Unrequited Strategy.

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When I was a kid in the business the worst thing a supervisor could say to you — and it happened to me — was “you need to be more strategic.” Ouch. So I worked on my strategy chops. I read Peter Drucker, marketing manuals and texts, participated in corporate task forces. I sponged up strategy and I did fieldwork.

Today, as a consultant, I offer two outputs: brand briefs and marketing plans. The latter provides obs, strats, targets and tactics and is critical for successful business…at least the obs and strats are. The marketing plan is what builders need before that start assembling things. It’s the bread and butter of my consulting practice. People can execute, given a plan.

But the real magic is in the brand brief. It conditions employees to sell and position. It boils down the marko-babble into an easy-to-understand, differentiated, business winning value proposition. Brand briefs are the elixir of success. Yet some clients and minions nod their heads toward the brand strategy (one claim, 3 proof planks) but don’t really live it. Whenever I see this at an ex-client it hurts. BrandTuitive, brand planning friends in the city, do a whole training session, post strategy, to insure unrequited brand strategy doesn’t happen. I think I may try putting training into my next proposal. Unrequited strategy is too painful. It hurts too deeply. Away unrequited strategy!

Peace.