Stakeholder engagement

As we approach the silly season, our minds are on gifts inside the box… the ones we will be wrapping for friends and family. We would like to throw a challenge to think outside the giftbox, on your business and marketing goals for 2019.

For many B2B organisations, this time of year can be quieter when it comes to ‘traditional workload’, and becomes an ideal time to harness the collective intelligence of their teams to align vision and goals ahead of 2019. Workshops are an ideal vehicle to achieve this alignment prior to the summer break to bring new energy to your business in 2019.

Is it time to ask:

What challenges will the new year bring for my organisation?

What ideas can I bring to start the year off with a bang?

How can I ensure my brand messages are clear and understood?

How can I ignite my team’s passion in the new year?


Facilitated workshops not only allow you to leverage your existing resources and gather smart ideas, it also ignites collaboration and helps bring teams together behind a common goal.

What workshop will ignite your team in 2019?

Marketing & Communications Strategy Workshop

Many of our clients have come to us with a similar problem – they are just too busy working to stop and plan. Scheduling a half day strategy workshop where your team can plan, create and share knowledge allows them to step outside the rush of day-to-day doing. These workshops help extract the information about your target market, competitors and current state of play to help make your marketing more effective. A marketing strategy session in December is particularly helpful to map out the year ahead from a budgeting, resourcing and planning perspective.  

Project Planning Session

Are you planning to launch a major initiative, a merger or acquisition, a rebrand, or entering a new market with a new product? These projects impact many departments over and above the daily BAU, and many other conflicting priorities arise over time. A planning workshop is a strong mechanism to help align teams and effort in advance of the new calendar year, to ensure all stakeholders agree on a clear, delineated path forward.

Brand Activation Workshop

Is your brand feeling a bit flat or staid? Does it need just a bit of energy injected to make it sing in 2019?  This workshop is designed to extract your key objectives, key channels and clarity on what tactics and activity will drive the best result against a manageable action plan and/or calendar.

Employee Value Proposition (EVP) Workshop

Brands are built inside out, by motivated and committed employees who understand the organisation's vision, values and behaviours. The Employee Value Proposition (EVP) – when aligned and clearly articulated – shapes the culture of an organisation and is central to the employee experience. This experience will assist the organisations' ability to attract and retain the best possible talent in the market. For more information see our Whatmatters blogs: Winning the war for talent: The employee value proposition and Harnessing the power of employee branding to amplify your brand.

Building a Referral Network Workshop

Word of mouth is becoming increasingly important for all organisations, and often they turn to their networks for advice. Developing strong referrals can be a far more cost-effective and successful form of marketing than traditional advertising, with extensive material benefit and goodwill. BrandMatters has developed a simple guide to developing referral strategies that organisations can deploy in the year ahead. Contact us to learn more.

Developing a Value Proposition Workshop

Does your organisation have a clear view of the value it brings to your customers? Or is it opaque or confused? Over time, value propositions may become blunted as businesses evolve, and even marketing professionals may have difficulty in translating this for the business. This workshop is designed to sharpen your organisation’s focus in developing a value proposition that can be delivered by all your teams across all their customer interactions. See our WhatMatters blog: The power of brand purpose.

Bringing your team on the journey is a great way to keep them motivated, refreshed and energised. BrandMatters are experts in facilitating these workshops and it is an ideal way to ensure you get the most out of your ‘internal brains trust’ to kick start 2019 with a clear vision and direction. Contact us to talk about your brand challenge for 2019 and how we can help.

Wednesday, 05 September 2018 10:31

TCorp provides best-in-class investment management, financial management, solutions and advice to the NSW Government family, delivering sustainable returns and financial efficiencies for the benefit of the state of NSW. As part of wider transformation programs, TCorp initiated its largest brand refresh in a decade.

As part of our brand commentary series, each week members of the BrandMatters team will discuss some of the week’s biggest, and most newsworthy, brand challenges.

Over the past 6 months, there have been quite a few major brands who have faced various crisis situations. Facebook, AMP, Uber, Starbucks and Optus to name a few. Some have been self inflicted as a result of wrong doing or failure in meeting customer expectations. Others have been as a result of something out of their control in which case the company's reaction can make or break the brand and the company's reputation.

All companies, regardless of their size, need to be prepared in some way for a crisis situation. The way you handle a crisis should be both pro-active and re-active. The strength of your brand can soften the blow of a crisis and therefore the pro-active strategies are mainly centred around building a strong brand that has a wealth of trust and integrity built into its equity.



