Subscribe on iTunes

Access special deals here

Buy Online Now!

Choose your favourite digital supplier and buy your copy of RECHARGE
by Alan Hargreaves

Click here for more information and to download a FREE sample chapter!

Contact Me

I will answer any business question.  Click here to send me your query.

Planning your next conference?

Looking for an interesting speaker with real world knowledge?

Find out more on how to Recharge your conference by clicking here

Why branding matters

More from Recharge on Air »



« Silent solutions: how keeping quiet can help | Main | How to maintain business passion »

Staying simple in complex times

Prefer to listen? Click here

Does rapid change call for big shifts in strategy?

It’s all going quicker. Product cycles are shorter. So is time to market. And, so the logic goes, marketing strategies and selling propositions need to change as well. Is that right?

On the contrary, refocusing on your core message can guide you through the complexity and overthink that characterizes rapid change. It keeps the business grounded and the firm’s identity intact.

Customers still want the same thing

When touch screen technology arrived, No one asked how it worked.  They just started using it because it was easy. You don’t have to explain a complex product development to the market. It doesn’t want to know.

If your core message is quality and you deliver an advanced version through a more complex process, your task is still to deliver quality. Rolex has either led or adopted every advance in watchmaking technology, but it’s still a Rolex. That’s why people buy them.

The key to monetising product development is improving your product without losing sight of your key message. That’s what differentiates you from the competition.

Say it’s convenience. Is your advanced version or new range still more convenient to buy or easier to use than an alternative? If so, the market will appreciate the innovation and improvement but, crucially, your key point of difference has again asserted itself in the market. They can depend on you to be convenient.

Ditto for any core message, be it speed of delivery, consistency of brand, scalability, or design. If that is what people love about your product or service, drive it even harder when you make an innovation.

Simple notions like customer service build business. I go to the Apple store because smart young people half my age almost fall over themselves to help me solve a relationship issue between my Ipad and my Iphone. And that’s after I’ve bought a product. It’s not surprising that I’m likely to buy another.

Key messages don’t change when other things do. Successful innovation is doing better what you already do best.

It’s also an inside job.

For this to work, you need to embrace it internally. How often do people think that providing “great service” only applies to counter staff? What are the people in the back office doing to help staff provide that great service? Is the driver behind new innovations delivering even greater service? Does management walk the walk by serving their staff? Do procurement officers look to how they can serve the suppliers who in turn are serving them?

If everyone in the firm is serving each other you will have the sort of culture that ensures the customer gets optimum service and keeps coming back. As a powerful differentiator, your key message must infiltrate the entire eco-system of the business. If everyone is on the same page, all decisions become simpler and they all work toward maintaining your market edge. 

It’s simple propositions that drive market presence. They don’t change when the product does. They just become more important and more powerful.


Reader Comments (3)

Just went through this. You are right that the market doesn't want to know. We ended up dropping all our advertising copy saying how our amazing changes worked and just got back to promoting our solution as the easiest. Very easy to slip into complicated strategy. Nice post.

May 24, 2012 | Unregistered CommenterJay Morecombe

The inside job is the hard part. How do you align all those people who have nothing to do with customers?

May 24, 2012 | Unregistered CommenterJim Mescal

I know Jim. We tried all sorts of things but what eventually worked well was a series of roundtables with front and back office. We just had to get them to communicate with each other. Both had issues with each other.

May 24, 2012 | Unregistered CommenterSiobhan Murphy

PostPost a New Comment

Enter your information below to add a new comment.
Author Email (optional):
Author URL (optional):
Some HTML allowed: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <code> <em> <i> <strike> <strong>