Jun 26, 2011 | Branding, Customers, Innovation, Marketing, Sales, Social Media, Strategy
The future of produce marketing in Australia is fraught with difficulties that many who just buy their produce in the supermarket will never think about.
The dominance of the chain supermarkets, lack of innovation, fragile investment outlook, environmental concerns, regulatory inconsistency and political blather in place of certainty coming from any philosophic foundation, an ageing workforce, trade barriers, the list goes on.
The report below was commissioned in an effort to put some framework around the marketing of produce in Australia, and to take lessons from what was happening elsewhere, and whilst it is a relative scratch at the surface, it highlights the challenges. Download it, and let me know what you think, what have I missed, where it could be improved. Its free to download, but I would appreciate you letting me know by commenting.
Embracing Innovative Marketing & Promotional Methods
Jun 24, 2011 | Change, Innovation, Marketing, Personal Rant, Social Media
Telstra is one of the best yielding shares around, management knows there is no other reason to hold them, so effectively pump the share price with good yields. At the current prices they are a good buy, being assured of a juicy yield, and probably 50% market share from the NBN deal, all of which makes Telstra pretty attractive short term , but long term?
It seems to me that a strategy of squeezing earnings out of an existing business model when that model is being attacked from all sides is always tough, but in a telco it is almost sure to be terminal given the rate of innovation occurring from the sidelines.
There is now a free VOIP app for iPhone, “viber” that eliminates call costs, including international roaming which has been around for only a couple of months, but has attracted 12 million users, and expanding at net speed. On top the damage Skype must have inflicted, and will inflict into the very near future as Microsoft (presumably) sets about building cheap teleconferencing services onto the Skype platform, traditional telcos must be in a long term world of pain as they see their markets stolen by innovators they did not see coming.
I ask again, who would buy shares in Telstra, other than as a short term strategy to get a slice of the public donation of $11 billion and short term market share.
Jun 19, 2011 | Innovation
These two terms are often used interchangeably, but have a different meaning that I have mumbled about from time to time. This post on the PARC blog in response to Malcolm Gladwells article in the New Yorker is terrific articulation of the difference.
“Simply put: “invention” is the manifestation of an idea or creation of something new. It doesn’t become an “innovation” until it’s applied successfully in practice”
Gladwells article examines the often told story of Steve Jobs visit to PARC where he saw the work being done by PARC scientists on user interface and early mouse, and raced back to the Apple garage, changed the direction of the development programs, and brought the first Macintosh to the market.
Jun 15, 2011 | Innovation
How easy it is to believe that the only thing needed for a successful NPD&C process is assets, money, people, time, capabilities, market position, and so on, but how often is it that the real innovations emerge from places where these benefits are absent.
On those occasions, the element that makes it all possible is insight.
Apple, Google, Amazon, Zappos, Intel, Skype, Hewlett Packard, Cochlear, et al all evolved from a position of great insight by passionate people, and little else.
So which is the most important component, the core of innovation?
Passionate insight, by a mile.
Jun 9, 2011 | Change, Innovation, Lean, Strategy
Is there a win win here, does being sustainable environmentally mean a compromise to commercial sustainability, or is environmental sustainability a foundation of commercial sustainability?
Increasingly the latter is becoming the more obvious answer.
As the green debate widens, and business takes a view, the pro’s and cons will get aired, practices will change as best practice evolves and is copied, and our consumption of inputs/unit of output will reduce.
Recently in the UK I saw business and environmental sustainability work hand in hand in the produce supply chain to supermarkets. Barfoots of Botley, a producer of corn, and other vegetables to the supermarkets in the UK has commissioned an anaerobic digester that consumes all their organic waste, turning it into gas to run the processing and packaging plant, with the excess being sold back to the grid. The sludge from the digesters is a great fertiliser for their farms and for sale, and increasingly other local growers are sending their waste to Barfoots for processing, creating an added income stream. As a by product, their major customers love them for it, as it assists their “green credentials” with M&S recently being a star in the Tech magazine Fast Company’s top 50 innovative companies list
Around the web there are lots of stories of businesses that have set out to reduce waste, and the benefits flow. Subaru in the US has spent years reducing waste, and is now the creating no waste at all to go to landfill, but that effort is a part of the effort to ensure that their customers are paying only for what adds value to their experience
Michael Porters January 2011 contribution to the question in the HBR, his notion of “Shared Value” makes a strong case of mutual benefit, and as you look around, it is there to be seen.
My conclusion is that there is a strong correlation, however, when one of our politicians asks us to trust that their policies will lead to this sort of productive investment, just because it suits their political agenda, without any rigorous understanding of the difficulties involved, I get the jitters.
May 15, 2011 | Innovation, Management
This video of Gary Hamel discussing the evolution of management is seriously worth watching.
