“Lock-downs” stop most things.
Inertia prevails.
Momentum is lost. Critical mass is, well, less critical.
“Bunker-down” is a common call. It’s not necessarily a lot of fun. Social distancing does that. The greater the distance, the less the socialising.
Inveterate networkers suffer withdrawal symptoms. Ironically, income streams, for many in that subset, remain constant.
Business leaders are busy. They are re-evaluating self-worth, priorities, effectiveness and preferences. Revelations abound.
PLAN, TO BE READY
Now is not the time to sit back and wait for
the business cycle to evolve, for upturns to
emerge and for “green shoots” to grow.
Consultations are underway for the reorientation
of communications, remodelling of content,
realignment of contexts and the rescheduling
of specific, progressive and sequential campaigns.
Strategic input is providing the bases for briefings
of the tacticians – advertising, publications and promotional consultations.
Opportunism is being discarded, and rightly so.
Brand damage must be avoided. Preparations for
an early and immediate start are imperative.
“I CAN SEE CLEARLY NOW”
Across commerce, reflections proliferate. Revelations have emerged. Inefficiencies have become obvious. Bloated corporate structures suddenly appear to be self-evident. “Lock-downs” do that.
Past practices are being questioned, remodelled and as a result, potential productivity enhancements have accelerated.
The virtues of introspection.
A MODEL OF “NEW”
New realities each unique and individual, are being conceptualised. Sadly most exist in the mind of a few, not shared or clearly articulated.
Some have been reduced to plans, charts and procedural manuals.
All are untested, because in periods of “lock-downs” there are few active clients and customers.
The gaps between service providers and intended recipients, which have long existed and persisted, seem, if not larger, then certainly more pronounced.
On the other side of the fence, or perhaps the desk or counter, clients and customers are making their own reassessments. Some are subjective, intuitive and founded on “gut-feelings”. Others are, and will be the product of online and in-field research, undertaken during this period of self-isolated down-times.
New, tempting buying search routines will be ready for testing. Past loyalties and relationships will be challenged, compared and subjected to comparative-analyses.
All pieces on the “chess board of corporate life” have been moved. As a consequence, creativity and originality, in isolation, will not be enough. Relevance is imperative.
The finish line – to profits, growth and market share is known. Little appreciation is given to the new starting line. Therefore, the ability to reach achievements and fulfilments will be compromised.
Possessing in-depth knowledge of clients and consumers will provide substantial head-starts.
HANDICAP EVENT
The annual Melbourne Cup turf event is the race that stops the nation. It is a handicap event.
A “locked-down” economy has similar characteristics. On this occasion foremost among the handicaps will be superficial knowledge of primary, secondary and tertiary target audiences.
The over-reliance on price discounting, multiple sales events and expensive saturation advertising campaigns will also weigh heavily on potential for the immediate future.
Continuity of, and persistence with, past and existing campaigns are proving to be sub-optimal, if not outright inappropriate, and therefore failing.
Emphases on products, discounts and sales events will not resonate with many clients and customers.
Changed circumstances dictate the need for changed contexts, contents and rationales, if interest and purchase considerations are to be stimulated, and for transactions to be concluded.
STRUCTURE, DISCIPLINE
To gain and to sustain competitive advantage, it is important to avoid the temptation to discuss issues with peers, competitors, substitutes and disruptors.
“Group Think” commoditises most things. – Bland beige colours the business landscape.
Differentiation is now more possible than in recent times.
From the advantage-point of being a facilitator to a member of business development audits, reviews and refinements, I believe enthusiasm is justified for those who formulate, document and implement a “Starting Again” set of strategies.
The component parts are:
· Reflection
Conduct a detailed strategic audit of the “fit” of the entity, its products, services and apps in the new marketplace.
· Introspection
Undertake a detailed, moderated analysis of past and persisting structures, practices and policies. Surgically cauterise excesses.
· Projection
Self-determine preferred channels, opportunities and marketplace gaps. Fill them rapidly and comprehensively. Invest wisely and confidently. Remember to follow-up and follow-through.
· Effect-ion
Remember, one is rewarded with what they do, and deliver.
Talking about things soon dissolves into inaction.
· Inspection
Install monitoring, support and refinement infrastructure to achieve and to sustain momentum and critical mass.
BACK TO WORK
“See you on the other side” is a phrase that shakes the faith of some.
Therefore, remain humble. Do not assume the mantle of “Homo Duess” – human god.
When the Australian Prime Minister and Chief Medical Officer make repeated references to when we get to the other side of the COVID-19 pandemic, it is reasonable to accept that the nation, its people and commerce sectors will survive, persist and subsequently grow.
Preparation in terms of time, resources and funds will be, in time, rewarded.
Time and timeliness are key measures for starting again, particularly at the conclusion of economic peaks and troughs.
Barry Urquhart
Business Workshop Facilitator
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au