Build it and sustain it. Continually bank deposits into your brand’s trust bank.

Once you have articulated your brand story and brand values, it is vital that you focus on constantly delivering on the promise. This is not just a one off development piece, you must deliver on your brand over and over again so that your customers begin to trust your brand. Your strategy should be to actively make deposits into your trust bank – building the trust and faith in your brand and your business.

The more trust you have built up for your brand, the better placed you will be to recover from a crisis.

Example – Apple

Apple’s brand promise is focused on seamless design and simplicity. It is not so much focused on cutting edge technology, but more on humanising that technology and injecting humanity into design. They deliver on this promise, not only via their product design, but through their branding, their end to end customer experience – from the brand messaging, to the instore experience. From a consumer perspective, they continue to deliver on their promise over and over again – therefore they are perceived as a deeply trustworthy brand.


Make sure your team hold the same values as your brand.

Your brand values should form the basis of your organizational values. These values should be communicated to the team upon induction and lived through the team culture on a day to day basis. If the entire organization is on the same page, they are more likely to make the right decision if they are faced with a crisis.

If your culture does not match your customer facing brand, you will be at risk that the reaction to a crisis will be at odds with your brand's position. If your internal culture marries with your brand values, your organisation is much more likely to have the appropriate reaction to a crisis.

Example: Virgin

Virgin demonstrates perfectly the intrinsic link companies should make between their corporate and employer brands – the two are one and the same.

As consumers, our brand expectations of Virgin are high, and all of the experience is delivered through the employees, so it is vital that the employees hold the same values so they treat customers appropriately and deliver on customer expectations.

With over 71,000 employees, Virgin has built its brand by aligning the customer experience and brand values with its employee experience and culture.

“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” Richard Branson.




Depending on the level of damage and the size of the crisis, taking ownership of the issue publicly is often the first best move by an organisation. Taking responsibility and admitting the error can often start the process of mending the situation with your customers.

A sincere apology can go a long way with repairing the damage to your brand. But more than this, action that visibly demonstrates that you are dedicated to ensuring this never happens again, and that you are taking steps to repair the damage to your client’s experience.

Example: Triple M

Triple M reacted within minutes to the indecent comments made on-air by Barry Hall, he was removed from the broadcast and dropped by the Southern Cross Austereo owned network. Triple M’s immediate and strong actions sent a clear message that this behaviour is not in line with their values. Given this is not the first time the brand has been associated with innapropriate ‘boys club’ discussions on air – the speedy acknowledgement and reaction sent a very clear message. 

Perhaps a story with a less satisfying result is Optus’s coverage of the World Cup.

Example: Optus

With their recent World Cup coverage failure, Optus procrastinated on how to respond for a few days, while it tried to address the technical issues. First, they passed the rights of the football coverage to SBS for the remaining games and secondly they offered free streaming of Optus Sports to the end of August. Unfortunately, for the soccer loving Aussies – especially those who signed up purely for the World Cup coverage – this reaction was too little too late.

"In Australia it really is like a religion and I think that is why we are seeing some of the outrage we are at the moment," SBS boss Michael Ebeid told RN Breakfast. 

Instead of spending money on apology ads, that money may have been better spent providing loyal Optus customers with extended months of free streaming, which is a tactic employed by Telstra in the past when confronted with outages.


You can’t change what has happened in the past, however you can stay focused on the present and future. Bring forward the positive things your organisation is doing - whether it be via content marketing, social media or paid advertising. Use this to deliver a positive message and rebuild your organisation’s public image. Be aware, that this advice is dependent on how severe the crisis is; you don’t want this to appear as if you are trying to sweep the damage under the carpet.

Example: Westpac

While the Royal Commission continues to investigate all the wrong doing of the major players in the banking world (including AMP, Westpac and Commonwealth Bank) Westpac is in damage control mode with a number of prongs to the strategy.

At about the same time, Westpac took the decision to upweight their advertising spend Westpac’s Rescue Helicopter service, showcasing their community focus – reigniting their brand promise of helping in the moments that matter. This may have been planned proactively or a coincidence, regardless, it will remain to be seen if this strategy can soften the blow of the banking scandal – consumer trust in banks has taken a beating over many years, therefore the repair work that needs to be done is huge. 


