Different 

Now is the time to invest in the future. Resources, capacities and capabilities come first. 

ROBUST NETWORKS 

The four major Australian banks have learnt an expensive lesson. Substantial and accelerated branch closures impacted on the national networks and band names. The consequences were perceptual, financial, social and commercial- well beyond the geographic boundaries of the specific branch locations and communities. 

Contemporary global forces promote, encourage and facilitate mobility. Vacant premises leave lasting impressions on the broader landscape. Visiting account holders expect, no, demand ready access and convenience to the full suite of services to which they have become accustomed.  

Value comes at a cost. It is a principle often lost on some bankers, accountants and economists. 

However, it seems some bankers are learning. It has been at their costs. 

DIFFERENTIATION 

Small, independent and local retail pharmacists and pharmacies have been subjected to the intrusions of major corporations entering the sector, particularly upstream in national, regional and local supply-chains. 

Volume purchasing has been and is beyond their abilities. Therefore, competitive and compelling discounting is not a viable marketing and operational alternative. 

Interestingly, (no, intriguingly) and significantly more than 75% of those in this loose collective have for some time provided home deliveries and personalised managed therapeutic care. Overall, they had decided not to profile the services lest they become popular, burdensome and increasingly a larger component of total business and revenue. Speechless. 

Personalised, confidential, monitored and therapeutic care is valued by recipient customers. The value-worth transcends any calibration based on price. 

The offer is not widely known. The reasons leave many bemused and the select retail pharmacists financially under-performing. 

HIRE AND HIGHER 

Value for some comes in delivering products, services and applications in new, differing and enticing ways. 

Capital equipment can be a burden on many balance sheets, particularly in the mining and infrastructure sectors.  

Price, quality and value have been fine-tuned by all competitors and suppliers. Differentiation is difficult. 

Therefore, the offer to provide capital equipment on lease and longer-term hire is attractive and financially rewarding. They are also the basis to establish sustainable relationships and enhance cashflows via dedicated service and maintenance agreements. 

Same prospects, different perspectives, new opportunities. That’s valuable … and value. 

A TASTE OF HONEY 

Aviarists around the world are experiencing tough financial times. Demand remains high and constant. Commoditisation  precludes a lot of scope to seek and set premium prices … for many, but not all. 

Branded products and ranges, like Manuka honey, have been exploited to some advantage. However, legal and operational disputes centred on authenticity has compromised the value packaged offers by aviarists in New Zealand and Canberra. 

An outstanding example of developing and packaging, promoting and globally distributing true and sustainable value is Kauring Active Honey from the regional community of York in Western Australia. 

The unique and high antimicrobial qualities are good for the health of consumers and for the profitability of the business. 

An attractive glass container of 500 grams of the product retails for around $150.00 (AUD). 

Little wonder an international funds manager has invested multiple millions of dollars to acquire 25% of the business and is facilitating growth in the substantial global distribution network. At those prices and capitalisation, value is tangible. Sometimes you just have to believe, and to have a taste for value. 

AI AGENCY 

Value can be measured in numerous dimensions -  quality, consistency, simplicity, endurance, alleviation from the tedious, repetitive manual tasks, punctuality and above all, time and timeliness. 

Artificial intelligence can and progressively is contributing to each. 

A small but emerging incarnation is the concept of argentic purchasing. It is important that all in commerce become familiar with the term and its many applications. Manufacturers, distributors, wholesalers, retailers, clients and consumers will soon be encountering AI agency in which the process research, finds, chooses and purchases on belief of its principal (that is, potential, intending and actual consumer). 

Entities whose own AI can’t interact with, engage, conclude contacts with and supply to the AI agency will, and are currently excluding themselves from prospective transactions, demand, profits and cashflows. 

Platforms, including Amazon, Google, Apple, Tik Toc, Alibaba and Temu are aware of the channel, its applications and largely unfulfilled potential. Most are tentative about fully embracing it. Limitations exist and worth can be determined by the benefits and parameters applied by the clients and consumers. 

The most active avenues are smaller, largely unknown and (to the extent possible) regional and national platforms. 

Overall, the process addresses the need for retail channels to have sellers. The broader sector is mature and therefore has limited growth opportunities. This concept can change market shares. 

Reality constrains AI agency when the emotive and evocative factors like colour, aroma, sound, space, movement and touch are foremost in the selection criteria. 

Nuances are powerful, discerning and differentiating considerations. Red is not red. Just ask Ferrari. 

AI agency fulfills the role of a third-party actor which can make purchases on behalf of its principals. It is best applied when buying demands are highly contextualised. That is, when customers know exactly what they want. For example, tickets to a Taylor Swift concert, seats to the National Rugby League State of Origin matches, marque social events and Black Friday (etc) purchases are expedited and simplified when the decision has been made but the process is time-consuming. 

Purchases of packaged goods are more likely successful than with emotive, subjective fashion goods purchases. 

ON BALANCE 

Retailers in particular need to be aware of AI agency to be open and responsive to its presence but not overly reliant on mass and volume sales.  There is an understandable reluctance among major retail networks to be dependent, lest they become fulfillment centres with little or no contact, interactivity and engagement with their existing, prospective and past customers. 

At this time AI agency is not transformational. However, its presence could develop into influence and thus become instrumental. 

Precedents have been established. Buyers’ agents abound in the new and existing homes marketplaces. The one noticeable difference is the human factor. 

IN CONCLUSION 

People continuously make value-judgements. Price is typically a small, singular element in the determination of the true worth of a value-package. 

To be valued one must give value. This requires vision, discipline, commitment, adherence and belief. 

True and sustaining value is founded on investments of time, resources, finances, self-belief and pride. Returns at first can be slow. However, the consequences are cumulative and potentially exponential. 

Visions of, and for value include provisions for innovation, creativity, change and progression. 

Competing with and beating oneself underpins the realisation that market forces prevail. Finding “best fit” positions, maintains currency, relevance, resonance and value. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

MOVING ON – EXPECT MORE OF THE SAME

Australians all, let us rejoice. 

The Federal government elections are over. It’s time to move on. However, there were telling lessons that should have been learned, and must be remembered. In the first instance, the overall economy slowed during the five weeks of campaigning, compounded by the Easter holidays and Anzac Day long weekend. There is little reason to believe or expect that the economy will rebound, and lost revenues will be recovered. Most opportunities which did or could have arisen during the period have been forsaken. 

Business incomes were generally curtailed, cashflows contracted, inventory movements decelerated and above all, the minds of people and the many channels and platforms of media were contaminated and cluttered. The political party advertising was repetitive and largely unimaginative. Significantly, the electorate at large was not turning on to the politics and the consuming public was being turned off. 

HOPE SURVIVES 

All is not lost. The motivation drive and momentum will be dependent upon individual thoughts and actions. Stimulating and generating such will be the challenge for all businesses, entities and governments. Inclusion of the latter identity is a sad reflection on the omnipotence and importance of the public sector in the prevailing economy. Creeping socialism. 

OVER THE HORIZON 

Beyond national borders the world bore witness to the USA-based “Liberation Day”, the introduction of the increases in trading tariffs of up to 145%, while the Russian-Ukraine war ground on and the conflict in Gaza flared repeatedly. 

National share-market indices at first “dived”, followed by periods of fluctuating and partial recoveries. 

All the while public, but subdued announcements were made about significant staff-member reductions and the relocation  and establishment of new and replacement manufacturing plants - but not necessarily in the USA. 

India, Cambodia and other small Asian countries were the prime beneficiaries. 

STOP. THINK 

Business leaders, exporters and importers were made to think. In the absence of established precedents it was, is and will be difficult to accurately forecast what the immediate, intermediate and longer-term futures hold for us, individually and collectively. 

Whilst well short and divergent of the “groupthink” process the prevailing marketplace fundamentals and mindsets are ripe to expect more of the same. 

It will be ambitious, and hopeful at best to anticipate substantial change from Australian governments. The burgeoning debt should occupy the minds of ministers, advisors and bureaucrats for some time. The figure one trillion dollars should be more imposing and intimidating than the need for first time home buyers to save a $160,000 deposit and accept mortgages of around $600,000 to contemplate acquisition of a detached dwelling in metropolitan Australia. 

The interest rates of 17, 18 and 19% paid by then young post-war baby boomers become inconsequential. 

THINK DIFFERENT 

The need exists to overcome widespread loss of momentum, timidity to risk, finance lending constraints, rampant price discounting by competitors and substitutes increasing entry into the retail marketplace by manufacturers, suppliers, distributors and wholesalers, and the tempering of capital infrastructure expeditions by all levels of government. 

Routines need to be broken. Traditions should be finessed. Questioning and new ideas must be encouraged. Successes have to be recognised, celebrated and rewarded. 

Shattering the rules and recalibrating conventions are two agenda items for future business development meetings, deliberations and workshops. 

SIMPLIFY EVERYTHING 

To re-energise the marketplace an initial step in an overwhelming majority of instances should be to simplify every aspect of the business. 

That includes the front-end issues of access, convenience, communications, ordering, purchasing, service and maintenance. 

Back-of-house aspects like supply chains, fulfilment centres, inventories, dispatch, deliveries and packaging all need attention and possible rationalisation. Much work has already been done in these areas, in pursuit of attaining and sustaining greater efficiencies and lowering costs. 

Advertising, marketing, merchandising and promotions cannot be overlooked. Their nature and applications need to be simplified, integrated and further considerations to be given on how best the content can and will profile the entity, products and services, educate prospective and existing customers on how the simplification in every phase of the operations will benefit all. 

Each and every element must be reviewed, evaluated and possibly improved by determining how it will simplify all other dimensions. Interdependence is imperative. 

It is a captivating and alluring proposition that projects appeal, satisfaction and value. 

Let me return to the book, “The Jindalee Factor”, which profiled and analysed leading Australian entrepreneurs. Many concepts, ideas and principles were shared. 

          The concluding statement was, in essence: 

          “Business is simple, but never easy” 

That’s all it takes. Simple. Now let’s move on, expect but not accept that there will be more of the same in the immediate future. 

It’s up to the individual to create, share, capitalise upon and profit from differentiation centred on simplification. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

TAKE PAUSE

Thank goodness. The Federal election is behind us. 

However, that is not the issue for those in business. 

A newly installed Australian government received little more than one third of the votes which were cast. That is hardly a resounding endorsement and is little more than the total of votes which directly supported the major opposition party. 

Australia is a divided nation, led by arguably an underperforming but disciplined political compromise, with a leader who is commonly considered to be weak  and indecisive. 

