A clear strategy from the onset is critical to your success, REGARDLESS OF THE MAGNITUDE OF YOUR OBJECTIVES.

For over twenty years, I have been a front-seat observer of how companies succeed or fail, and the one thing that differentiates them is their attitude and approach to strategy.

 

I want to help you reach your all your marketing objectives with creative and innovative strategies and tactics.

 

What I DoContact Me

20+ years of experience is not just a number

It takes twenty years of doing to have twenty years of experience.

Sounds logical, right? You’d be surprised how many claim experience and talent right out of school! Marketing experience is not gained through textbooks but in grinding day in day out in the real world. It’s about making mistakes and learning from them. It’s about our capacity to adapt to a capricious and unforgiving marketplace, populated by cut-throat competition, by using everything we’ve learned and experienced throughout our lives. It’s about deploying our entire arsenal when it’s time to compete.

I’ve made my share of mistakes in my earlier years, but they’ve made me a stronger, more creative and extremely focused marketing strategist.

Let’s meet soon. I have funny and compelling marketing anecdotes to tell you, and I’m looking forward to hearing yours!

"The essence of strategy is choosing what not to do."

— Michael E. Porter, American economist and founder of strategic management

"In real life, strategy is actually very straightforward. You pick a general direction and implement like hell."

— Jack Welch, former CEO of General Electric

"The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time."

— Henry Ford

"The future is already here – it's just not evenly distributed."

— Willian Gibson, American science fiction author

"However beautiful the strategy, you should occasionally look at the results."

— Sir Winston Churchill

"Strategy is not the consequence of planning, but the opposite: its starting point."

— Henry Mintzberg, management thinker and “enfant terrible” of strategic planning theory

"The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation."

— Henry Mintzberg, management thinker and “enfant terrible” of strategic planning theory

"Winning should be at the heart of every strategy."

— A.G. Lafley & Roger L. Martin in their book Playing to Win: How Strategy Really Works.

"Culture eats strategy for breakfast."

— Peter Drucker, American economist and pioneer of modern management theory

"Transient advantage is the new normal."

— Rita Gunther McGrath, Professor at Columbia Business School, Rita Gunther McGrath, Professor at Columbia Business School, criticizing Michael Porter’s old postulate of long-term competitive advantage as no longer being valid or useful in today’s hyper-competitive business environment.

"By failing to prepare, you are preparing to fail."

— Benjamin Franklin

"If you don't know where you are going, you'll end up someplace else."

— Yogi Berra, American baseball player

"If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering."

— Jeff Bezos, Founder & CEO of Amazon

"Building a visionary company requires one percent vision and 99 percent alignment."

— Jim Collins & Jerry Porras in their book Built to Last: Successful Habits of Visionary Companies

"Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win."

— Sun Tzu, Chinese philosopher and military strategist

"Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today."

— Gary Hamel, American economist and business consultant. Together with C. K. Prahalad he is considered the founder of the core competency concept.

“A goal without a plan is just a wish.”

— Antoine de Saint-Exupéry, French writer and pilot

"Someone is sitting in the shade today because someone planted a tree a long time ago."

— Warren Buffett, American business magnate, investor and philanthropist

"Strategy execution isn’t something other people should worry about while you are doing something far more important."

— Jeroen de Flander, Dutch expert on strategy implementation

"Business opportunities are like buses, there's always another one coming."

— Richard Branson, British business magnate, investor, and philanthropist

"There is nothing so useless as doing efficiently that which should not be done at all."

— Peter Drucker

"Strategy is the economy of forces."

— Carl Philipp Gottfried von Clausewitz, Prussian general, military theorist, and writer

"The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption."

— Clayton Christensen, American economist best known for coining the term disruptive innovation.

"An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage."

— Jack Welch

"Strategy is buying a bottle of fine wine when you take a lady out for dinner. Tactics is getting her to drink it."

— Frank Muir, British actor and comedy writer

"A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent."

— John P. Kotter, world renowned expert on change management. Complacency is considered one of the biggest strategy traps established big corporations can fall into.

"Never interrupt your enemy when he is making a mistake."

— Napoléon Bonaparte

"Sticking with a plan when you are winning sounds simple, but it's easy to become overconfident and get caught up in events. Long-term success is impossible if you let your heat-of-the-moment reactions trump careful planning."

— Garri Kimowitsch Kasparow, Russian chess player and politician

"The biggest risk is not taking any risk... In a world that changing really quickly, the only strategy that is guaranteed to fail is not taking risks."

— Mark Zuckerberg, Founder & CEO of Facebook

"A vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more."

— Rosabeth Moss Kanter, American sociologist and Professor at Harvard Business School

How strategic was your latest marketing meeting?

It’s fascinating the number of hours marketing teams can spend being in tactical mode. Too many executives feel more confused after a marketing meeting than before they started attending it. This sense of confusion is born from the persisting lack of direction they feel after walking out of these meetings.

Strategy

Now is not the time for a seminar on strategy, but one thing you need to know is that a good strategy is the best tool to keep your marketing activities on course and focused on what you want to achieve. In short, a strategy is everything required to reach the best results. People don’t believe, at first, they need one because they think that because their objectives are simple, they can forgo the strategy stage. They consider the time and cost required to build a strong strategy expenses, when in fact, they’re sound investments in the company’s future success.

I’m here to help you not make that mistake. Let’s take our first step together.

The Right Dosage of Risk-Taking

Why take unnecessary risks by not doing the right thing from the onset? Winging things and hoping for success is not much of a strategy. That’s high-risk gambling with your company and your employee’s future. On the other hand, investing in a well planned and well executed strategy with just the right amount of risk-taking is how successful managers always operate.

Let’s get you back on course.

The Right Mix of Old-School and Cutting Edge

It’s no secret that proven strategies and tactics are no good if they’re not adapted and customized to fit modern times.

Trusting the Process

Crafting a good strategy is a process. It takes time. In fact, the more forecoming you are in the initial phase of the strategy development, the less time it will take. At first you will wonder where all this is heading, why all these questions, why all this attention to detail. Details are everything in our business. Understanding your audience, piking the right amount of features, tweaking your USP (unique value proposition) and other important things are vital to your strategy’s results. You must trust the process.

I’ll help you all the way to the finish line.

A Creative and Agressive Tactical Plan

Once your strategy is ready and has been approved by all the stakeholders in your organisation, it’s time to get tactical.

This is when we begin the tactical plan development. Now we brainstorm on everything we need to pick from our arsenal or create new tactics from scratch to achieve success. Normally, a successful tactical plan is not limited to one tactic. It’s a combination of multiple elements that operate in synergy to achieve the desired objective.

It’s a complex process when executed properly. But I’m here to help you.

Common Mistakes

“I don’t have time or the money to ‘strategize’! I just want something, anything to boost my sales. Can you do that or not??”

Retail Business Owner

Common Mistakes

“A business development consultant told me that all we needed was a beautiful website, some AdWords and people would click on the ad and sales would pick up.”

Technology Business President

Common Mistakes

“In our latest marketing meeting, we decided that the strategy should be to take a full-page ad in JAMA for six months and see what happens.”

Big Pharma V-P

Common Mistakes

“Marketing strategies are for large corporations, not for a retail chain like ours. We’ll just use social media.”

Retail Chain G.M.

Common Mistakes

“We’re unique. We have no competition. Why would we spend money on brand strategy? All we need is a new logo!”

Big Data Firm Marketing Director

Common Mistakes

“Our strategy is based on weekly posts on Facebook and Instagram, we don’t need more.”

Large Renowned Restaurant