Reputation is something that is hard to build and very easy to lose, particularly in the digital age where information is so accessible and free flowing. Transparency is vital and hiding the truth is not easy.
Responding quickly can be the key to softening the blow of a negative situation, social media chat is often instant and spreads fast – which leaves companies in a situation where they don’t have time to plan out their response. Companies are expected to be open 24/7 for comment or response, therefore you need to ensure your team (everyone from customer service support to your technical team) need to be well-versed in the style, tone and response expectations of the new channels. In other words, it is important to set your story straight and have very clear communication channels to ensure the entire organisation is aware of the way to respond.

Example: Uber

Uber’s brand has taken a beating over the past year with a raft of wrong doings – the public has rallied together with #DeleteUber movement resulting in over 200,000 consumers deleting the app from their phones. While the company has released statements, there has been a lack of transparency in terms of what actions they are taking to rectify their issues – from employee treatment to sexual harassment and safety concerns. The public, it appears, do not feel convinced that they can trust the brand.


Trust in a brand is built over time. Trust can be severly damaged but can also be recovered. With the right amount of effort and time, it’s often possible for a brand to make a full recovery, but only if all effort was taken to build deep trust beforehand.

Fortunately, not every business crisis will get as much attention as Westpac, Uber, or Optus, however it will always take time to repair a reputation and move on.

If the worst does happen, the best approach is to own up, be transparent and apologise. Identify what went wrong and take demonstrable action to ensure it doesn’t happen again, and, above all else, show your customers that you are continuing to put their needs first. 

BrandMatters are experts in building strong and resiliant brands. Contact us for a brand health check.


Imagine having a clear plan for all your marketing activity, one that is informed by years of experience and a deep understanding of your audience.

Marketers have known for years it’s not just what you do, it’s how you do it. And the key to a successful rollout of marketing activity is clear-minded, researched and informed marketing planning. Planning for marketing ensures you not only understand your audiences, but also when best to communicate to them.  

The benefits of marketing planning

The benefits of marketing planning are many, and of course, extend beyond segmentation:

  • For your marketing function it provides a step by step calendar to deploy, providing the sense of ownership and participation.
  • For clarity of activity, it sets out a calendar of content, so your key messages can reach your different audiences consistently and in a way that is manageable.
  • For transparency of marketing spend, it delivers clarity around the best use across channels so investment is made prudently for maximum return.]
  • For your business, it demonstrates the marketing function not only understand the offer but can drive and generate further demand in a methodical and pragmatic way.
  • For your Board, it delivers assurance that the firm and its offer are being promoted in the best and most effective way within a competitive and crowded marketplace.

Principals of great planning

Three key principals can assist when initiating a marketing planning process:

  • Deliver genuine value: Your clients are time poor and busy, so deliver content that is worthy of their attention by constantly asking – what pain point am I helping to solve with this blog / video / white paper? \
  • Keep it realistic: Whilst all singing all dancing advertising and celebrity endorsements are great in theory, when you are a small business they aren’t exactly practical. Make sure that your marketing plan takes into account the realistic budget of the business.
  • Deliver consistency: Just when you are tired of saying it, your audience is just starting to hear it. Consistency built into all of your plans is essential so your message cuts through.

Activating your marketing internally

Planning for external marketing activity will certainly engage your external audiences, but what about internal audiences? All your people are brand ambassadors, and if they also believe in the messages your marketing seeks to deliver, they become living and breathing brand marketers for your firm.

Engaging internal audiences is critical for internal buy in, internal understanding, internal advocacy, which in turn externalises and further strengthens your marketing. Word-of mouth, social media, referrals: all of these are tools of marketing and proactively planning to activate your internal audiences to deliver these is a powerful tool.

Whether your year end is June 30, or based on the calendar year for 2018, marketing planning is essential for your firm to come out strong in the first half of 2018.

Imagine being recognised in your market place, with your customers being clear on exactly what you offer, and the benefit you deliver. Marketing planning is essential to deliver that aspiration.

If you’re unsure where to start on your 2018 marketing planning BrandMatters has a number of resources on our website here And if you need further assistance, don’t hesitate to get in touch directly here

To grow and improve performance in this competitive world, businesses need top quality employees who are aligned and engaged. However global demographic predictions have identified that in the coming years certain areas of the population will have a reduced supply of talent due to decreasing population. In these instances, businesses will struggle to win the best and brightest over their competitors. In other areas, exploding population size will result in an oversupply of talent, with businesses struggling to identify which employees are the right fit.

