2. CHANNELLED MESSAGING
Reach out, connect and, engage: Three essential and fundamental steps in establishing relationships, influencing consumer decision-making and projecting one’s own image.
The modern digital marketplace confers multiple channels. Indeed, possibly too many, to the extent that market segmentation has degenerated into market fragmentation.
Moreover, exposure-time to communications is often measured in low-order single- digit seconds.
Thus, first impressions count, – but don’t last.
 
Impact, relevance and resonance are therefore aspirational imperatives, yet are seldom achieved.
Access to, and the utilisation of the various channels reflect on a recognition of, and investment in capacity.
That inevitably means capital outlays. It also represents immense potential … often unrealised or fulfilled.
 
Why then – seemingly, and consistently, – is so little consideration given to capabilities?
In the rush to get the message out, the importance of context is often overlooked.
The primary focus seems to centre on self-interested content – products, if you will.
 
Presenters are selected on product knowledge; presentation skills are peripheral. (Big mistake).
Use of substandard Skype, videos and webinars is accepted, tolerated and utilised.
What’s the rush?
First impressions count.
Last impressions last, but many are not positive.
 
Quality control in production, logistics and assembly is typically a high-order key performance indicator.
The featured units look good, function well and represent great value.
It’s sad that so many sit forlornly on displays, rapidly aging and being devalued.
 
With such a compelling story and proposition, why is it difficult, if not seemingly possible, to get “cut-through”?
Well, it could be, and probably is, an absence of quality-control being applied to the channels, including Skype, webinars and videos.
Demanding high quality presentation is not necessarily vanity.
In many instances it is that the selected channels and presenters are not fitting or consistent with the desired image of the specific product, services, entities and brand names which needs to be addressed.
Less rush, selective choice of channels and a discerning use of presenters are, individually and collectively, investments in value, integrity and competitive advantage.
They may involve a little more time, but then again, in the current digital marketplace there are no short-cuts.

3. MONEY-BACK IS NO GUARANTEE 
“Quaint” is not the response that businesses would hope for when reintroducing “money-back guarantees”.
And yet that is the essential consensus among modern, contemporary consumers and clients.
Nostalgic, redundant, outdated and very 1960s are other common references.
 
Sensitivity to, and awareness of consumer rights, the presence of regulatory authorities like Consumer Affairs, and the potential power of social media comments, with the attendant capacity to inflict brand-damage, reflect the evolving litigious nature of the prevailing marketplace.
Implied rights, and the expectations of consistent quality reflect that the power pendulum is well in favour of consumers.
Indeed, offers of a money-back guarantee can be a double negative (without the advantage of the sum-product being positive).
That is best explained by the suggestion, or prospect of the product, service or application, not meeting expectations and the necessity (and inconvenience) of product return, time involved, opportunity costs and the unresolved need for the customer having to seek out and purchase a replacement, substitute or alternative.
 
The consequential stain on the brand names of the business, product and service will reflect poorly on quality and value.
Some things, it seems, are best left in the past and considered to be “quaint”.
Moreover, a money-back guarantee may be totally inappropriate.
For example, a struggling Asia-based international passenger airline would gain little advantage, competitive edge or traction with a money-back guarantee.
Money, or its return, can’t buy and secure some things … safety, security and well-being included.
 
THE BOTTOM LINE
Making, and consistently delivering a promise, without compromise or qualification, have recognisable value. Fulfilling the ideals of “peace-of-mind” purchasing.
No considerations for product returns, like that effected in 2017 by Kawasaki with a range of four-wheel, all-terrain vehicles, should be implicit, explicit or experienced.
Happiness will be widespread among consumers, prospects, and selling staff members when there is no need to offer such incentives or reassurances. I guarantee it.

4. IF ONLY I KNEW … TO NEVER SAY NO TO NEW
Nothing in business is sacred, or protected. It is appropriate that nostalgia has little role to play in current operations, planning and analysis.
Good ol’ customer service will, and does fail in the contemporary marketplace.
Likewise, successful past marketing campaigns – which are often the very foundations of the current presence of a company, brand, product, service or application – need to be kept there … in the past.
Their relevance and currency are at best marginal.
 
It is understandable that many business leaders and owners are perturbed by the rapid and accelerating rate of change.
Evolution is typically slow, progressive and somewhat predictable.
For some, revolution is simply evolution on steroids. Time horizons are concertinaed, risk factors increased, error rates ditto, margins are squeezed, outgoings tend to expand and profits are trimmed.
Intrusions by global competitors, disruptors and alternative platforms compound the issues and challenges.
 
WHAT A DRAG
Revision, refinement and amendments to existing strategic plans, tactics, philosophies and goals tend to be the norm.
Adaptations to past and current practices are often constrained by the thought and action processes of the past.
 A torn, wet and saturated trailing main-sail makes even an elite, tech-driven 12-metre yacht uncompetitive.
There are simply some things that technology cannot overcome.
 
NEW, NO OR KNEW
Customers, clients and the marketplace in general value and reward that which is new.
Removal of any presence, shackles or a taint of the past frees up competitive positioning.
Old is never new again.
Lessons from the past are valuable, and should be valued.
They provide an alternative prism through which all new concepts and proposals should be viewed, analysed and implemented.
Thus, grey hair and experience have much to contribute, and to complement the raw enthusiasm, energy and urgency of younger team members.
 
MODEL MANAGEMENT
Optimum potential can be most readily identified and charted with the introduction of new, dynamic and moveable business models.
There is no scope for half-measures. Jumping a puddle or brook by halves is fraught with danger, possible injury and adverse consequences.
Most refreshing, is the fact that given the framework of a new business model, there are no precedents or lingering lessons.
New rules and lures are being conceived, written and understood in the here-and- now.
 
BASE JUMPING
In many respects the most resilient, successful and progressive management teams will be those which are prepared to make the jump from a new base, which begins with zero.