Companies doing a competitive analysis typically err by studying the wrong things, in the wrong order, for the wrong purpose. They audit competitors’ websites, social feeds, and pricing pages, then produce a slide deck that tells leadership what they already suspected, and the analysis quietly shapes nothing. The problem is rarely effort. Most competitive analyses…
Culture eats strategy for breakfast. Peter Drucker supposedly said it, though the attribution is contested. What isn’t contested is the truth inside it: you can write the most coherent go-to-market plan in the industry, and if the culture of the organisation doesn’t support it, the plan will die quietly on a shared drive somewhere around…
A competitive analysis should not exclusively focus on direct competitors. Limiting your analysis to businesses that sell the same product or service in the same format misses the broader competitive reality your customers live in every day. The real competition is often not who you think it is. Customers do not organise their decisions around…
Strategy operates at multiple levels inside any organisation, and the level you are working at determines the decisions you can make, the resources you can access, and the results you can realistically expect. Corporate strategy sets direction for the whole business. Business unit strategy defines how a division competes. Functional strategy, which is where most…
Agencies help with market positioning in competitive B2B sectors by bringing external perspective, structured research, and cross-industry pattern recognition that internal teams rarely have access to. When you are too close to your own product, your own language, and your own assumptions, the positioning you write reflects how you see the market, not how the…
A customer strategy framework is the structured approach a business uses to decide who it serves, how it retains them, and how it grows value from that base over time. It sits upstream of your marketing plan, your channel mix, and your messaging architecture. Get it wrong and no amount of campaign spend will compensate….
Agencies test ad creative and messaging frameworks by running structured experiments across a small portion of their media budget, using controlled variables to isolate what drives response before scaling spend. The best ones treat creative testing as a discipline, not a gut check, with defined hypotheses, clear metrics, and decision rules that remove opinion from…
Culture eats strategy for breakfast. Peter Drucker said it, and every agency CEO who has ever inherited a team, acquired a business, or tried to turn around a loss-making operation has felt it in their bones. Strategy is the easy part. Culture is where plans go to die. The phrase gets quoted constantly in boardrooms…
Optimizing your partnership marketing strategy comes down to one discipline most teams skip: measuring what actually drives revenue, not what’s easiest to track. Partnerships fail not because the channel doesn’t work, but because the metrics, structures, and incentives around them are built for reporting comfort rather than commercial performance. I’ve seen this from both sides….
Organic growth means building revenue through your own efforts: better products, stronger marketing, deeper customer relationships. Inorganic growth means buying it: acquisitions, mergers, partnerships that bring new customers or capabilities overnight. Both work. Neither is automatically right. The question is which one fits your commercial situation, your risk tolerance, and the time you actually have….
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