Alongside these challenges, there is also the inevitable instability in the market to contend with. Economic downturn brings the requirement to drive down expenses and reduce margins, yet maintain quality of output. This results in smaller recruitment budgets and more pressure internally to ensure optimum productivity of people.

Faced with these challenges, a strong employee value proposition (EVP) becomes a vital tool in the battle to find the right people, as we found when we spoke to 14 senior brand leaders as part of our Brand Leaders 2017 Report.

How an EVP helps win the war for talent

An EVP summarises the wider vision of a business and defines the employee’s role in delivering against that vision. In its simplest form, an EVP defines where a business is going, what it requires from its employees to get there and what it will provide to them in return. But is an EVP really that valuable in winning the war for talent? Yes it is.

With 75% of prospective employees considering an employer’s brand before ever applying for a job, and 69% of prospective employees saying they would not take a job with a business with a poor employer brand - even if they were unemployed, the power of an EVP in attracting talent is clear.

A strong EVP attracts applicants by:

  • Defining what your organisation offers your employees over and above competitors
  • Expanding the meaning of your business beyond commercial outcomes, helping prospects buy in to your wider mission
  • Outlining the benefits of working with you in a way that is relevant to what your prospects want from their employer
  • Providing a reason to buy in to your business above remuneration
  • Ensuring your reputation becomes a talking point, resulting in more talent proactively approaching your business

In time, this results in a reduced dependency of expensive recruitment processes and suppliers, and your HR team having a larger pool of applicants to select from.

Simplifying the qualifying process

However, a large number of applicants presents its own challenges, if the business then expends time and money sorting through and interviewing to get to the right candidate. This is why an EVP’s role is also to sort in, and sort out applicants at every stage of the process.

An EVP supports in the qualifying of applicants by:

  • Showing that you stand for something clear – by standing for something, you inevitably stand against something else, ensuring that applicants who don’t align to your values don’t apply.
  • Being clear on what is expected – by setting clear expectations around behaviours and values, you ensure you only review applications from those applicants willing to align – and you can check this during the interview process.
  • Ensuring a more straight-forward review process – armed with a clear EVP, HR teams find it easier to evaluate each applicant because the criteria they are using are simple and clear.

Key considerations when crafting an EVP

  • Make sure your EVP clearly stands for something – in order to do this, the organisation must be comfortable with not appealing to everyone.
  • Make sure it is distinctive and ownable – with hundreds of seemingly similar businesses in your industry to choose from, your EVP needs to be different to your competitors in tone and offer.
  • It needs to be relevant – does your target market care about what you are offering? With each passing decade, the priorities of the workforce change, is your EVP making promises that your workers care about?
  • Have personality – you are speaking to humans, so your offer needs to be expressed in a way that is human too. Professionalism is still important, but jargon-heavy offers paint a picture of an impersonal business culture.
  • Reflect the business on its best day – injecting a level of aspiration gives applicants something to be excited by however….
  • ….it has to be true. Painting a picture of a ‘tech focused workforce’ will attract the most innovative applicants, but they will leave quickly if the promises you’ve made are not being kept.
Monday, 09 October 2017 11:59

There’s no doubt that digital is a powerful tool for brands, with many brand-building benefits: 

• It engages and drives word of mouth.
• It provides a medium for rich, relevant, deep content.
• It enables one-to-one targeting.
• It is often seen as more trustworthy, thanks to the authentic nature of consumer commentary and feedback.

As digital is now such an important part of the marketing mix, we investigated how digital marketing is viewed in organisations today as part of our Brand Leaders 2017 Report.

The landscape within which customers interact with businesses is experiencing rapid and constant change, and we found that senior marketers can sometimes be sandwiched between the strategic requirements of C-suite executives and junior marketers distracted by the latest and greatest digital channels and tools.

In addition, within some organisations, different teams hold very different views on the importance of digital marketing versus a more traditional, personal service model.

We found that, just like the attitude to brand varies across organisations, so does the approach to digital strategy, with two attitudes being prevalent: digital leads, or digital follows.

The two contrasting approaches

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In this fast-changing marketing landscape, how do we ensure we don’t lose sight of the importance of brand?

How can we ensure that our brand and our digital platforms are interacting in a way that delivers the best outcome for our customers and our business?

