Sensory Suggestion - Power Selling

What a wonderful web we (consumers) weave.

 An insightful statement, a challenge for all those who seek to service consumers, and a task to ensure that motivations, needs, wants, perceptions and buying habits are recognised and understood.

Within context, sticking to the knitting is pertinent, albeit with a somewhat refined and refocused application. Widespread current under-performance is and materially influencing reviews of operations, the recalibration of marketing strategies and evaluations of just how little is known and understood of primary, secondary and tertiary targeted consumers and clients.


The importance of emotions and subjective expectations has been long-recognised by marketers.

Price alone is neither a virtue, nor an effective or sustaining magnet for consumer and client visits or, sales, revenues and profits. For example, some 42% of consumers purchasing wine, when hosting guests, have their selection influenced, if not primarily determined by the price range.

A self-declared lack of product knowledge and inability to assess value are instrumental in such people narrowing their choices to an acceptable price range, so that they avoid the embarrassment of offering inappropriate and inadequate wine.

Thus, it is not about price, bargains or discounting, but rather, a perceptive sense or measure of value.

Many Australian wine brands suffer from an absence of or deficiency in the brand marketing of locations such as Champagne, Burgundy and Arras in France.

The wine bottle label text description of the content is important and influential. Imbibers of wine like to talk about the wine, its attributes and qualities. Therefore, references to the taste, smell and the presence of vanilla, orange and leather are catalysts for extended conversations, and reflect positively on the knowledge of the host. Sensory suggestions indeed.

However, the overriding challenge for vignerons, distributors and resellers is to have specific wine brands, categories and bottles put figuratively and literally into the hands of consumers.

It is estimated that more than 85% of the thousands of vineyards scattered throughout Australia do not trade profitably, and are economically unviable.

Making great wines, even good tasting ones, is secondary to stimulating the senses of consumers.


 Marketing honey highlights the importance of sensory suggestions and consumer perceptions.

“Manuka” honey has several laudable aspects, including medicinal benefits, great taste and unique, eucalypt aroma.

New Zealanders are claiming territorial, intellectual property and botanical rights to the product. Shades of the lost opportunities with Kiwi fruit!

Seemingly, little respect has been assigned to the historical probability that the seed pods of the Manuka trees were carried across the Tasman Sea by the prevailing trade-winds.

The sensory suggestions being promoted by Australian honey producers and retailers for Manuka honey are being challenged by New Zealanders.

The basic product, and its composition, have been lost in an emotional, assertive argument which is largely determined, and influenced by sensory and suggestive properties.

It will doubtless be difficult for consumers to discern, sense or distinguish differences in the taste, texture and colour of New Zealand Manuka honey, that emanate from New Zealand, compared to those which are from the eastern states of Australia.

Sensory suggestions will have a key role in the marketing, rather than the legal success related to this product.


Global sales and consumption of beer have been consistently and progressively declining. Craft beers have been the exception. It seems that consumers, Australians and New Zealanders in particular, have developed a taste and appetite for smaller volume craft beers.

National brands including Victoria Bitter, Fosters, XXXX and Swan have suffered waning interest and demand.

Until the 1990s beer tastes in Australia were predominantly regional in nature. The top-selling brands in Queensland were related to Castlemaine, for New South Wales it was Tooheys, South Australians supported West End and Western Australians favoured, among others, Emu.

In more recent times the craft nature of imported Corona, with its conspicuous lemon slice adornment, has enjoyed strong sales and sustained growth.

Similar to coffee and the marketability of individual baristas, craft beers promote, and are accepted as offering unique tasting – sensory appealing – brewer-customised products. Those are the facts...... - - or the prevailing perceptions and sensory suggestions.


The marketing of gluten-free food is another matter entirely. Few senses are stimulated because of the absence of gluten in food, beer and whisky.

Interestingly, sales growth for this sub-category is consistently strong. It seems fashionable, with certain supposed health benefits. The latter point has recently been challenged.

The biggest challenge for coeliacs, who are gluten-intolerant, is to ensure food providers, restaurants in particular, comprehend the nature of the condition and the dramatic consequences when the need for exclusion of any trace of gluten is not adhered to.

Cross-national and cross-cultural interactions have been shown to have unfortunate outcomes.

Enquiries about, and demands for food to not contain flour can be, and have been, misinterpreted to relate to the absence of flower/s.

Removal of floral adornments does not equate the need for an absence of flour in the ingredients.

Phonics can be so deficient, and it is hard to swallow heart-felt apologies because of unintentional misunderstandings.


 Consumer demand, preference, satisfaction and loyalty are products of adroitly applied and reinforced sensory suggestions.

Recipes, ingredients or physical characteristics (beyond labelling and gluten-free offerings) have important, but secondary roles.