REALITY CHECK 

Little has changed. Not surprisingly, confidence is down, job security is tenuous, capital investment has been “parked”, and national productivity continues to languish. That’s a sobering profile of the now. Cost of living concerns remain the dominant force. 

Globalism, with so many moving parts, makes it difficult to foresee, define, prepare for and embrace the future. Rogue national leaders, seemingly irrational financial and fiscal policies, wars, military conflicts and dictators wanting to assert their imperial aspirations seldom act or impact in concert. 

Geo-political isolation and nationalism are dangerous and fractious.  Likewise, in the commercial realm, it is advisable to be conspicuous, communicative and interactive. 

We are tending towards or have arrived at an entropic reality. That is, a state of disorder. 

It is improbable that a global leader will emerge. Self-interest will impinge upon and compromise legitimacy. 

Interaction does not ensure integration. Public declarations on social media contribute little to mutual acceptance and endorsed outcomes. 

Now is the time to be self-driven rather than self-interested. It will be important to be alive, alert and responsive. 

A little “bottom-up” marketing and strategy may be appropriate. Contingency planning will have considerable currency in the foreseeable future. Now there is a nice touch of irony. 

Expect, accept and respond to the unexpected. Momentum and accelerated productivity may be temporarily beyond reach. 

Scenario planning seems appropriate and reasonable. The horizons will be limited and the focus tight. Given the facts and factors known at the time acceptance of reality will be sobering. 

Reviewing, refining and recommitting will be essential elements in planning, operations and daily practices. 

Reassessments of available resources should be ongoing and subjected to forensic audits. Under-utilisation will be appropriate. 

A questioning mind will be a virtue, centred on three aspects: 

                                        WHAT?

                                        HOW?

                    And above all, WHY? 

One needs to be understanding, tolerant, philosophical, prepared to work hard, diligent, committed and infectiously enthusiastic and proud. 

It may not be the best, but it could well be the best we can expect. Reasonable. Probably not, but well-reasoned. 

With a view to the future, place on your desk and imprint on your mind: 

                    TOMORROW IS ANOTHER DAY 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

NEWS BRIEF: CONSUMERS BEING SPOOKED BY “GHOST” STORES

A small disturbing, but emerging trend has arrived in Australia. 

“Ghost” stores (bricks ‘n’ mortar outlets) are being closed, and prospective customers are being invited to migrate or initiate sales to online platforms. 

One problem. The supposed bricks ‘n’ mortar premises have never existed. Nominated addresses have never had such business names operate from those precincts. 

Creative use has been made of localities including Chapell Street, Melbourne, Byron Bay and Margaret River, Western Australia. The emotive cues of “buy local” have been and are being utilised. 

Questions are being raised and left unanswered about the origins of the products, services and applications which are being advertised and promoted, primarily online. 

Clearly, any underlying intent is to tap into the emotions of Australian consumers to support and “save” local businesses, brands, products and services. 

There is strong, consistent evidence of such circumstances for Darrel Lea Chocolates, South Australian based canned and bottled fruit, fashion stores and homewares and kitchen craft merchandise. 

It also reflects the occurrences of high profiled trading names which have been placed in administration during the past 12 months being brought back as online businesses. Consumers are responding to the re-emergence of recognised and previously trusted brand names. 

The behaviour seems to be unconscionable, if not outright illegal.  

Consumers are reminded:

                                        Caveat Emptor 

That is, let the buyer beware. 

The topic represents an interesting interview subject. 

Barry Urquhart

Consumer and Retail Analyst

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

RESHAPING THE FUTURE

Decision time has arrived.  

Pencils sharpened. Minds focused. Loins are girded or should be.  

Preparations are in place for some major, significant and challenging decisions. 

Changes in context necessitate changes in content, processes, cultures, strategies and tactics. In 2025 businesses need to shape-up, if they are to optimise performance, competitiveness and relevance. 

BETTER BY DESIGN 

The landscape has changed. Parallels exist between the natural physical landscape and that of commerce. Wildfires fuelled by Santa Anna winds have ravaged the prestige Los Angeles suburbs of Pacific Palisades, Eaton and Hughes. Complete rebuilds of communities will be necessary. 

Floods have played havoc for the people who are residents of towns of the Indian sub-continent. Tsunamis have inflicted similar devastation throughout Asia. 

Significantly, consensus in each instance centres on rebuilds, rather than growth. Infrastructure will require redesign and upgraded construction, to avoid repetition. In short, fit for purpose. 

In a similar vein the commercial landscape is still recovering from the immediate, widespread and ongoing consequences of the COVID19 pandemic. 

Working from home has had impact on corporate cultures, team cohesion, productivity, the necessity for office space and the nature of logistics of supply chains. 

Societal changes have been profound. So has pet ownership. 

Bunnings, Coles, Woolworths and retailers at large have identified unfolding opportunities and unfulfilled needs. Product lines were extended, businesses and networks were purchased. Even pharmacies have embraced the care, feeding and entertainment of fur-babies. 

Notably, the emphasis has been and will be on reshaping entities and operations rather than growth. And all the while liquidations and administrations have increased. Brand names disappeared. Vacant premises have been a conspicuous presence in the streetscape and landscapes. 

The intent must be to fit, and to be fit for the future. 

NO LIMITS 

Forensic audits should be undertaken, and soon, with no limits. Ideally, nothing should be sacred, or quarantined. 

Fundamental values, philosophies, brands, products, services, applications and people should be recognised and respected, but not unconditionally protected. 

Collaboration will be essential. Suppliers, distributors, wholesalers, associates, franchise contributors and resellers should all be involved in and informed of the reshaping. 

Doubtlessly, there will be pain for some in the pursuit of greater productivity. 

Consideration will need to be given to the time involved and timing of transitions. Budgets will be essential, disruption to cashflows anticipated and access to funds assured. 

It seems inevitable that in many instances store/operation closures and contractions will be effected. That is an integral part of the shaping process. 

TOO MUCH OF A GOOD THING

The dictates for achieving optimal productivity, demand a thinning of brands, product, ranges, sizes and models. Too much choice is often confusing and impedes rapid decision-making. Yes, less can be more. 

BEWARE INTRUSIONS 

Introduction and expansion of technology, innovations and artificial intelligence will be tempting. Matching capabilities (of existing and prospective team-members) with capacity (of new hardware) is imperative. Investments in, and commitment to philosophies like ESG (Environmental, Social. Governance) and DEI (Diversity, Equity, Indivision) will come at costs, The dimensions will be multiple, often complex and not substantiated. Risk is innate. 

At all times the key criteria will be customer and client satisfaction and fulfillment. Therefore, they too need to be involved in the re-shaping. That should be pre-eminent. 

CUSTOMISED OUTCOMES 

Wildfires, tsunamis, floods, pandemics and social upheavals all come with considerable downsides. Disruptions, delays and withdrawals are, can be and typically will be relatively expensive. 

Apologies, particularly when repeated, will not be tolerable. 

Information and intelligence will be valuable and valued. Therefore, at all times reach out, connect with and engage those involved in all stages of the supply chain. 

NO HALF MEASURES 

The year 2025 will be a seminal time in society, economics and commerce. Collectively, the changes will be fundamental and profound. 

Therefore, bold assertive actions, understood, embraced, implemented and accepted by all will be the essential motif for those who seek to thrive in the prevailing challenging economy and marketplace. 

The need exists for leaders to assert themselves, their business, brands, products, services and applications. 

Demand, relevance and  profits will need to be earned. 

Authority will enhance the prospects for those who readily recognise and accept the need to reshape the future.

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

NEWS BRIEF: HOW TO WIN AN ELECTION AND BUSINESS

Australians – voters and consumers -  are putting themselves first, more now than in the past. It is a consequence of the COVID19 pandemic and cost-of-living crisis. 

The implications are profound for the forthcoming Federal and state elections, and for businesses in the broader marketplace. 

Motives are transactional in nature. Their actions and intentions focus on the tangible outcomes rather than on promises, policies, prices and promotions. 

GET TO THE POINT 

Better now  is a hip pocket driver. 

The crystal-clear message to politicians, political parties, business leaders and companies is:

                         Be Specific 

TWO ISSUES, ONE WORD 

A series of ten focus groups conducted in five mainland state capital cities during the period 14-31 January 2025 has identified, isolated and enabled analysis of two key issues and one word which will best set and influence the immediate agenda, determine decision-making criteria and provide the basis of key narratives. They are: 

·       COST OF LIVING 

Fundamental is the wish for cessation of the “hurt” and “pain” being experienced and endured at the points of purchase and payment. 

Expressions of empathy, understanding and sympathy by politicians and business leaders are not resonating. Participants in the attitudinal focus groups declared that statements were not addressing or resolving the issue and not fulfilling individual aspirations. 

Mass media and social media advertising were not recognised as being appropriate or successful in endeavours to influence and change voting or purchase intentions. 

·       NOT MORE OF THE SAME 

The word and concept of “change” have been compromised and marginalised. 

A majority of focus group participants stated that they want an end to current philosophies, policies and practices. 

The difference between “change” and “cessation” is significant. More of the same is, figuratively, terminal. 

·       UNCONDITIONAL 

Electors and consumers alike want unqualified commitment and performance. Conditional and “subject to” provisions are unacceptable. Likewise, benefits and advantage need to be concrete and immediate. 

Accordingly, minority government has little appeal to most participants and business offers which are dependent on interest rate reductions or other financial inducements will not effect immediate and sustainable decisions and transactions. 

PARALLEL REALITIES 

Significantly, the primary findings of the research have established a correlation between attitudes, perceptions, intentions and aspirations between the political and the consumption spheres. 

THE CURSE OF INCUMBANCY 

The long-established traditional belief in and contention of innate advantage from incumbency (in political office) and established loyal relationships in business have questionable and minimal currency in the prevailing economy and marketplace. 

Indeed, a majority of focus group participants assigned, or could be influenced to assign cause and blame to personal life, financial and lack of aspirational circumstances to incumbent (Federal and state) governments and senior business management teams. 

Major banks, insurance companies, supermarkets and public utilities were nominated as primary centres of concern. 

Therefore, loyalty in such relationships was considered to have declined or was fractured. Widespread brand damage was evident. 

The need exists for political and commerce leaders to distance themselves and their entities from recent and current circumstances. 

THE MEASURE OF ACCOUNTABILITY 

A significant finding from the expressions, beliefs and perceptions of participants was to unreservedly not accept assignment of blame to, and by competitors. 

