Author
Shubhranshu Singh is a stalwart marketer and business leader presently serving as CMO at Tata Motors. He is a published author and columnist writing extensively on brand building, consumer lives, economy, politics and technology. He is a speaker and jury member on the global apex marketing circuit.
The pandemic has ensured that a new industry has rapidly come into existence which will eventually gross up to several trillion dollars of value. This is digitally enabled medicine.
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Therefore, in a changing world with displacement, scope is more important than scale. If the brand has value in the lives of consumers when the community is feeling this displacement, eventually it will gain scale and stand to benefit.
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A growth culture emphasizes the ability to learn and relearn, tool and retool. Growth doesn't jump from the PowerPoint slide to the shop floor. It demands meticulous attention to costs, quality, product innovation, turnover time, productivity, asset utilization, efficient capital structure, strong brand pull, innovative supply chain and above all, customer satisfaction.
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Business platforms are broadly categorized into innovative business platforms, transactional business platforms and hybrid business platforms.
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If the world has been displaced, can brands stay the same ?
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Every consumer decision is essentially a spontaneous, emotional, unthinking, impulsive decision. The process leading to it may be interspersed by a logical, rational, measured, comparative input but nevertheless, it is the servant, not the master.
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All great Presidents understood that they would ultimately receive the credit for the achievement of their subordinates and hence they went out of their way to find outstanding ones.
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Traditionally, value comes from having a closed, proprietary system and from scarcity. No more. With networks, value comes from openness and from proliferation. The more allied it is with other networks, the more valuable a network becomes. The gain in coverage and value creation far exceeds a loss in the exclusivity of value capture. The more you have, the more you want – the exact opposite of diminishing utility. The more we make, the easier and cheaper it becomes to make more.
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Our enduring taste for hierarchy is an anachronism in the era of the individual knowledge worker but still near impossible to extirpate.
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In principle, it sounds simple. One avoids conflict or wins by differentiating oneself and accelerating the stages of value add. But it is easier said than done. It requires a corporate general of genius to execute and bring it to reality.
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