Tag: P&G

  • Change Strategies

    It was mid last year when I wrote The Change Imperative, which was as much a note on massively changing business dynamics as it was a note to self. I thought the new year was a perfect time to revisit and explore how brands and business can use change as an opportunity. The new year sees a glut of predictions, trends, insights etc, but the one I look forward to is the JWT Future 100. This year too, it impressed me with unique insights and potentially far reaching consequences. But in the change’ context, I found slides 33 and 52 most interesting. Both of these were related to brand strategy – 33 (Third Way Commerce) was about how millennials were looking for brands with clear values, and 52 (The Long Near Game) was on brands taking a dualist approach to balance short and long term goals.

    In my mind, they are related, as brands are making efforts to maintain/create business models that are buffered from current and future shocks and can remain relevant now and later. I found an intersection of the two thoughts in a couple of places. The first was in this post by David Card on new models of  disruption. The first model brought up in this is “Adjacency Platforms”, which is about platforms migrating into new markets or industries. Apple’s iOS moving to payment is the example given here. This thought is also echoed in slides 24-28 of this trends presentation – the phrase used was Startups going ‘Full Stack’. I particularly liked this framing of the thought – It’s not like a brand like Virgin diversifying to follow an audience, it’s diversifying to follow an expertise. Both fantastic approaches, I must say, because they’re based on consumers who believe in the brand’s values. [I believe that Uber is a brand with much potential in this respect – check this]

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  • Chief Social Media Officer then?

    I remember writing about the ‘technopologist’ about a year back, in the context of businesses only looking at social platforms through a brand/marketing prism and not sparing a thought on the other implications/potential – organisational culture, business policies, to name a few. The technopologist -a hybrid of marketer, technologist and social anthropologist was a hot topic of discussion then, in the wake of P&G’s move in that direction. I realised I was late for that party when I read a WSJ post from 2008. (it still holds true) 🙂

    I didn’t hear much about the technopologist after that, but a related shiny new animal is now the butt of several jokes. Social media experts are now everywhere, and there’s no dearth of brands wanting to ‘do the social media thing’. It is a generic label used without considering the expert’s domain of expertise (strategy/execution/tool specific). But what about the organisations who hire them without sparing a thought on what their core principles are, and how they could re-engineer themselves for new forms of usage. (in this context, do read ‘There is no new media, only new consumption‘) Expertise in a situation when neither the internet nor the brand manager are sure what they will morph into.

    What reminded me of all this? The recent buzz about the Chief Marketing Technologist. Another term that was apparently coined in 2008, thanks to Scott Brinker. The case for it is strong enough, and I did nod in agreement several times while I viewed this deck, and , but I couldn’t help but wonder whether this too will become a buzzignation (buzz+designation – hey, I can try too) that made sense but couldn’t actually fructify.

    From my (limited) experience in dealing with those aspiring to use social platforms in their organisations, I’ve noticed that the actual challenge is not in realising that this direction of technology and marketing is perhaps an inevitable future, (they either know it or the slideshare ppts will convince them), but in evolving a perspective that is not weighed down by someone else’s experiences of social platforms, their own notions of what their brand/organisation is, how their stakeholders view them, and therefore, what they should do on social platforms. A new designation can only help so much in this.

    until next time, cornered offices.