Winning an election or business in the present environment was not deemed to be a referendum, with little choice. 

A seemingly agitated electorate contends it is not and will not be involved in or influenced by a popularity contest between relatively  unappealing leaders. Similar sentiments were expressed about “ineffective” business leaders. 

Self-interest, with immediate benefits, is a demanding criterion, which is, and will be applied by a significant minority of electors and a majority of consumers. That is, the need to address the question from targeted audiences: 

                                  What’s in it for me? 

There is a widespread sense among people that they are not being listened to and that their needs are not being recognised. The forthcoming federal election is identified to be an opportunity for them to express their underlying and evident needs and expectations. 

CONCLUDING NOTATION 

This commentary is based on contemporary market research which draws parallels between the Australian political and commerce spheres. 

Barry Urquhart

Research Analyst

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

THE NEXT STEP

Understanding has its rewards. 

The ineffectiveness and large licks of money lost on current advertising can be explained. 

To many prospective respondents, consumers and customers the content, promises and lures are, to differing degrees, irrelevant. In short, they are simply not in the marketplace. Therefore, statements and declarations about comparative value, advantages and benefits don’t equate to any top-of-mind or back-of-mind criteria. 

FRAME OF MIND 

Prospective customers and consumers who are not connected are typically unresponsive. A primary task is to identify how best to engage them. 

Researching, recognising, isolating and analysing the context in which advertising, marketing, communications are consumed, set aside or rejected highlights some significant facts and factors. 

At present, the fundamental issue for a significant percentage of cost-of-living affected individuals is not…What To Buy? 

It is rather… Should I Buy, And When? 

The question marks in both texts are essential. That is, question all presumptions. 

When cashflow is impinged, job security is questionable and disposable income is marginal, headlines which declare Bigger, Better, Cheaper or Faster do not register or resonate. 

For those in that collective cohort, many will not be on the first step of the buying ladder. The audiences may be right or appropriate. Sadly, timing will determine to some considerable extent the relevance and success of the messages. 

Therefore, stimulating interest and generating energy are pre-requisites to effective business development initiatives. 

Advertising, marketing, promotions and merchandising may, variously be the means, channels or catalyst for facilitating progression through the typical seven steps of the purchase ladder or the phases of the opportunity funnel. 

Each phase of both requires finessed messages and stimulants. That is, different phrases for different phases. 

DIFFERENT FOCUS 

A refined orientation and focus will enable determination, documentation and implementation of appropriate contexts, content, goals and outcomes. 

At times like these, immediacy in sales increases can be overly ambitious. Success is or should be measure in countless metrics. 

For most clients and consumers purchasing has been suspended or delayed rather than cancelled. That puts weight to the contention that they will have to weigh up all proposals. 

Affordability, desirability and delight ability are each subjective and emotive in nature. In many circumstances the need exists to establish positive rationale, or endorsement of the decision process, rather than the value of the products, services and applications. 

In this instance, it’s not an emphasis of advantages, benefits and rewards over the features, quality and durability. Rather it is the timeliness of the decision-making, purchase, acquisition and initial consumption. That is, gratification – but not necessarily instant gratification. 

That puts to question the roles appropriate for branding, pricing, comparative values and specific offers, including finance, delivery, installation and service. 

THE SHAPE OF THINGS 

The very composition of advertising, marketing, merchandising, promotion and sales campaigns requires detailed forensic audits. 

A basic tenet is “to put the customer in the picture”. 

That mosaic is individualised, unique, personal and different. 

Significantly, a sizeable proportion of clients and consumers who do enter the marketplace are not inclined to savagely reduce expenditure totals. Enhanced financial prudence will be applied to some degree to brand selection, model choices, volume and frequency. That can and typically will, include favourable consideration of house-brands, bulk discounts and time-specific special offers. 

Most individuals, as distinct from business entities, are not inclined to formulate, document and implement budgets. The temptations of , and responses to impulse and spontaneous offers persist. Thus, point-of-purchase signal and directive verbal comments remain potential sales generators and leverage factors. Some principles do not age. 

EVOKING TRIGGERS 

For many, the prevailing trading circumstances are a reflection of changes in the states of mind of business leaders and team-members rather than changes in the economy. 

Performances are materially affected by a lack of confidence, hesitancy, an absence of conspicuous pride, enthusiasm and energy and above all a reluctance to ask for the sale or business. If you don’t ask, you don’t get. 

Rejection, or the declining of offers is seldom absolute. Figuratively, the door is often left slightly ajar, facilitating scope for follow-up, and possibly follow-through. 

THE NEXT STEP 

To increase relevance and to achieve resonance of companies, brands, products, services and applications, marketers need to determine how best to present and package what is on offer. One option is to make it…

·       Basic

·       Essential 

No social standing need apply. It’s that basic and essential. And so, the process begins… should I buy, and when? 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

ZOMBIE COMPANIES – FAILING BUSINESS

Concurrent increases in demand, revenue and business failures seem contradictory. Not so. 

The causes for the latter do not necessarily relate to the current marketplace or economy. 

“Zombie” companies (the living dead) have been artificially propped up since the onset of COVID19 in early 2020 by expansionary government initiatives, including record low interest rates of 0.01% per annum, Job-keeper, and Job-seeker payments as well as substantial outlays on infrastructure projects. 

Changes in policies and the Federal government withdrawal of those stimulants and short-term sustaining forces, weakened already inadequate capital, structure and productivity enhancing systems. That meant attrition among these “Zombie” companies was only a matter of time. In many cases that equated to two, three and four years. 

Look no further for the primal causes of current liquidations and administrations. Prevailing factors like the costs of doing business, cost of living constraints, widespread discounting and the consequences of rising costs within fixed-price contracts simply compound the longer-standing causes. 

The fundamental lesson for all governments is that all decisions and actions have consequences – not all are positive – in the intermediate and longer terms. 

OBJECTIVE ANALYSIS 

It is well established that more, small to medium sized enterprises falter and fail during periods of growth than they do in the face of aggressive and direct discounting by competitors and substitutes. 

Growth requires capital, investments in resources – premises, inventory, people, systems and time. There is often considerable lag-times in the receipting of financial returns. Under-capitalisation inevitably leads to a running out of time. When business leaders run out of time they typically run out of business. 

LOOK AT THE FUDNAMENTALS 

It is important to recognise, isolate, analyse and respect three driving forces at play in the marketplace at this time. 

INCREASED DEMAND 

Many sectors including aged care, health, international air-travel, hospitality, tourism, building sub-contracting and the replacement/maintenance of past purchases are enjoying buoyant demand, foot traffic and consumer/client presence. Individual performance is mixed and variable. 

Price sensitivity among consumers is high because of the cost-of-living pressures. This is compounded by widespread and repeated competitor discounting. Creating expectations can be revenue draining. 

Accordingly, most margins are squeezed and under pressure because of increases in utility services, including power, electricity, gas, government services and most significantly insurance premiums. 

It’s a fine line between satisfying immediate demand, facilitating growth and sustaining debt ratios and financial viability. 

Beware rapid growth in any key metric. 

INCREASED REVENUES 

Revenue is a measure of topline performance. Often it is a single simplistic indicator. 

Stability and measured growth are virtues in the prevailing complex economy and marketplace. Particularly now, income must exceed outgoings that can be, and typically is a restraining, if not a constraining factor. Liquidity is figuratively and literally bankable. Some opportunities may need to be forsaken, because of prudence. They may not be lost, just delayed. 

Patience is a virtue and can be profitable. 

INCREASED FAILURES 

Failures within a sector, region or locality need not contaminate the images, profiles, desirability and preference for alternative companies, brands, products, services and applications. 

Consistency, continuity and communication are essential to provide and capitalise upon peace-of-mind marketing. 

Rationalisation in industry and professional sectors can, and typically do provide a template for more reasoned value-driven presences. 

Therefore, reinforce, reassure and reconnect with existing, prospective and past clients and customers. 

Avoid the temptation to retreat to constraining and reduction strategies. 

Many failed and failing entities (including zombie companies) have been or are the victims of past circumstances, possibly emanating from the 2020-2022 COVID19 pandemic peak period. 

It well may be timely to look within, rather than to analyse external circumstances. The fundamentals of sound capital structures, manageable debt ratios, balanced and current inventories and an integrated workforce of experienced, qualified, enthusiastic team-members who possess extensive product knowledge and a commitment to clients, customers and employers. 

They want to be and need to be involved, informed, recognised, respected and celebrated. No magic bullets there. Likewise, no evidence of failure characteristics. 

Maintain a tight focus on those positives, acknowledge the presence of zombie companies and at all times orient the companies, products and services to the established purpose. 

THE NEXT STEP 

The ongoing and increasing failure of zombie companies can be distractions and disruptions. 

Remedial actions implemented now may be two, three or four years too late, and will most likely not adequately address the causal factors. 

Therefore, maintaining discipline, positive self-belief and reasoned expectations are important. In many cases more pressing than originality, creativity and innovation. 

This is a fundamental set of questions and propositions which need to be addressed by business owners, Boards of Directors, advisory board members and external consultants. 

An emphasis on strategic and structure issues need to pre-empt and predominate those related to shorter-term operational considerations. 

It will enable some to fill the voids being created by the unfolding and terminating presence of zombie companies. 

Barry Urquhart

Business Analyst

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

RULES ARE FOR GUIDANCE

As things change so too do answers, actions and attitudes or, they should. 

Sadly, in the rapidly evolving economy and marketplace many philosophies, goals, strategies, tactics and business plans have remained static. In some instances, because of the vagaries of market forces, some have devolved to inertia. 

The recent third tranche of the Closing Loopholes Act, which included the specific provision for employees to invoke the right to disconnect, highlight a series of major and concerning issues. Employees have the right to turn off or not respond to, read or monitor contacts initiated by employers or third parties. They cannot be disciplined or dismissed for refusing contact outside of normal working hours. 

Employers or their authorised agents have the right to initiate contact where and when circumstances are reasonable. 

In a number of dimensions that template and set of parameters are vague, non-definitive and difficult to deploy, monitor and measure. What exactly is normal and reasonable. 

                    RELECTION

                              “IN SEARCH OF EXCELLENCE”, 1982

                              RULES ARE FOR GUIDANCE, NOT OBEDIENCE. 

BE PRODUCTIVE 

Australia and many businesses, have for some time suffered from poor and falling productivity. It has impacted profitability, competitiveness and inflation. 

The recent legislation does not address or redress this and several related pressing matters. 

It will simply add more layers of bureaucracy to processes, adding to costs and time. 

