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Business Strategy

Business Strategy

Integrating Brand Purpose And Business Strategy

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Integrating Brand Purpose And Business Strategy

It’s easy to think of what your brand is there to do (purpose) and how your business intends to prosper (strategy) as separate things, different agendas. But more and more brands are looking at ways to bring these two ideas together: building and focusing their business around the wider impacts they intend to have.

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Business Strategy

Integrating Business Strategy And Brand Strategy

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Integrating Business And Brand Strategy

Not much has been written about integrating business strategy and brand strategy. It is surprising to me because this is the arena in which I most often find myself consulting. When I was at Harvard Business School my largest concentration was in business strategy. I was weaned on Michael Porter’s Competitive Strategy, Competitive Advantage and The Competitive Advantage of Nations. I am a firm believer that brand strategy, business strategy, business model strategy and competitive strategy need to be a finely woven tapestry. But to begin to envision this, we must understand the key components of each of these.

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Business Strategy

The Portfolio Approach To Strategy

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How do you drive home a strategy to fulfill your future, when everything around you is changing?

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Business Strategy Derrick Daye

The Future Belongs To Brands That Build Trust

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Brand Strategy Goldman Sachs Trust Greg Smith

Goldman Sachs is back in the headlines, much to its dismay, I’m sure. In a March 14 New York Times op-ed, ex-Goldman head of US/Americas Equity Derivatives in Europe, the Middle East and Africa, Greg Smith, excoriated his former firm, accusing it of having a “toxic and destructive” culture that ensures the “interests of the client continue to be sidelined.”

The bottom line, or the “basic truth,” as Smith puts it, is simple: “If clients don’t trust you they will eventually stop doing business with you.” With his dramatic, audacious farewell, Greg Smith has put trust front and center again for business leaders, and, no less so, for brands as well.

But it is important to understand the nuances and overall context of trust in order to get it right. From my experience in tracking consumer attitudes I see two sorts of trust, one institutional and the other transactional. Both affect brands but only one can be managed by brand marketers.

Institutional trust is an element of broader societal trends and is less about institutions per se than about how people feel about themselves. Institutional trust has been on the decline since the mid-1960s – for people of all political ideologies – as conformity and regimented social norms have given way to individuality, autonomy, diversity and self-determination. People have less use for big institutions because they no longer believe such institutions fit their values. Such institutions used to fit; now they don’t.

Ronald Reagan is often given credit for teaching America that ‘government is the problem,’ but his message resonated only because it found an audience already attuned to the idea that big institutions were no longer relevant, and not just government but all big institutions.

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Business Strategy

Strategy: 6 Guiding Principles

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Business Strategy Brand Strategy Mike Tyson

When Mike Tyson said, “everybody’s got plans…until they get hit,” everyone knew intuitively what he meant. Simply having a strategy is no guarantee of success.

Napoleon had a strategy till the Russian winter exposed its flaws. Pompey had a strategy until Caesar outfoxed him. The best laid plans are often laid asunder by the quirks of an uncertain and uncaring universe.

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