Most businesses I work with don’t have a strategy—at least not one written down and available as a document. I’ve never had a business say to me, “Bernard, as our newly appointed marketing consultant, we’d like you to familiarise yourself with our strategy—here, take a look.” And yet, on social media and business publications, “strategy” is the predominant topic the gurus talk about. You need a strategy! And by the way, make sure your strategy isn’t a plan…and not a vision. Make sure it is a real strategy! It’s such a stark contrast. Everyone talks about strategy, but hardly anyone has one. Small businesses don’t need a strategy Strategy is like the steering wheel of a car—it gives direction. The thing is, for many young businesses, the owner isn’t yet sitting behind the steering wheel but is still outside, pushing to gain momentum. Only once the car—their business—hits a slight downhill can they jump in and start steering. Only now do they need a strategy. A business with zero revenue

Interesting question, isn't it? Should a marketer be more successful at starting a business than a non-marketer? Why do so many marketers fail at doing their own thing? Just last month, I heard of a good marketer who couldn't make it as a marketing consultant - an "own business". What does that say about their skills? And about marketing in general? Is this a classic case of not being able to practice what you preach? Does it maybe expose how useless marketing is as a business function - when it can't even help an expert build their own business? Or could it point to an age-old suspicion that marketing does not impact sales, and sales is what ultimately drives business. Many marketers try and fail at business. Does this stain the field's reputation? Marketing isn't business A full-funnel, strategic, 4P marketer undoubtedly understands many parts of how a business works. They appreciate that there's a process involved in attracting, informing and conver

You don’t do marketing because you want to.  You do it because you want to grow.  Marketing is a grudge. The goal is to grow. Businesses postpone a serious investment in marketing until they can no longer grow or find that they have run out of options. It becomes a case of “What do we do now”? And the answer is, unfortunately, “marketing”.  But here’s the good news… I firmly believe marketing, more than any other business function, should make an impact.  Finance doesn’t make an impact—they just ensure you follow the rules. HR (or whatever it’s called these days) makes no impact. They simply keep the dam wall from bursting.  Sales don’t make an impact (I said that); they harvest what’s available—picking the low-hanging fruit.  Manufacturing just makes stuff. Fill orders. IT maintains your firewall and prevents you from experimenting with cloud solutions. There’s only one function that makes an impact or that can make a real one —marketing. Marketing must make an impact.  It must b

For your marketing to be effective, it requires both a target market and a target product (or service) - a single offering that gives you the highest chance of becoming part of the customer's life. Target market  - that one group of customers within the broader market where you have the greatest chance of success. Target product - that one offering amongst everything you sell that gives you the best chance of an initial sale. Once you've made the initial sale, you are in bed with the customer and the game changes. Achieving this initial sale requires focusing on who you want to sell to and  what you want to sell to them. Target market and target offering.  Do [you]...want [this]... I keep coming back to the 4P's of marketing: Product. Place. Price. Promotion. It is easy to get stuck on the promotion "P". Yet, the other, less obvious Ps have the bigger impact on driving business growth, starting with the product. Just think how McDonald's does it - th

As I sit back, reflecting on the rise and fall of the Drip sneaker brand here in South Africa, I can't help but feel a tinge of disappointment. You see, the journey of building a lifestyle brand isn't one that happens overnight, as I remarked in a recent LinkedIn post. I watched as these guys attempted the impossible, trying to weave themselves into the fabric of our sneaker culture, which is undeniably entwined with our fascination with celebrity. From the outset, it was clear they faced an uphill battle. South Africans, myself included, have always had a soft spot for American sneakers. It's as if they carry a certain allure, a status symbol we eagerly embrace. So when I witnessed Drip sneakers plastered across billboards in Johannesburg yet failed to spot a single pair adorning someone's feet, I couldn't shake the nagging feeling that something wasn't adding up. My scepticism wasn't unfounded, as echoed by Mxolisi, a fellow observer on LinkedIn . The deci

As a marketing professional and a keen observer of market trends, I've been intrigued by the latest wave of Chinese cars making their mark in South Africa. The buzz is hard to ignore, with an ever-increasing number of South Africans turning their heads towards these new arrivals. But as we navigate these exciting times, it's crucial to dive deeper and understand what truly makes a car worth your investment. The Initial Attraction The allure of these new entrants from China is undeniable. Prospective buyers are vocal about the impressive array of standard features, advanced technology, and, most significantly, the attractive pricing when compared to established players like Volkswagen and Toyota. Even car reviewers seem to be on board, often giving these vehicles a pass, suggesting no apparent reason to avoid them. But is it all as straightforward as it seems? Brand: Beyond a Name and Logo In the excitement of new launches, we often forget that a brand isn't just about the l