A fundamental flaw is the insensitivity and incompetence of politicians who appear to lack an appreciation of the unintended consequences of additional rules and regulations. 

Businesses need less, not more, of both. Enhancing and accelerating productivity is the foremost need (recognised and unrecognized) of society, the economy and commerce. It is a priority, if not an imperative. 

LOOSE, TIGHT 

Effective leadership has been subjected to many and varied forces since 1982, when the book, “In Search of Excellence” was first published. 

Globalism, technology, digitisation, social media, innovation and, more recently, artificial intelligence have added to the complexities of delegation, transparency, accountability and responsibility. 

Time horizons have collapsed. The NOW generation expect and demand immediacy, and instant gratification. 

For many, that means the need to reconnect, re-engage and respond, now. The first step is to reach out, not retreat. Job security and growth demand it. 

Business is like life. In the words of the late Beatle, John Lennon: 

                    “Life is what happens, while you are busy

                              making other plans.” 

It is rare to anticipate, influence or determine the future. Therefore, the need exists to be open, receptive and responsive to ensure and ultimately to fit. 

RESTRICTIVE CHOICES 

Rules, regulations and legislations often restrain, constrain and limit freedom, choice and originality. 

Dynamism implies rules, typically scripted and evoked in the past, have little contemporary relevance and resonance. Accordingly, the consequences are seldom binary. There is no right or wrong. 

Performance measures, absolute and relative, are subjective and often projective. 

One key measure appears to have universal application, 

                                        PRODUCTIVITY 

Securing consensus, understanding and commitment to this idealised state, goal or outcome is imperative. 

All related and consequential thought, actions and outcomes will be considered fair and reasonable.  No need for documented legislation, rules or regulations. 

Integration, cohesion and malleability will ensure currency. An acceptable and beneficial state to all. 

IN-BUILT FLEXABILITY 

The COVID 19 pandemic and related Working from Home practices necessitated and facilitated flexibility, choice, understanding and tolerance by employers and employees. 

To differing degrees, most if not all participants considered themselves to be winners. 

Cultures, relationships, cohesion and integration did suffer. Not surprisingly, once the external causal factor waned, employers and mangers sought an outright or increased return to work within company and entity practices. It was in a very specific form, the right and need to connect. 

The answers do not lie in legislation and regulation, in monitoring, enforcement or the application of penalties. 

Guidance, with the implicit presence of respect, tolerance and understanding, is more positive and acceptable to all, than finite, inflexible demands for obedience. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

INFORMATION OVERLOAD

Business, like society, is currently overwhelmed with information. Much of it is contradictory. Seemingly little of it is substantiated, verifiable, edited and fact checked. 

Multiple sources, some of which is spurious and questionable are readily and freely available. Many utilise numerous channels to impart their wisdoms, attitudes, perceptions and values. Much of the information is self-serving. 

Concluding informed, objective and appropriate decisions is difficult. 

CONSEQUENCES

Collectively, these factors are impacting and impinging on the productivity of businesses, government departments, the economy and the marketplace at large. 

Hesitancy is common. So too is inertia, procrastination and demands for more reports, meetings and contemplation. 

Risk tolerance has been compromised or sidelined. What has happened to the philosophy:

                    JUST DO IT 

Key message. Reduce and tidy up the clutter. 

TOO MUCH INFORMATION 

The prevalence of “too much information” in the digital era has promoted the wish to avoid making the wrong decision. Concluding and implementing the right decision is, seemingly, a stretch for many business leaders and management teams. 

There is a substantial need for the information, documentation and implementation of a structured, disciplined decision-making template. 

In first instance, it is important to recognise, accept and respect that there is no perfect information or intelligence. Subjectivity will be inherent in most instances and circumstances. 

BE SELECTIVE 

Care needs to be taken in the determination of a limited number of preferred information matrixes. 

For example, enquiries, contacts, conversion ratios, sales volumes, profit margins, capital, fixed and variable costs, market share, repeat business and price elasticity – demand measures  are not necessarily uniform, integrated or, indeed mutually compatible. 

Externally developed, applied and monitored business modems often do not reflect or are consistent with the philosophy, cultures of purposes of individual entities. Customisation in such instances is questionable, if not impossible. 

The moulding of one – business or business model- is often to the detriment or compromise of the other. 

Self-interest often percolates to the top, with win-win simply being out of reach. 

APPLIED DISCIPLINE  

In a sea of information, perceptions, beliefs, perspectives and contentions it is advisable, if not imperative, to identify, embrace and deploy a restricted number of data sources and bases. 

Collectively, they will not be perfect. Gaps may become apparent, and contradictions identified. Alternative and complementary inputs can be added, not in pursuit of or hope for universal truth, but for manageable and monitorable templates and frameworks. 

Information overload is a huge burden that slows decision making, reduces productivity, efficiency and effectiveness, while often consuming resources for little of no material benefits. 

Objectivity is a laudable goal, often compromised by the presence and influence of countless variables (read: moving parts). 

Sadly, hindsight is only a virtue at certain points in time, typically post-decision. 

RECOGNISE ALL SOURCES 

As important as the act of selectively identifying, isolating, analysing and deploying select sources is, it is advisable to note, retain and have ready access to those sources which will not be utilised. 

Circumstances change. Innovations evolve. Opportunities emerge. Each can and do regularly enhance the value of differing insights and overviews. Astute use of such can reduce (not eliminate) risk and embellish the prospects and avenues for such. 

At times optimal answers, options and considerations are not generated by established preferred sources. That is one reason why secondary information channels should not be discarded or ignored. 

Ideally, they should be prioritised, categorised and filed for possible future reference and use. Such disciplined structures outrank informal, unstructured and casual approaches.  

In some circumstances information sources can be assigned to specific issues, aspects and locations. 

TEAM FOCUS 

It takes a team. 

Focus, comprehension and unity all contribute to addressing and redressing the issue of information overload within a business. A common bond and set of perspectives simplify processes and expedites favourable outcomes. 

Individual team-members need not be encouraged to seek out further information. KEYPOINT: Seek and you shall find.  It’s out there but …… does not necessarily contribute to better, more informed discussion making and performance. 

Many and differing eyes can generate additional paradigms and intelligence. That is, old information looked at through new perceptions creates new information. Involve team-members. 

Often intelligent analysis of information upgrades its relevance and value. Enough said. 

FORESIGHT 

The filtering of information limits the scope for foresight. Time and timing can determine the relevance and currency of information. That in itself is a valuable lesson. 

Consider the evolution, if not revolution of social media, bitcoin, nanotechnology, digitisation and artificial intelligence. Their individual impacts on life, society, commerce, defence and geo-political dynamisms have been, are and will be immense. 

Artificial intelligence is an interesting and appropriate case study. Its advantages, benefits and reward are largely determined by access to information. It can and does select sources, priorities such and applies weight to inputs. That is part of its strength and its weakness. 

Among AI’s greatest deficiencies are the human attributes of nuance, perspectives, emotions, values, beliefs and philosophies. No short-cuts there.  

Intuitively, humans can, do and should make value judgements on the selection and use of information/intelligence. Now that is smart – but not perfect! 

DECISION TIME 

Information abounds. Intelligence is in relatively short supply. Therefore, take the time and care to delineate the two, often, further information is not required. Indeed, reflect on the maxim:

                                        Less is More. 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

PURPOSEFUL GENEROSITY AND PHILANTHROPY

For what purpose? 

A pertinent question for all in commerce. The answers can be, and typically are multiple. Many have marginal relevance, benefits and universal endorsement. 

Recent history is scattered with case studies in which Australian businesses have found themselves hoist with their own petard. Good intentions have been scuppered and entities have come a-cropper, because of the unintended and unforeseen outcomes. 

William Shakespeare would not be pleased and his text, Hamlet, misconstrued. 

Commercial and competitive advantages were few for corporations financially supporting, promoting and endorsing the YES campaign for the VOICE referendum and the suspension of product offerings, including the national flag, in celebrations for Australia Day. 

The degree and intensity of public and client push-back, rejections and distain were unanticipated. 

Millions of dollars were expended, revenue lost, relationships fractured, brands damaged, and personal reputations tainted. Shareholders endured the cost of such misadventures.  

CLEAR MESSAGE 

In both instances the essential messages and sentiments from the marketplace were: stick to the knitting. That is, just do the business, fulfilling needs and satisfying expectations. Don’t attempt to impose values and philosophies on clients, customers and the public at large. 

Public and private entities walk a fine line. Each needs to determine and articulate their specific purposes, which accord with ongoing mutual advantages, benefits, and rewards. 

Likewise, imposing financial imposts and costs to contribute to zero-emission objectives, free-trade objectives and internally self-determined philosophies and practices are fraught. Indeed, many exceed stated and appropriate purposes.  

Managing expectations has many dimensions and matrices. 

International airlines which exhibit rainbow flags and YES graphics on the exterior of their aircraft need to question, for what purpose? Moreover, whose philosophies, beliefs, values and wants are being articulated, addressed and satisfied. 

That is no reflection on the LGBTI, or indigenous Australian cohorts. 

The fundamental issue is corporate purpose, and its relevance to all stakeholders. Individual and sectional wants should not dominate the whole. 

A CHARITABLE HAND 

Support for charitable entities, activities, structures and networks are laudable, and understandable in many instances. Social conscience is a powerful driving force and a reassuring presence. 

Clear enunciation of these values in corporate strategic plans, culture statements and purpose declarations establish bona fides and establishes expectations – internal and external. 

Consistency and continuity ensure recognition, acceptance, endorsement and ultimately pride. 

Marketing, advertising and promotional activities tend to be opportunistic. In short, transactional and tactical. 

Deeper meaning, thought and consideration are required for strategic, philosophical and philanthropic principles. 

Universally applied standards relating to supply sources, quality, value, pricing and staffing can, and do, effectively position companies and brand names. 

In each case and every application those virtues and characteristics need to be conspicuous and reinforced. 

Financial contributions need to be subjected to the same disciplines. Contributions should be affected regularly, preferably six to nine times a year. Advice needs to be distributed widely. 

Mass and micro media exposure should be sought and secured. Ambassadors need to be deployed adroitly to achieve visibility. 

Purpose cannot and will not be achieved by passive presence and involvement. The display of signage, branding and people is insufficient.  

Better understanding will evolve. Images and reputation enhanced. At all times, be true to one’s purpose. 

BASIC INSTINCTS 

All related policies and practices need to be instinctive. The resultant benefits will be natural consequences. 