The composition and packaging of value, quality and relevance is a complex art-form. It can be founded on, or enhanced by sensory suggestions. 

Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:        041 983 5555

T:         9257 1777



Cut That Out - Beware Invisibility and Commoditisation

Loud. Consistent. Differentiating. Focused.


Each attribute is an essential element of marketing, to establish and maintain a presence in the prevailing, challenging and somewhat suppressed marketplace. Sadly, constrained and reducing budgets are contributing to a loss of visibility for an increasing number of companies, brand names, products and services.


Being removed from figurative and literal shopping lists pre-emptively lessens the effectiveness, creativity and originality in advertising, marketing, promotions, selling and packaging content.


Ironically, some senior executives do not recognise the fact that when existing, prospective and past clients do not recognise or recall the brand name or its value- proposition, sales and transactions are improbable


Invisibility is not a virtue.


Decisions to cut staff numbers, overheads and advertising can be decisive, and if taken promptly. Often, little consideration and time are given to the consequences, which can be, and typically are, immediate, deep, widespread and lasting.


This scenario is compounded by the presence of multiple like-products, services and applications, each claiming similar features, benefits and advantages – with comparable limited budgets: a boring landscape of sameness.


Making, achieving and projecting a difference, is difficult, if not impossible, with limited resources.


Commoditisation, in which each or all offerings are perceived to be part of a non-differentiated amorphous block, simply exacerbates invisibility (read: non-conspicuous presence) in the marketplace.


Accordingly, the goals set for, and expected of effective marketing sometime become unattainable.


Over-reliance on, and emphasis on single communication channels can multiply the consequences of reductions in advertising expenditure. Social media and on-line advertising present timely case studies. Both are effective among consumers and corporation team members who have entered, or are advanced in the purchase routine, and are seeking specific or targeted information.


For the uncommitted and ill-informed, cuts in newspaper, radio, television and outdoor advertising can, and often do, eliminate or preclude brand names, products and services from any degree of recognition, recall, preference or advocacy (read: invisibility).


In the absence of consistent, regular or periodic exposure to advertising and communications, top-of-mind recall rates can be negligible, – if any – within a 6-week span.


Stop-start advertising effects similar patterns in recall, awareness, preference, and above all, cash-flow! Ouch!




Achieving impact on a limited budget is difficult – not impossible.


A laser-tight focus on activities can effect relative, as against absolute, visibility, impact and differentiation.


Discrete target audiences can be, and at all times should be, identified, analysed and communicated to.


Understanding the media habits and information sources of primary, secondary and tertiary customer groups enables priorities to be assigned, budgets set and allocated, and optimal marketing channels to be utilised.


Thus, with a constrained or limited budget, impact can be achieved and sustained to high-prospect entities, individuals and groups. Leakage and losses among those in the broader marketplace are therefore minimised, and the cost-effectiveness of marketing, advertising, promotion and selling campaigns is enhanced.


Broadening audiences and target markets can be, and ideally should at all times be, achieved by personalised on-sell propositions to customers who have responded positively to the targeted communications. On-selling, recommending and referring are different and later phases of the purchase process than advertising, promotions and merchandising.


Converting satisfied customers to referees, advocates and ambassadors is an art form, utilised by outstanding, high-achieving marketers. It simply takes a disciplined, structured approach, within the construct of relationship marketing.




Secondary and cascading sales are not restricted to, or solely dependent upon the recommendations and introductions effected by purchasers.


Well connected and profiled spheres-of-influence are a diverse collective. Their access to, and influence on differing demographics, psychographics, localities and consumers can, and should, be utilised.


In some instances, that may require conclusion of commercial agreements, with financial considerations, use or access to products, services and applications or recognition in company-based initiated literature. Moreover, dedicated advertising budgets and messages are required.


Marketing mavens are typically few in number, but influential in many purchase decisions. Their seeming insatiable desire to be at the forefront of product knowledge and product-use can be sufficient currency to satisfy the needs of those individuals.


The marketing and communications initiatives of mavens make selling easier.




Thus, once the internal orientation of optimal efficiency and cost-cutting has been achieved, rewards and competitive advantage await those who strive for external effectiveness.


The adroit use and deployment of external resources can and will leverage sales, revenue, productivity and profitability.


Moreover, mentions, references and reflections by spheres-of-influence counter any drift towards invisibility and commoditisation.


In short, a key objective is to become and remain the topic of conversation. Share of mind, does inevitably become share of market. That typically requires a relatively stable schedule of marketing, advertising, public relations, promotions and merchandising. Individually, and collectively, budgets and resources are essential. Retention of them is expensive. But cutting budgets and resources can be more expensive, when measured in terms of losses in marketplace visibility, differentiated market positioning, sales, revenues and profits.


