Peter Weedfald composed a short piano concerto and music video to honor his friend and CE leader Jack Wayman, who passed away two years ago this month.
From the fleeting glimpse of the obvious department: Our retail industry and indeed retail shoppers are hunting, reevaluating and reinvesting in new tech-operating models, new buying habits through unprecedented, seismic change. As you read this article, approximately a billion square feet of retail space sits vacant throughout America. Fast paced global economic shifts, multi-modal technological…
Our attention and transactional DNA has evolved. Our personal engagements have morphed. We keep a glowing mobile device at our sides 24 hours a day shuttling across the globe and back in mere nano-seconds. Ever-changing product and app-life cycles have caused positive disruption, global opportunities, competitive danger and of course, vast unyielding confusion. We in…
Isn’t this truly what all sales and marketing leaders desire, your attention? Isn’t this why billions of dollars are spent annually to gain consumer attention for “my brand, my products, my experiences?” Well actually, no. Creating, stimulating and achieving consumer attention is not a solitary art form. It is not in itself a lasting formula for fast market advantage.
Retail leadership is defined ambitiously as a team that guides and directs to achieve a united goal,
—who mesmerize an audience on the right approach, the right foundation and navigation to build
Through the early days of 2015, retail success and failure headlines have been fast, furious and in too many cases financially beleaguering. Headlines causing us all to stop, think and reassess why this particular retail brand is winning, why this other retail brand is losing or perhaps, clearly lost. We openly debate whether consumers have been the catalyst, the “cause and effect” of these positive and negative results, through socially managing, controlling and commanding retail brands, commanding their financial destinies through their open or closed pocketbooks. Retail wins and losses are first and foremost about consumer preference, consumer demand, consumer social relationships, consumer belief in the truth of any retail brands promise.
“Digital capitalism really works best and most efficiently for consumers rather than for brands and retailers.”
Pushed brands and products become an unintended, uninvited distraction to Internet-savvy consumers if not smartly gathered and relevantly engaged through socially preferred mindsets. Push advertising can no longer stand alone, can no longer effectively make or take a market as a solitary art form. Push advertising is more than just consumer ineffective; it is financially disabling for any brand that cannot pinpoint-target its best buying audience at a place and time it is most willing to engage. Pulling consumers saves precious time to market. Pulling profitably invests and smartly hoards market opportunity for your brand, for your company. The most effective and profitable consumer pull is either in congress with social engagements, or vested at the last three feet of the sale in the brick or cloud retail aisle. The most effective and profitable marketing abates push monologues, creating socially engaged pull dialogues.
Pas•sion—Pronounced [pash-uhn] noun 1. any powerful or compelling emotion or feeling, as love or hate. 2. strong desire to succeed.
In my meetings and exchanges with foreign factories outside of the USA, those with brave intentions to scout disciplined, profitable opportunities across our fruited plains, I am inevitably asked the question of brand importance towards garnering success. I am asked what is the “Doctrine of Necessity” to ensure success with consumers and retail merchants with respect to brand value, brand recognition, brand density and brand profitability? This level of intense brand scrutiny is designed to ensure the cold steel of the P&L is successfully written in hot black ink, not cold bright red.
l, me eting with hardware and software CMOs from nearly every brand within our industry. I traveled
There will be no room or time for brand-bovarism in 2015. Savvy marketers in 2014 encountered colossal change to their marketing platforms and with it their brand investment bets. Brand-making, brand-shaping, brand-taking chores have changed and will continue to do so at hyper-speeds during the coming years.
Business wisdom from Robert Plant
Brands are investing in accelerating levels of social platform integration,designed to challenge legacy dynamics of consumer marketing economics. At the same time, factories continue to breed and deliver overvalued consumer products with the promise of highly profitable economies tuned for market scale. The standard bill of profit-fare is to protract formidable product volumes along with commanded price elasticity to fuel consumer demand and successful consumer pull.