Creativity, innovation, originality and technology should be conceived, formulated, documented and implemented through the vista of innate philanthropy.

The final outcome:

                              Doing well

                              By doing good. 

ON BALANCE 

Upon reflection, offers and opportunities for philanthropy and generosity are numerous, ongoing and broad.  

A significant majority will be, and should be, declined by individual entities and individuals. In simple terms, capacity, compatibility and priorities will filter many prospective proposals. 

Commitment of finance, people, resources and energy is taxing and draining. 

The final arbiter will be Purpose. 

STEP UP, STANDUP, SPEAK UP 

Corporate purposes don’t just happen. They need to be contemplated, formulated, documented, articulated, inculcated, implemented and be reinforced (repeatedly). There should not be misunderstandings or gaps in the comprehension of a purpose. 

Effective purpose statements address both WHY and WHAT. 

The HOW is very individual and personal.  

Overall, purpose is a powerful driving force. 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

UPLIFTING – PERFORMANCE, COMPETITIVENESS - PROFITABILITY, FULFILMENT

That’s it. 

Done and dusted. The research is completed. Findings have been analysed. Narratives have been determined. The focus is narrow. Challenges, while substantial, are met, overcome and established by commitment. Determined thought, actions, integration and implementation are the leveraging factors in achieving optimal productivity.  

BUSINESS MEETS REALITY 

Refreshingly, there is no substantial and consistent demand for variance, difference and innovations. Post-COVID client and customer expectations are higher. Most want to physically and psychologically distance themselves from the isolation of enforced lockdowns and resultant isolation. 

Reflections of zoom-based meetings, negotiations, weddings, funeral services and religious events are chilling, unfulfilling and well short of satisfying. Been there. Done that. Let’s move on. 

A detailed and comprehensive analysis of eight national market research studies which were conducted for entities in eight distinct sectors, disciplines and categories identified striking similarities in expressed client and customer expectations and demands. 

Extensive, expansive and sophisticated technology, innovation and creativity were not among the top six ranked criteria that do, and will, determine demand, transactions, revenue, profits and repeat business. 

Indeed AI (artificial intelligence) has a fundamental issue to address. People find it difficult to articulate and specify advantages, benefits and rewards that can be directly assigned and attributed to AI. Accordingly, meeting, matching and exceeding expectations is not possible and where achieved, is subjective and selectively determined, often by the product or service providers.  

At present, to strive for and achieve enhanced performance, productivity and profitability, individually and collectively, people, teams and entities need to: 

Do Better 

Footnote:

A radical change.

Concentrate. Implement

incremental change. 

NEXT STEP 

Now that the purpose, mission and goals have been set, it is imperative that attention is given to the essential of culture, integration, cohesion and understanding. Each contribute to and are essential elements of: 

                              A synchronised reality. 

That is being together, in harmony, in pursuit of devoted followers, supporters, advocates and ambassadors. 

If that has a ring of evangelical fervour to it, simply embrace the concept and sentiment. 

A significant majority of existing customers favour more and better, over new and innovative. 

Astute business leaders have been quick to recognise and capitalise on the knowledge and ideas of internal frontline and support team-members. They know best the wants, needs, aspirations and influences of customers and clients. They are typically enthusiastic contributors to formalised and interactive business development workshops. They need to be invited, encouraged, welcomed and their contributions applauded. 

EXTEND YOURSELF 

Stretch goals are in vogue, greatly valued and most effective. 

For shopping centres and their tenants that means experiential offers require better, modern, engaging and interactive ambiances. In short, contemporary shop fittings and fixtures. Colour, touch, lighting, movement, sound and aroma remain fundamental. Going the extra mile (kilometre), may involve installing and insisting on continuous improvement. All are wise investments. 

Customer interaction require the attention to detail of punctual responsiveness, eye contact, understanding, outstanding product knowledge, judicious recommendations and suggestions, follow-up, follow-through, consistency and continuity. No gaps between expectations and experiences ensure satisfaction, repeat and referral business. 

Straitened economic times do not totally suppress the emotions, dreams, hopes and aspirations of those seeking marriage, and the attendant purchases of engagement, wedding and eternity rings, gifts and expressions. 

Retail jewellers need to necessarily project the allure of design originality, creativity and customisation. That includes shopfronts, internal ambiances, merchandising displays and staff presentations. 

To enhance appeal, attention, competitive preference and demand. Jewellers and their team-members need to address the challenge: 

                              HOW DO WE DO BETTER? 

In many instances, answers lie in determining what should be stopped. Some things simply don’t add positively to the customer experience and to the perceptions of value. Making it simpler, easier, faster and less taxing has appeal for many. 

Social skills are equally important in dealings with the clients of lawyers, accountants, medical practitioners, motor vehicle service operators, electricians, plumbers, carpenters and the installers of solar panels. 

Often the most important ingredient in a successful transaction is the dealer, rather than the deal. 

COME TOGETHER 

Encouragingly, the nature and dictates of the contemporary post COVID lockdown economy are not daunting. Demanding, yes. Unquestionably higher expectations. 

Like-minds, aspirations and endeavours typically produce fulfilment, satisfaction, profitability and sustained success. 

Increasingly, value and advantage are the manifestations of enhancement to the virtual factors of simply doing it better. Getting the fundamentals right and making them virtues. 

Change, innovation and difference have their roles. In the prevailing economy and marketplace, they are not necessarily priorities. 

Evolutionary progress is unfolding. Revolutionary dynamism is currently being wound back. 

Collectively, those trends seem to be affordable, attractive and satisfying to clients, customers and businesses. 

MEASURED SUCCESS 

The collective underlying message from the findings of eight comprehensive and detailed market research studies is: 

·       DO IT.

·       DO IT NOW

·       DO IT BETTER 

Look within oneself, the team and the entity. Given good leadership, monitoring and management that will provide for a better reality and avoid getting ahead of oneself, the market, clients and customers. 

The business mantra of the 70s, 80s and 90s was:

“Be Big, Bold and Daring.” Its currency has waned in the current economy and marketplace. The present focus is more modest, moderated and managed: 

                                        Do Better. 

Circumstances will change. So too will consensus mantras. We have to live in, strive for and profit from the good times, the bad times and challenging times. 

Enjoy. 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

CUT DOWN… BY A LACK OF CUT-THROUGH

Let that be a lesson to all. 

Crestfallen. That is the emotion which befalls those who fall short in their packaging and delivering promises. The Australian Federal Treasurer, Jim Chalmers, recently experienced reality in the aftermath of delivering the annual budget.  

Chalmers was beaming during his 40-minute address to parliament, seemingly expectant of sweeping bows of gratitude (from all taxpayers for a $300 relief on power charges) and the applause and endorsements of economists, bankers, business owners and commentators. Shades of repeated annual general reports by the chief executives of public listed entities. 

Reality can and did strike hard. The specifics of the budget simply did not resonate with the targeted audiences. 

A $2.8 billion “surplus” was quickly discounted and contrasted to a combined deficit total of around $100 billion in the ensuing four years. 

Increased expenditures and a universal $300.00 credit on power bills were recognised to be expansionary.  At best, the fiscal outlays were considered to be factors that will put a ceiling on the prospects for lower inflation rates, and therefore reduced interest rates. 

“Higher for longer” was a chorus-line that echoed throughout society at large. Cost-of-living expenses seemed to be locked in for some interminable time. No counter assurances were forthcoming from the Federal Treasurer, the Prime Minister, the government, bankers, economists and commentators. 

DRIVING FORCE 

Confidence is a widespread and influential imponderable that contributes to and directs economic activities. Politicians, economists, business leaders and marketers need to recognise, respect and implement the underlying principles of : 

                    Managing Expectations. 

At present, most things in established commerce seem perfect, change will require investments to be on hold in marketing, advertising, promotions, sales and service. It equates to the fiscal policies and initiatives of the Federal Budget. 

Therefore, funds and resources are required, risk tolerated, and campaigns supported with commitments which convert potential into reality, transactions, contracts, revenue and profits. 

Doing, or being able to do little or nothing generally results in well, nothing. Not at all an enticing and rewarding outcome. 

In the political arena it is important to strike a sustainable balance between fiscal and monetary policies. Increasing outlays that are deemed to be excessive has implications and ramifications for monetary initiatives, like interest rates, bank equity ratios (which affect funds available for loans) and bond rates/values. 

Businesses need to contemplate and determine which business development initiatives will generate improved cash-flows in the immediate, intermediate and longer terms. Identifying, isolating and deleting those that don’t is imperative. 

Achieving marketing and communication cut-through is essential. Establishing benchmarks is fundamental. Closely monitoring such must be a given. Collectively, these practices are characteristic of the philosophy centred on: 

                    Plan long. Manage short. 

Momentum, critical mass and competitive edge are internal forces that are required in insipid and inert marketplaces and economies. 

In short, one needs to make it happen. Reliance on others, governments in particular, is ill-advised and typically disappointing. 

APPLIED ECONOMICS 

It is one thing for a Federal Treasurer to be pleased with himself in delivering an annual budget. The true measure of success is the pleasure, excitement and delight experienced by those for whom the communications are intended. 

That is a message in itself to business owners, managers and marketers. 

Further pertinent case studies are the lessons learnt by economists. Individual and collective forecasts and prognostications are consistently wrong, or in a kind nuance, off-mark. The only point at issue is the measure of just how wrong they are. 

A majority of the population, consumers and clients have not read or seldom, if ever, refer to economic textbooks. The Phillips Curve is widely unknown, not understood, not deemed relevant by many and therefore, not directly influential. 

In recent times an increasing number of economists are embracing and utilising the term behavioural economist. Well-intentioned but lacking. An absence of detailed, extensive and comprehensive interactions, studies and analyses of behaviour reduces the label to be superficial. 

Success needs leaders to reach out, connect and engage with those intended to be informed, influenced, satisfied and fulfilled. 

In short, the focus of communications and initiatives must at all times be what is in it (advantages, benefits, rewards) for those in the audience. 

It is they, the recipients, who should be beaming, not necessarily the communicator. 

BETTER UNDERSTANDING 

FOOTNOTE TO TREASURER: 

It is important to “put a smile on the face of taxpayers”, rather to have one on one’s own. 

Cut-through in advertising, marketing and communication is not solely dependent on channels, media, genre, creativity and originality. Relevance and resonance are fundamental elements of effectiveness. 

Recipients are the final arbiters. They apply many and differing criteria. They are not always right, but they are never wrong. 

