Cause marketing is nothing new. When a for-profit business supports a nonprofit, the company mission is about something bigger than itself. Sponsoring a cause is beneficial to both the company and the organization, which is why it’s a concept often-executed. Being viewed as a company who is helping a good cause appeals to customers. And although this noble work ultimately helps the business make money, one would hope that the business sincerely cares about the cause regardless.
Brand Strategy & Planning
We often remind our clients not to worry about the competition, just focus on your customers. We’ve held that belief for a long time, and loved it when Jack Ma brought the idea to the world.
People—all of us—will only buy when we feel sufficiently comfortable. We need a level of confidence in the value we think we’ll get.
Brands are a way to associate levels of value that we think products or companies hold for us. This ‘brand perception’ may come from our direct experience or have been communicated through sources we find credible.
Most marketers are using digital content and social media. But they often approach these channels as new electronic versions of traditional mass media communications. That means they’re missing out on some of the biggest opportunities that the web and social media can create for their brands. Worse, their reputations are at risk of being overrun by the transparency, speed and reach available to customers for sharing their opinions and information.
A brand embodies the meaning of a business, rolling up all its complexities into a clear expression. From the outside, this helps customers make sense of the company’s products and services. Internally, authentic brand meaning focuses the purpose and work for both business and consumer companies.
Defining and building a brand is difficult. The first hurdle is getting the organization to value the potential of their brand and the importance of a dedicated brand management function to strengthen and build it.
Why are Brands Important for Midmarket Companies?
Traditional marketing plans start with research, followed by planning and execution—in that order. Long-term marketing planning is important, but the ability to respond to marketplace events as they unfold is becoming a crucial planning and management skill.
A Conversation with Ben Hill, Director of Marketing, Northwestern Medicine
A world of change
Spurred by a long and steady rise in cost, as well as extensive new policy and legislative requirements, healthcare is undergoing massive change. And these change dynamics are leading to innovation within healthcare provider systems, among physicians and administrators alike.
Consumers have choices
Innovation is a sensitive process. Creating a hospitable climate for innovation is a leadership skill. In her newest book, Midnight Lunch, The Four Phases of Team Collaboration Success from Thomas Edison’s Lab, innovation expert Sarah Miller Caldicott peels back the study of successful innovation practices, to find what it takes to establish a culture and a process where the seeds of new possibility can sprout and grow.
The 4 Phases of Team Collaboration Success.
Organizations face dramatic changes in their marketing channels. They are contending with enormous industry changes. They struggle to understand exactly which direction to take. This is not true of just a few companies. Everyone must change and evolve in order to keep their competitive advantage and to exploit boundless opportunity of our expanding markets.
All too often—and too quickly— marketing planning falls to the discussion of tactics, and the thinking becomes limited by what has been done before, or what people can imagine possible.
Whether marketing thinking also arises from disagreement among the planning team, narrow, insufficient support for ideas, or failure to sell in to leadership. The net result: the organization makes incremental changes, and fails to realize the potential of innovative or game changing opportunities.