The company is action-oriented, sales-oriented, cost-optimization-oriented, problem-solving-oriented, etc., but it spends little time thinking. It works based on experience, and decisions are made as if by inertia.
And this is how it should be on a day-to-day basis so that we are agile, but leaving room for reflection, for ideas (the world of strategy), to guide us in execution. The problem is that what makes sense does not always happen in the company.
This struggle between sample indonesia mobile number action and reflection leads to great paradoxes and to the commission of great mistakes.
One of these great paradoxes is reflected in the field of marketing, in that, to put it briefly, there are many good intentions in the company that are not put into practice. Or, to put it more colloquially: “paper will take anything.”
In the field of marketing, and more specifically in that of strategy, we see how managers agree that strategy is essential for the success of the company, but at the same time they admit to dedicating little or no time to it .
It happens with strategy and with many other things. There is a disconnect between strategy and tactics, caused by the difficulty of implementing projects . And a disconnect between the company's management and the departments that execute it .
That is why many approaches, strategies and entire projects remain stuck on paper or in the company's management.
The B2B marketing paradox
I recently came across Carol Cone's study on the importance of brand purpose , in which this very thing I am saying happens.
Reading the data and taking into account the initiatives I have seen in companies in recent months, I have the feeling that there is beginning to be a certain trend in this matter of brand purpose.
I think this is great news, although there are companies that are signing up for direct commercial benefit, others have really understood the brand purpose and its implications in depth, and are struggling to implement it in their organizations (you have a good example with Coca-Cola's brand purpose ).
In the end, the latter are the ones that will come out stronger. The former will see a temporary spike in sales and then everything will return to normal (and in some cases it will come back to haunt them).
The data from Carol Cone's study reflects the trend/fashion feeling I mentioned at the beginning.
On the one hand, it gives us contextual data that tells us about the opportunity we have before us:
52% of business executives believe that brand purpose is linked to customer loyalty.
47% of employees think it influences their commitment to work.
78% of Americans think companies should take part in issues that affect society.