Poor responses or a lack of response are typically good measures of just how well “cut-through” is being achieved or cut down is being experienced. 

One is well advised to review all current marketing, advertising and communications through a differing perspective. That is, customers and clients . 

          Walk a mile in their shoes. The insights and overviews will be invaluable. Resultant refinements are typically effective, enhancing impact and accelerating positive responses, demands, transactions, margins and profits. 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

NEWS BRIEF: COFFEE CULTURE – A STRIKING ECONOMIC BAROMETER

Fascinating. 

The coffee culture in Australia, well-established and pervasive, is now considered an interesting and relatively accurate barometer of the national economy. 

As purse strings tighten, consumer confidence falls and WFH (working from home) contracts, the sales and consumption of instant coffee booms. Supermarkets are reporting buoyant sales of Nescafe and competitive brands. 

Overall, national coffee consumption is relatively constant. Financial outlays are declining. There are parallels to the switch to discount supermarket Aldi, and to lower priced house brands. 

It is the composition of the purchase and consumption trends that is capturing the attention of economists, psychologists and consumer behaviourists. 

Barista-made coffee sales are suffering. Businesses are welcoming staff-members back to offices and premises with well stocked kitchens and refrigerators (for milk in many guises). Some are offering new appliances and coffee pods and capsules. Each is impacting the revenue of coffee lounges. 

CONSIDERED PURCHASE 

A national series of 12 focus groups conducted by Marketing Focus in the period 15-26 April among adult Australians (18-63 years of age) has revealed significant buying patterns and consumption choices. They provide important indicators to business owners, managers and consumers. 

Among the research findings highlights are:

          FORCED CHOICE OTPIONS

Preferences when choosing to reduce expenditure on coffee.

(in descending order of nomination)

·       Reduce daily consumption – barista-made.

·       Reduce cup size.

·       Reduce frequency of barista-made.

·       Consume more instant coffee.

·       Reduce complementary purchases – muffins etc. 

Noticeably, contemplating alternative outlets, service stations and fast-food offers were rated incidental considerations. 

Weekly savings on outlays for coffee were predominantly in the range of $10.00-$20.00.  

A majority of focus group participants considered taste, personal service, punctuality and positive purchase experiences were more important than the price of barista-made coffee. 

When implementing personal budgetary constraints, the volume purchased was favoured to changing outlets or brands. 

The desire for satisfaction derived from the value associated with “caffeine-rush” coffee centred on early mornings. Lunchtime “top-ups” were the most expendable, followed by mid-morning purchases. 

Fewer than 5% of participants reported “regular” or “usual” purchases and consumption of barista-made coffee in mid-afternoon and after work periods. 

DISCRETIONARY PURCHASE RANKINGS 

Less than one in eleven focus group participants considered barista-made coffee was a discretionary purchase, particularly early mornings. 

Reduced prices after 10.00am would not significantly influence the purchase and consumption of coffee from retail coffee outlets. 

OVERRIDING KEY INFLUENCE 

For those participants who stated that their personal consumption of barista-made coffee had reduced during the past six months, more than 90% nominated one key influence, being:

                              COST OF LIVING PRESSURES 

RESEARCH ANALYSIS 

Lead researcher, Barry Urquhart of Marketing Focus said: 

“These findings are interesting, and indicative. They do not establish causal relationships(that is cause-affect). Rather they are casual in nature and provide

important overviews and insights, which may reinforce certain intuitions. 

Coffee consumption perse, is not considered by many consumers to be discretionary. Emotion is strong in decision making, with brands, relationships

with frontline service providers and perceived value being considered influential and determining. 

Cheaper options, including coffee from service stations and fast-food outlets

were, in the main, not perceived to be appealing options when considering personal budgetary constraints. 

There are implications for business owners and managers in attracting staff-members back to places of work (WFH – working from home) and the locations and appropriate provisions for team meetings and in-business interactions with clients, associates and suppliers. 

Apparent is the fact that the Australian coffee culture survives, and consumption is relatively consistent within a tightening economy, which is being impacted by widespread cost-of-living considerations. It is genuinely an indicative barometer of the national economy.” 

FOR INTERVIEWS: 

CONTACT:

Barry Urquhart

Marketing Focus

M:      041 983 5555

E:       urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

NEWS BRIEF: WORTH OF POLITICIANS – BY ANY MEASURE

BUSINESS ADAGE:

                                        What gets measured

                                        gets done. 

                              SENATE INQUIRY ADAGE:

                                        What politicians measure

                                        can be dumb. 

Senator Nick McKim gained profile and notoriety, with one question in his exchange with Woolworths Chief Executive Officer, Brad Banducci, during the Senate Inquiry on supermarket prices. 

“What is your return on equity?” seemed innocuous. It is one of at least forty metrics which can be applied to supermarket and business performance. Most are not applied or closely monitored in isolation, and therefore have little influence on day-to-day operations. 

WHAT’S THE DIFFERENCE 

Comparing the ratios of supermarkets with those of Australia’s leading banks was ill-founded and largely meaningless. 

It may have escaped the Senator’s notice that banks do not have warehouses, fulfilment centres, shelves that have up to (and beyond) 30,000 physical stockkeeping units, significant logistics fleets (read: trucks) and retail premises that are typically 50 times and greater in area than bank branches. 

Woolworths has over 1,000 supermarkets (and growing). CBA, Australia’s largest bank, operates a similar number of branches (and decreasing). The decline in branch numbers will accelerate later this year with the closure of Bankwest premises. 

The differences, and varying performance measures are striking. Those same principles apply to legal firms, accountancy practices, engineering consultancies and advertising agencies, whose primary assets leave the premises at the close of each trading day. 

INCOMPARABLE 

It would be well for the Senator to visit the fruit and vegetable sector of a Woolworths supermarket and note that the stock levels and prices of apples, oranges, strawberries, cucumbers and lettuce differ appreciably. So too, the profit margins, costs and financial returns, measured on a host of metrics. 

                                        Validity applies

                                        when you compare

                                        apples with apples. 

Perishable merchandise pervades the aisles and display stands of supermarkets. That is an inherent cost of doing business, which does not relate to banks. 

A KERRY PACKER MOMENT 

What was needed was a Kerry Packer moment. Bringing enquiring Senators to account would have been revealing. 

Kerry where are you, when you’re needed most? 

INCREASING COMPETITION 

A key focus and conspicuous undercurrent of the Senate Inquiry on supermarkets and their pricing policies, which is chaired by Senator McKim, is the desire to increase competition, improve choice and to lower prices to the advantage of consumers, who are being subjected to cost-of-living pressures. 

One significant fact in the Australian supermarket sector is that since its entry into the national marketplace in 2001 Aldi has opened and now operates some 593 outlets. 

It has a presence in each state and territory, except one, Tasmania. 

Nick McKim is a Senator representing Tasmania. 

One is left to ponder when he will approach the owners and senior management of Aldi, highlight the gap in its national network, negotiate, detail the infilled potential of an attractive, if not inflated return on equity in the island state and conclude agreement for early entry in the local marketplace. 

He could doubtlessly capitalise on his experience and expertise as a wilderness guide and employee in advertising. 

His 12 years in Tasmanian State politics, during which time he did not occupy a finance or economic portfolio, may have only marginal relevance. That might be a political point. 

MARKET ANALYSIS 

Leading and managing larger Australian businesses, supermarkets in particular, is complex, challenging and subject to volatility, rapid change, intense competition and increases in the cost of doing business. 

Specific skills , training, experience, expertise, systems and infrastructural support are required. 

The margins for error and profits can be, and often are, wafer-thin. Current business liquidations, failures and administration rates are stark reference points. 

External resources are often sought, retained and introduced to improve performance. 

It is noticeable that input from practicing politicians is seldom solicited. 

Gratuitous advice from that source is typically valued at cost. That is, nothing. 

The pre-requisite qualifications for politicians is questionable, often not qualifiable. In Western Australia, with one notorious Cabal power-elite, the over-riding pre-requisite was an ability in branch-stacking. 

Some things simply don’t add up. Many are not equitable, and therefore returns on that equity is questionable. 

One irrefutable fact for supermarkets and all businesses is the need for fairness and equity in the dealings with suppliers, wholesalers, distributors, growers and farmers. 

FOR INTERVIEWS:

CONTACT: 

Barry Urquhart

Marketing Focus

M:      041 983 5555

E:       urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

AI: OVER-CAPITALISED, UNDER-UTILISED

Productivity shortfalls prevail with artificial intelligence applications. Investments in new artificial intelligence hardware, systems and processes over the past 48 months have exceeded outlays for enhancing and introducing internal and external resources for the optimal use of that capacity. 

Business owners and managers sense and suspect that inadequate and inappropriate internal skills are contributing to sub-optimal performance of AI, and a lack of improvements in productivity, competitiveness and customer service. 

The arcane appears appropriate for AI in many Australian businesses. That is, “known and understood by few”. An overwhelming majority of business owners, managers and company directors are aware of the rapidly evolving capacities of AI, and the prospective advantages, benefits and rewards from investment in such. 

However, quantifying improvements in outputs have been and currently are limited. Verifying data is situational and tactical, rather than strategic. 

A majority of businesses which have invested $10,000 or more in artificial intelligence since January 2020 stated that they had not documented strategic plans, the outlays or specifically defined goals, forecasts and budgets. 

CONFLICTED NEEDS AND PRIORITIES 

A general consensus among the owners and managers of small to medium-sized enterprises (that is, employing less than 120 people) is that commitments to the introduction of (more) artificial intelligence were in competition with investments in: 

          BUSINESS NEEDS (IN NOMINATED RANKING)

·       Premises presentations.

·       Supply-chains.

·       Warehouse/fulfilment centres.

·       Inventory levels.

·       Cash-flow protection/growth.

·       Resource (people) allocation. 

RESEARCH ANALYSIS 

There is overall widespread awareness among the business fraternity of the presence, needs for and advantages of rapidly evolving modes of artificial intelligence. 

The pressing, competing needs and priorities, together with contacting capital resources and sensitivities about the costs of doing business are impeding and limiting the introduction of artificial intelligence in business operations. 

There is little evidence of verifiable improvements in performance, competitiveness and productivity among peer and associate entities. 

Not surprisingly, there is widespread hesitancy in the SME sector about substantial investments in artificial intelligence at this time. 

Extensive and intensive education is required to overcome important barriers. 

Few managers doubt the potential of AI. Realising that potential is a fundamental issue. 