Marketing effectively in a digital world

Diageo’s CEO, Ivan Menezes, articulated it well by saying: “It is not about ‘doing digital marketing’, it is about marketing effectively in a digital world.

Digital strategy should not replace, or operate separately from, the broader strategy of the brand. Rather, it should be treated as an important tool amongst the broader suite of communication tools.

Whilst digital campaigns, social media initiatives and compelling content are absolutely key in driving the growth of a business, these tactics have limitations in setting a long-term platform for the brand. However, when integrated into the business, brand and communications planning process, these critical tools communicate a brand’s positioning effectively.

The power of brand

Brands have the power to create meaningful connections between customers, employees and services/products.

Putting your brand strategy first will streamline your digital strategy and prevent your team from getting distracted by the latest and greatest.

No matter what the channel is, what’s most important is that your brand positioning shines through via consistent messaging and customer experience. An integrated, connected approach is key.

To download the Brand Leaders 2017 Report, register here.

When it comes to executing the marketing function, small and medium businesses experience a number of challenges. Without the budget of a larger organisation, it’s not possible to hire a marketing team covering all the skills to fulfil all the different marketing needs that the business has. The demands of marketing are many and diverse. At the senior level, the marketing function needs to be able to develop and present thought-leading and accountable brand and marketing strategies and business cases and confidently persuade top management and the board of the merits of marketing initiatives. While at the mid and junior levels, marketing needs strong operational, project management and execution skills in a variety of disciplines: lead acquisition and nurture, content creation, campaigns, social, digital, events, SEO/SEM, advertising, media, CRM and more.

These are two quite different skills sets, and often, small and medium businesses (SMEs) have a single marketing person who cannot span both. They often have a more junior marketer who can execute the day-to-day marketing tasks and initiatives but is not experienced enough to develop marketing strategy - and there is no-one in the business who can coach and mentor them to grow and develop. At BrandMatters, we see this challenge particularly in mid-tier professional services businesses including accounting, financial services, legal and investment management firms, as they just don’t have the budget to hire the senior marketers that they really need. Or they may have a single, mid-level marketer who simply does not have the bandwidth to undertake all the marketing initiatives required for the business to grow.

Added to that is the reality that there is typically a low tenure rate for marketers. This turnover is a constant frustration – and a hefty expense - for businesses. The churn leads to disruption in the execution of marketing plans, lower confidence rates in marketing within the organisation, significant time spent searching for, interviewing and onboarding new recruits, and high recruitment costs, often at 20% of salary.

For start-ups and small businesses, it’s a big leap to employ their first marketing person, as it will take time for the marketing they undertake to start to generate sales and income for the business and hence pay for that marketing resource.

So how do SMEs develop a best-in-class marketing function, despite these challenges? How do they access all the different marketing skills they need, increase their marketing capacity, mentor and develop junior marketers, maintain stability and consistency, and reduce marketing recruitment costs? And how do they do this in an accountable and sustainable way?

The team at BrandMatters has been asking the same questions, and in response, we’ve developed BM Inside to remove the obstacles to best-in-class marketing for SMEs.

The BM Inside service places a BrandMatters marketer inside a business for as many days per week as they need, for as long a period as they need. It could be two days per week for three months, five days a week for 6 months or any other combination – the business decides what’s right for them. Best of all the service is completely flexible and can be started, stopped, and dialled up and down in line with requirements.

BrandMatters assigns an appropriate marketer according to the skill level that the business requires, and the business pays no recruitment costs. The resource can be up and running very quickly. The marketer becomes a seamless part of the client’s team – but at the same time remains a member of the BrandMatters team, with access to BrandMatters’ deep brand and marketing expertise. They can tap into the BrandMatters senior team members’ experience at any time, and their briefing, performance management and professional development is managed by us. In addition, BrandMatters maintains oversight of the ongoing execution of client deliverables and quality control, making the service completely accountable.

BM Inside creates immediate marketing momentum. BrandMatters’ knowledge of the client’s business combined with the practical experience and know-how of the marketer means the typical three-month ramp-up time of a new employee is eliminated.

BM Inside allows small businesses to bring on their first marketing resource in a right-sized, cost-effective way, so they can start to generate marketing returns before the business commits to a full-time employee. It allows medium businesses to bring on an additional, perhaps more senior, marketing resource to develop strategic marketing plans and coach and mentor junior marketers. And it allows resource-challenged organisations to bring on an extra pair of marketing hands quickly and cost-effectively as required.

