All posts tagged: trends

From CMO to CEO

From CMO to CEO: the next era of brand leadership?

By Mark Di Somma

Chief Marketing Officers (CMOs) haven’t had it this good for some time. As Jack Trout observed the average tenure not so long ago stood at less than two years. Now it’s close to double that. The reasons why things got so bad, according to Trout, could be attributed to both internal and external forces. Internally, politics and competing functions combined to make it tough to get and keep the resources that CMOs needed to do an effective job. Externally, prima donna agencies with a hotline to the CEO also caused problems. Not helped, he says, by the fact that in most organisations the CEO is the ultimate CMO. The decisions they make essentially provide the marketing team with their licence to operate.

Thinking beyond doing

Thinking beyond brand doing

By Mark Di Somma

No matter how successful your brand is now, it will probably die. That’s the forecast from Jim Collins in this insightful article about life and death on the Fortune 500. In it he points out that over 2000 companies have appeared on the list since its inception in 1955. But of the 500 that appeared on that first list, only 71 are still going at the time he is writing (2008). That’s an 86% disappearance rate.

Is it time we called off the search for the purple cow

Is it time we called off the hunt for the purple cow?

By Mark Di Somma

For some time now, brands have pursued difference. Spurred on initially by Jack Trout, they’ve positioned, disrupted, innovated … all with that elusive goal in mind. To stand out and stand apart from their competitors. Benefits, positioning, onions, pyramids, strategies … a lot of time and energy has been focused on helping brands achieve difference. Everyone’s been on that quest to become a Purple Cow.

Business models as tensions

Business models as tensions

By Mark Di Somma

Jez Frampton once summarised great retailing as the perfect mix of finance, space and brand. I find that such an excellent crystallisation of the inherent tensions in that sector – the need to pack enough of the right branded product into an environment displacing the right number of square feet to deliver customers a great experience and achieve the requisite return.

6 influencers of brand prosperity

6 influencers of brand prosperity

By Mark Di Somma

There’s an increasing temptation to see technology as the harbinger of hope and hazard. Every day, the trendy press and commentators on social media carry reports of the next “it” technology together with their recommendations on what every business needs to be doing to ride the wave. Many of these wunder-techs seem to live a few days longer than their press release in the collective conscious. Some though will indeed change the world we live in and how we interact. This report by McKinsey for example identifies 12 such technologies that the company says could have a potential economic impact of between $14 trillion and $33 trillion a year by 2025.

Increasing your difference by opinion

Increasing your difference by opinion

By Mark Di Somma

The opinionated consumer is on the rise. Brad Tuttle cites numerous examples of boycotting, protesting, petitioning and venting in this recent article in Time. Encouraged by the galvinising effects of social media and mass action against brands that they perceive to have done wrong, people everywhere it seems are pointing the finger and calling upon others to do the same.

The brands that dare: gamechangers

By Mark Di Somma

Some brands seem to rule the world. They’re big, powerful, profitable and widely adored. They talk and the world listens. They are the game-makers. They made the game and they continue to run it. Their playbook seems to pretty much decide the rules for most. But not everyone aspires to that level of success and not every market leader is at the apex of a totally satisfied segment. Which is why some brands opt for a different agenda. The gamechangers’ intentions are, quite literally, to change the world, or at least to shake the tree of the mighty incumbents. How do you do that without getting crushed or ignored? It depends. Did your brand start out as a challenger, or did challenging the status quo become your purpose as a brand? Because the starting point drives very different strategies and storylines. If your brand was a challenger from the start, one of the most powerful assets you have, providing it’s true of course, is a dirt-poor story. The brands that start from nothing and with …