CUSTOMERS FIRST, LAST AND ALWAYS 

Not one participating business owner, manager or company involved in a recent study directly declared that their corporate literature, advertising, merchandising and websites detailed the advantages, benefits and rewards which AI provides or promises existing, prospective clients and customers. Opportunities forsaken. 

Emphasis on processes and efficiency (Read: AI) tend to provide internal upsides. Conspicuously lacking is the profiling of enticing and compelling outcomes which satisfy and fulfill customer needs, wants and desires. The latter relates to effectiveness. 

On balance, it seems artificial intelligence has established prospective or existing efficiencies, but lacks recognition, appreciation and value associated with effectiveness. 

ARTIFICIAL INTELLIGENCE

INVESTMENT TEMPLATE 

Detailed below are some but not all of the sequential procedures that could reasonably be deemed imperative for the investment decisions related to artificial intelligence: 

·       Conduct an audit of existing technologies, innovations and artificial intelligence.

·       Identify, analyse and prioritise strengths and deficiencies.

·       Seek, isolate and evaluate available, evolving and pending complementary artificial intelligence modes.

·       Determine internal resources, expertise, training, experience in the deployment of artificial intelligence.

·       Investigate available resources from suppliers and external consultants for the formulation, documentation and implementation of artificial intelligence.

·       Liaise with suppliers, associates, team-members, clients and customers for the purposes of education in and utilisation of AI enhancement offerings.

·       Schedule and conduct periodic revues of performance, productivity and customer satisfaction, seeking to identify possible refinements and enhancements.

·       Refine recruitment, induction, training and development procedures to include the integration of AI.

·       Integrate the goals, objectives and tactics for artificial intelligence into the company strategic plan. 

Structure, discipline, understanding and commitment are imperatives for the effective introduction and deployment of artificial intelligence. As with all things strategic, time and timing are fundamentals and should be respected. 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

SHARED VALUES – AN INNER DRIVING FORCE

A great starting point… towards success. 

Shared values are a bonding force which contribute to cultures and performances within entities, families and societies. Energy, drive, confidence and pride are the best when they come from within. Values are the genesis. 

Shared values counter the inevitable evolutionary trend to entropy, a state of disorder. They provide balance and are an innate driving force to achieve appropriate goals, objectives and targets. Integration, cohesion, malleability and a strong sense of self-belief and identity are commendable by-products. 

Directives, policies and standards applied by “superiors”,  seniors and external resources can and do, provide focus, but seldom sustain momentum. 

It seems that few in business even discuss, identify, analyse and seek deep understanding of values that are, could be, should be or must be shared. 

Therefore, the next step is usually the first step… 

A STATE OF MINE

(Mental) ownership of values is important. It establishes transparency, accountability and pride. Authority is innate. Responsibility ubiquitous . Both need to be personal. 

They do not exist, influence, determine and function in isolation. They should not exist in parallel realities – to do so tolerates variability, inconsistency and contradictions. That can, and does, lead to sub-optimal performance. 

Adopting, adapting and applying the values of others is not authentic, and is rarely successful. 

The words “my” and “our” are important in the articulation and application of values. Their relevance and benefits are not restricted to “working hours”. Values are not part-time, casual or situational. 

In sport it is often stated that winning is or does become a habit. So too values. 

LIST, PRIORITISE VALUES 

It is challenging to contemplate, list and then prioritise the essential values that are important to you, your business, family and community. The values of all may not be in accord. Indeed, within each subset there will typically be variances, possibly contradictions. 

To identify, analyse and evaluate their circumstantial applications is imperative. So too is unequivocal commitment to them.

The list or lists may not be extensive. But they will be important. 

In business settings, each stakeholder must be prepared to address others (stakeholders) with the appropriate statements: 

·       “We don’t do things like that here”.

·       “We could and must do better”. 

Rationalisations, apologies and justifications do not rate. No gaps or “daylight” can exist between what is and what should be. 

A strong focus on higher-order, prioritised values instil discipline in the recognition, respect, application and adherence to all nominated values. 

Everyone, internal and external, get the message. Delegation of authorities and responsibilities is not necessary. Self-managed standards are aspirational, effective, efficient, productive and fulfilling. In short, a force for good and mutual benefits. 

P.R.I.D.E. 

The word and associated concepts of pride have evolved in recent times, with different meanings and applications.

Pleasure, satisfaction, achievements, delight, gratification and fulfilment are some of the attendant and consequential dimensions of pride. The symbols of rainbows, daises and gold trophies are promptly recognisable and expressive. 

Some, not all, will want to be identified with, or aligned to such. 

In business and customer service pride is an acronym: 

                     P.R.I.D.E. – Personal Responsibility In Delivering Excellence.  

Achieving and sustaining excellence elicits a sense of pride, particularly when it is identified with shared values. What goes around, comes around. 

COUNTERING DISTRACTIONS 

Correctly applied, respected and reinforced, shared values negate the temptation to inappropriate short-cuts, behaviours and practices. Harmony is retained, efficiency enhanced, and productivity optimised. 

Brands are then projected, protected, and developed. Resources, time, people and funds are not required for remedial actions. 

These factors will not or should not be lost on numerous high-profile accounting firms, airlines, hi-tech monoliths and social media channels. Lost reputations, clients, customers and positive team-members have been among the costs which have been borne in recent times. 

Shared values are virtues worthy of ongoing investment. 

RECRUITMENT LEVERAGE 

ESG (environmental, social, governance) is a concept and a set of principles which have mixed images. To some, including prospective employees, it represents a strong rationale to be part. 

Shared values are broader in scope and application. They can be, and should be, featured in recruitment, induction, training, development and retention initiatives. Collectively, they are what psychologists deem to be “psychic income”. Valued, typically non-financial and effective. 

Standards count and are counted. At present they are under-utilised and under-promoted by many management teams.  

UNEQUIVICAL 

Values are, or should be, non-negotiable. They cannot be compromised. If and when necessary, they are capable of recalibration, then reset and applied consistently and constantly by all. The Doctrine of No Surprises is a compatible belief set. 

They are a laudable means to attain, sustain and manage a favourable set of expectations, internally and externally. Everyone should understand and value the values. 

They are an inner force, which tick each of the following boxes:

A force for:

·       The good and better.

·       Self-managed standards.

·       Doing right, the right things.

·       Striving and achieving better. 

Shared values should be a fundamental and key component of all culture statements and strategic plans. 

Believe:

                     Attain. Sustain. Gain. 

                     Everyone’s a winner. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

NEWSBRIEF: BRAND ACTIVISM – WHAT’S THE PURPOSE?

What’s the point? 

Brand activism of Woolworths, Qantas, live theatre companies, writers’ festivals and others raises many questions. At this early stage of its evolution this new and fragmented phenomena provides few answers, and seemingly less, even fewer success stories. 

The recent and current business landscape is littered with failed or at best marginalised examples. Outdoor sports and footwear retailers, green hydrogen promoters, immediate zero-emission advocates and society-wide wind turbine power generators come readily to mind. 

Brand activism is typically a deliberate, often provocative strategy. It tends to be applied to hotly debated, often polarising topics, products, services and applications. 

Being involved in, and at the forefront of contentious, politicised issues comes with costs, many of which are not foreseen. 

A reasonable observation is that it is in its exploratory stage, in need of advanced systemisation, clarity in its message, consistency in its application (both internally and externally) and a noticeable orientation to customer advantages and benefits in its advocacy. 

One notable Australian mining entrepreneur, among Australia’s richest individuals has attracted a lot of media exposure and recruited countless high-profile people -  among them ex-politicians – in pursuit of his endeavours to promote, utilise and achieve zero-emissions and green-hydrogen. The very names of several of his companies reflect and highlight the ideals of the pursuits. 

His seemingly self-righteous public declarations have been forthright, provocative, challenging and in some instances personalised in their targeting. Brand activism personified. 

Most apparent is the “revolving door”, as many corporate recruits and advocates have made rapid departures from the entities in what has become a conga-line of the disillusioned. 

FAMILIAR PROFILES 

The concepts and goals inherent in ESG (social, environmental, governance) have a recent track record parallel, but advanced relative to brand activism. 

Each of the aspirations are laudable. The c-suites and Boards of major corporations have warmly embraced the principles, which are typically less radical, extreme and polarising than those associated with brand activism. 

Quantifying, monitoring and maintaining the differing dimensions are difficult. Lack of uniformity is apparent, and therefore sector, regional, national and global standards are not evident. In short, often measures are subjective, emotional and determined by varying and differing criteria. 

Promotion and profiling of ESG is waning, as business leaders return to the established values of doing things right and doing the right things. An increasing number of involved entities are contemplating imposing ESG premiums to cover the increased costs. 

That is based on accountability, transparency and integrity. Some values persist.

DEI (diversity, equity, inclusion) is being subjected to the same market forces. Consumer/client/public advantages, benefits and rewards are not widely recognised or appreciated. 

Diversity in particular has conspicuous physical manifestations that presence can be and is immediately apparent but not necessarily influential or lasting. The face, or faces of media channels can change, but falling audience totals raises the question: At what cost, and for what benefits? 

All three concepts are niche, with more time, energy and resources being applied to discussing such rather than to their applications. 

CONCLUDING COMMENTS 

The worth and effectiveness of brand activism. SEG and DEI at this time are not conclusive or consistent. Each and all may be commendable, but to, and in the marketplace at large they are not priorities. 

Establishing preferential market positioning and differentiation, with a bias toward younger market segments and population hubs necessitates adherence to and the articulation of conspicuous core values. 

Like CRM – Customer Relationship Management – they generally tap into positive market segments. Interestingly, they are deemed to be what is or should be expected, rather than definitive and substantial points of difference. A very normative assessment and statement. 

Society and the marketplace are at present being subjected to significant emotional and social change. Stability and consistence have become virtues. 

Therefore, be true to yourself, and be selective in your communications and presence when contemplating brand activism, ESG and DEI. 

BRAND ACTIVISM

ACTION POINTS 

·       DON’T IGNORE. BE ALERT. REMAIN AWARE

·       BE INVOLVED SELECTIVELY

·       FORMULATE PURPOSE

·       ENSURE CONCEPTS ALIGN WITH CORE VALUES

·       DETERMINE, DEFINE, DOCUMENT GOALS

·       IDENTIFY, DETAIL, ANALYSE TARGET AUDIENCES

·       RECOGNISE, RESPECT UPSIDES AND DOWNSIDES

·       ALLOCATE APPROPRIATE FINANCES, TIME, RESOURCES

·       INFORM, INVOLVE, INSPIRE INTERNAL AND EXTERNAL COLABORATORS

·       MONITOR, MEASURE, MANAGE PROCESSES AND OUTCOMES

·       PREPARE POSSIBLE EXIT STRATEGIES 

Barry Urquhart

Consumer Behaviourist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

CULTURAL IMPERIALISM – WTF

Modern society, functioning on digital, technological and social platforms and channels seemingly knows no bounds or boundaries. 