As an added bonus, the BM Inside resource and the client have seamless access to BrandMatters’ design studio, making the management of marketing assets and execution of campaigns easy.

BM Inside has been created to take the pain of managing the marketing function away from SMEs, allowing them to concentrate on running and growing their businesses.

If your business could benefit from BM Inside, or you would like to find out more, or review one of our BM Inside successful case studies, please contact us.


Tuesday, 12 September 2017 09:16

Like the desire to measure brand impact, the need to measure customer satisfaction has always been present in businesses – after all, 91% of customers will not buy a product from a business they’ve had a bad experience with in the past. But while many measurement tools have vied for the attention of the C-suite - surveys, customer satisfaction, customer effort score – one tool has cut through and now forms the basis of many business’s KPIs – Net Promoter Score (NPS).

Existing proprietary brand measurement systems

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When looking at the NPS tool alongside the various brand measurement tools marketers currently have at their disposal, is it any wonder we struggle to engage the C-suite around the ROI a brand delivers?

Where NPS is simple to understand, the layers of complexity that sit inside these brand tools make it challenging for even the most advanced marketer to decipher.

Why NPS works in a business context
1) It measures what CEOs are most interested in knowing – how likely a customer is to recommend your offer can directly be tied to the future income of a business. NPS asks this explicitly.
2) It elicits a high rate of response – the robustness of the data is critical if you are looking to draw out quality insights. NPS is clearly expressed and takes seconds for customers to complete.
3) It is easily understood by everyone – the simplicity of the tool means that everyone, from the board to staff in a customer service role, understands the expectations placed on them, and so feels ownership over their ability to impact the result.
4) It allows a business to be proactive – NPS collects results immediately after an interaction has occurred. This means that a detractor can be addressed before its effects can be felt at the bottom line level.
5) It is easily integrated into existing processes – its integration into CX, marketing and sales processes mean that multiple areas of the business buy in to the impact they can have on the experience a customer has.

What can we learn from NPS?
Net Promoter Score (NPS) has been very successful in pushing customer experience to the top of CEOs’ priority lists. So what can marketers learn from NPS in a world where they are increasingly faced with the need to demonstrate a clear return on any investment made in brand?

If brand is to be taken seriously at a C-suite level, the impact of brand needs to be supported by compelling data.

This data needs to be collected via a model that:
• is universally accepted;
• measures what the C-suite is engaged by; and
• is simple to complete, implement and de-code.

Only then will brand make its way to the top of the C-suite agenda.

Australian marketing managers can be split into three groups ranging from those embracing the value of brands throughout their organisations, those aspiring to and those with grave doubts about branding in general.

For our ‘Brand Leaders Report 2017: Does brand need a rebrand?’, we interviewed senior marketers from some of Australia’s largest organisations to get a picture of the challenges facing them.

“We spoke to 14 individuals from different companies.” Brandmatters’ managing director Paul Nelson told Mumbrella, “to really find out what the state of play is in the marketplace today, what’s the temperature of brand, marketing, digital experience, customer experience and what keeps them awake at night.”

Those interviewed included senior marketers from some of Australia’s most prominent brands including Perpetual, KPMG, Suncorp, NRMA, Wesfarmers, Macquarie Investment Management and Rubik.

Generally, we believe organisations can be split three ways: “It’s challenging to divide them specifically but it’s fair to say there are three groups. The Embracers are those who get brand right through the organisation, the CEO gets it and it’s often through a tough experience.

“The aspirers understand the criticality of brands but tend to still miss the disconnect between brand enabling the business strategy."

“The doubters are the most challenged as they tend to live in the old world, they tend to be more focused around what used to be. In the retail context in particularly and this is where Amazon may have some advantage.”

Even the marketers most serious about their brands are finding the current environment challenging. Our advice to marketers is to have a deep understanding of their brand and organisation’s purpose.

“Understand what your true purpose is, we talk at Brand Matters about telling a really clear and compelling brand story – who you are, what you do, how you do it, why you do it and how you’re different.”

“If you have that central unifying thought then it enables you to stay on track and buffet these headwinds of disruption and digital change.”

This article first appeared in Mumbrella on 3 August 2017. To read the full article, “Australian CMOs struggle with branding in an uncertain world, says report” by Paul Wallbank, click here.


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