Exposure to, and interactions with other participants on countless channels is not limited to national, state and regional borders. Local cultural values and social mores are marginalised, minimised – if not negated. 

CUSTOMER FIRST 

Therefore, it is difficult for businesses to anticipate, identify, address and satisfy expectations, demands and appropriate standards with different localities, marketplaces and economies. 

Little wonder then, why so many Australian manufacturers, distributors, entrepreneurs and consultants fail in  their attempts to penetrate and prosper from the tempting vast marketplace of some 1.3 billion consumers in China. Recognising, respecting and responding to remote, physically distant prospective customers and clients is fraught. 

Understanding is a subjective construct. 

Rightly or wrongly, consumers and clients believe and contend that they are unique, different and, above all, an individual. Past experiences greatly influence expectations, which in turn establish bases on which customer satisfaction is determined, measured and compared. The number of contributing variables seems to be indeterminable. 

Apple, with its i-phones and the social media channels may differ. Demand for such products, services and applications appear to be world-wide, universal if you will. 

Fundamental to the success of those case studies is the maxim:

                    When you can’t differentiate

                    what you sell, differentiate

                    how you sell it. 

Mass-customisation is only possible with strong local representation and communications. Supply-chains need to be heavily accented to conspicuous local presence. In the contemporary digital era, that will typically extend beyond the physical. 

Ready, interactive access is imperative. The adjective seamless comes to mind. That is, no gaps.

BLACK AND WHITE 

Nothing in modern business and life is simple. Both are complex and multidimensional.  

Perceptions typically override the importance and influence of facts. Value seldom matches or mirrors price, in isolation. 

Competitive advantage is achieved and sustained when relevance resonates. Often, that requires considerable investment in education. 

“Black Friday” is an example of rapid opportunistic adoption. In Australia, it was, and is, recognised as a vehicle to stimulate early Christmas sales. To some extent it was successful in the short-term. The qualifying factor is that the bringing forward of planned and traditional Christmas oriented transactions in December was not replaced. 

“Black Friday” meant many things to the business fraternity, but few to consumers. In the USA, where it evolved from the year 1946, it is conducted one day after Thanksgiving Day. That is the most active travel day (by air, trains, and road) of the year when families and friends gather, share a turkey luncheon feast, then sit back and view on the television the annual Macy’s sponsored Christmas parade through the streets of New York. It heralds the start of the peak Christmas trading period.  

The following Monday is “Cyber Monday” when special offers are restricted to online avenues for one day.

In recent time a complementary event has developed on the day after “Black Friday”,

“Small Business Saturday”.  That subgroup found that participating in the Friday event was too expensive – with advertising, inventory increases, substantial price discounts and possibly, the necessity for additional frontline service staff. 

In Australia, adaption has prostituted the original concept. “Black Friday” has descended into Black November, and Black Long Weekend. 

The integrity and believability of the advertising, marketing and pricing have been greatly compromised. Brand-damage is writ large among the consequences.  

Bottomline, the message is to take great care when invoking copy-cat marketing, plagiarism and cultural imperialism. Reported consistently poor profit results,

underscores the risk. There is a scant record of success. 

The challenge. Be original, unique, relevant, credible and transparent. Indeed, being proudly local has considerable currency.

CREATE YOUR OWN 

For the initiators who seek financial and competitive advantage it is best to differentiate between seeking new customers and clients, to that of deepening established relationships, loyalty and repeat purchases. 

To achieve optimal performance those two distinct goals require separate endeavours and events. 

Targeting appropriate audiences is imperative. 

IMPERIAL RIGHTS 

Contemplate the old adage: 

                                        In the land of the blind,

                                        the one-eyed man is king. 

In the customer-focused era, by nature, the customers and clients are Kings, Queens – sovereigns all. For those in commerce who are striving to fulfil the needs and wants, imperial rights can be, and should be exercised. That is, deploying what is essentially the sovereign rights of those who continually deliver the promise. 

There is no need for plagiarism, copy-cat practices or initiation. Unique, original and personal, individually and collectively have immense virtues, values and competitive advantage. 

So, step forward with your own initiatives. Don’t reject, or neglect events like “Black Friday”, Halloween and the like. Just assign them a lower ranking.

Remember to not overextend oneself. Imperialism, properly applied, has its limits, be they cultural, social, commercial, religious or geopolitical. 

Barry Urquhart

Business Strategist

Marketing Focus

M:      041 983 5555

E:       Urquhart@marketingfocus.net.au

W:      www.marketingfocus.net.au

LOCAL GOVERNMENT SERVICE – A LOAD OF RUBBISH

REALITY CHECK

Personalised customer service has never been more important. 

In the face of cost-of-living pressures, heightened stress, anxiety and tensions, high interest rates, inflation and price rises, expectations are elevated about care, understanding and responsiveness. 

Consumer, client and stakeholder interest, satisfaction, loyalty and referral business are best fulfilled and sustained by corporate cultures centred on service, communications and personal commitments. 

Inconsistencies, poor leadership and insensitive process-driven philosophies and practices abound. Under-achievement, inadequate efficiency, effectiveness and productivity are conspicuous. 

Lessons, many simple and striking, should be shared for the benefit of all. 

The following text profiles a personal experience with a local council. It provides an invaluable template and framework for entities - big, small, private and public – to study, review and to learn from. The insights and overviews that should be shared with team-members, associates, peers and collaborators: 

SERVICE DENIED 

I live and operate the business some 63 kilometres from the city business district of Perth, Western Australia. 

The environment is captivating. Fifty hectares (125 acres) of prime elevated equine (race thoroughbred) territory, few neighbours and interactions with sheep, cattle livestock and native fauna. 

We are residents in the Shire of Serpentine-Jarrahdale. 

Bushfire risks are a reality. Fire mitigation practices are important. 

I recently had the need to replace a brush cutter. The old one needed to be disposed of. Roadside collections of bulk rubbish had been withdrawn. Therefore, use of the local bulk rubbish transfer station was required. 

The experience about to unfold was disappointing and disturbing. However, the lessons are invaluable. Learn, and to the extent possible, enjoy: 

·       I phoned the offices of the Shire of Serpentine Jarrahdale to enquire the operating hours of the bulk rubbish transfer station.

·       I was advised that it was closed because of the presence onsite of asbestos.

·       The receptionist advised that we, along with all the Shire ratepayers and property owners, would receive in the mail two passes to the neighbouring City of Armadale bulk rubbish transfer station.

·       No passes were received in the mail.

·       Some two and half weeks later, I phoned the Shire offices to request the said two passes.

·       The call was received by a staff-member who introduced herself by name.

·       I explained the details.

·       She immediately stated that I needed to visit the Shire offices to collect a Statutory Declaration form and submit it to Council for consideration. That would involve a return journey of around 50 kilometres.

·       I endeavoured to explain that I was not the issue. No passes had been received.

·       She insisted that I needed to complete and submit a Statutory Declaration.

·       The officer went further. She said that I could have used the two passes and was requesting more. I found the implications of being untruthful and acting illegally offensive.

·       A request was made by me to speak to a manager.

·       She stated that she was going to terminate the call. She did.

·       No attempt was made to verify my identity or the accuracy of any mailing address.

·       I made a further call to the Shire offices and spoke to a person who identified herself. She committed to mailing me a Statutory Declaration form, which she did. 

Contact was made with the elected Shire President. He was gracious, offered one of his bulk rubbish transfer station passes and actually delivered such to our relatively remote property. Impressive. 

The Statutory Declaration form was subsequently received in the mail, completed, signed and witnessed at some considerable inconvenience and forwarded to the Shire of Serpentine Jarrahdale. 

Some two weeks later the following email was received: 

Good Afternoon 

Thankyou for completing the statutory declaration for the re-issuing of tip passes.  

The process to re-issue tip passes has been completed and your passes are ready for collection here at the administration building at 6 Paterson Street in Mundijong. Alternatively a collection from the library in Byford can be arranged, to organise this location for collection please notify us via email. 

Unfortunately we are not able to post out the tip passes they will need to be collected as we require to sight your photo identification such as a drivers licence. 

Any other issues please contact us via email or via phone

info@sjshire.wa.gov.au

9526 1111 

Kind Regards

Customer Service  

Customer Service Team

Customer Service

The insensitivity of the text and the inaptitude of the communicator were breathtaking and striking. 

I immediately forwarded the following email text (edited) to the obliging Shire President: 

          Please note: 

·       The transmission is addressed to Marketing Focus.

·       Marketing Focus is not referred to in the Statutory Declaration. The sworn signature is that of myself, Barry Urquhart.

·       The text is not addressed to the property owner.

·       There is no salutation to the intended recipient.

·       There is no signature, to establish responsibility, authority and accountability within the Shire.

·       In the body-text advice is given that I must physically visit the Shire offices in Mundijong or the library in Byford to collect the passes.

·       I must provide “photo identification” such as a driver’s license.

·       This correspondence is in response to a written Statutory Declaration that was mailed to the Shire offices.

·       Maintaining the logic inherent in the correspondence, the Statutory Declaration that was mailed should not be actioned until photo identification is provided. The names on the document may be false and the signatures forgeries. 

I will not be visiting either the Shire offices or the library at Byford. 

These series of incidents reflect poorly on the Chief Executive of the Shire of Serpentine Jarrahdale, his directors and team-members. Attempts to talk personally to senior executives were denied. Obviously, the team-member on the phone had not read the operating manual section which referred to “openness, responsiveness, transparency and accountability”. 

ACTION REQUIRED 

For those in business, here is a great New Year resolution. 

Convene an interactive customer service/corporate culture workshop. 

If necessary and appropriate, utilize an external facilitator and change agent. 

Reviewing, refining and developing service practices and interactions, complemented with the formation, documentation and implementation of optimal philosophies and policies have their own rewards. 

Satisfied external stakeholders, improved internal morale, better workforce stability and greater output are just a few of the consequences.  

Personalised quality customer service is never a load of rubbish. 

Barry Urquhart

Service Excellence Author

Marketing Focus

Mobile:         041 983 5555

Email:           urquhart@marketingfocus.net.au

Office:          (08) 9525 3355