So, think, cut it out, and then think again – in this order.




Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555



Amzaon - River Of Change

Be aware. Be prepared, but not alarmed.


The impact and consequences of the pending arrival in Australia of Amazon will extend well beyond the expectations of many local business leaders.


A disturbing 72% of owners and managers who participated in a 700 person February, 2017 survey stated they were not concerned about the introduction of Amazon in Australia, and would not be affected by such.


Implicit in such responses were the belief and perception that the product/service range of Amazon has primarily focused on books, compact discs and, more recently, fruit and vegetables.


Wrong. Wrong. Wrong.


There are few businesses in Australia that will not be subjected to changing forces, and thus, demand.


Retail pharmacies, tyre outlets, travel agencies and even Australia Post will need reflect on, and plan for, their “altered future”.


Consumers, including Australians, are already purchasing on Amazon platforms household items, electrical goods, furniture and a host of other merchandise and services.


Indeed, hundreds of Australian businesses, families, couples and individuals have use and will continue to use the Amazon channels to conclude sales, both locally and globally.




The primary target audience for the Amazon Australian initiative will be consumers.


Their positive experiences will change forever expectations, buying routines, brand preferences, pricing structures and delivery demands.


Thus, the competition will be direct and consequential; those business entities that do not meet, and exceed, standards will experience considerable and ongoing sales and revenue leakage.


In short, the prevailing and pervading business models throughout the commerce sector – many of which have their genesis in the 1950s and ‘60s – will quickly become obsolete and redundant.


The fallout from resistance to change will become conspicuous, and costly.




Multi-channel and omni-channel supply lines and communications will be imperative.  High-impact, laser focus, personalised and consistent stories will be key and compelling characteristics.


Around-the-clock access to information, purchases, payment systems and delivery offers will be pre-requisites for sustainable competitiveness, preferences and success.


Enhanced productivity, sales velocity and time-measured responses will rapidly become essential KPIs (key performance indicators). One-touch management practices will extend beyond logistic operations and warehouses. Inventory monitoring and minimisation will enable retention of optimised profit margins.


And prices? They will inevitably fall, to the benefit and delight of consumers. In the United States of America, the evolving presence of Amazon has reportedly been instrumental in Walmart, the largest trading group in the world, lowering retail prices by 9% during the past year.  It is the latter entity’s ambition to be at 15% cheaper than competitors. That is now a “stretch” goal.


Activity is apparent in cost-cutting, renegotiations of supply contracts and heightened accountability of team members for sales performances. The challenge exists, has been accepted, and continues. There will be an awakening of such in Australia among the survivors and thrivers.




Bunnings is, justifiably, a much lauded Australian business. It too will not be quarantined from the force and presence of Amazon.


For example, the Bunning website is largely inert. Consumers can not transact sales, make payments or elicit immediate, direct and personal responses.


Richard Goyder, outgoing Chief Executive of Wesfarmers, owners of Bunnings, recently made a telling statement. He effectively said that Amazon will eat us for breakfast, lunch and dinner. That is a sobering declaration.


It is conceivable and probable that Amazon will identify this as a marketing opportunity. After all, on-line business is its forte.


Supply agreements will be sought, be received and will evolve possibly from hardware buying groups, marketing networks, manufacturers, distributors (many of which will have been denied access to the existing bricks and mortar stores) and, yes, from individual independent hardware operators.


Amazon, like UBER, is a channel, an application and an alluring retail supplier, which has an unbroken 10-year record of increasing sales and share price increments, a market value which exceeds $US400 billion – and has never recorded a profit. All surpluses are reinvested into the business, and its pursuit of continuing growth.


Australian electrical appliance retailers are particularly exposed. In 2017, some 18% of sector sales are on-line. That is the highest of any category in the nation. Consumers are clearly accepting the offers, the brands and the delivery details. The commodisation of many products, models and services has accentuated the importance and appeal of lower prices. Store loyalty becomes a fading memory.




The nature of Amazon and on-line retailing is such that they are accessible to all, at all times.


Businesses operating in regional and rural localities are not protected from intrusion.


Indeed, restricted trading hours in specific areas can be, and have been, the catalyst for local consumers to seek out alternative, available, accessible and responsive supply sources.


Self-interest and the wish for instant gratification generally override considerations for, and the influence of loyalty, relationships and the co-operative spirit.


Business needs to be fought for, and won, consistently and persistently. The key components of value have changed, and are changing. Mobility, accessibility and responsiveness are foremost factors.


Overt personal expressions of gratitude for the businesses remain important, and reinforce the “correctness” of purchase decisions among some people. However, in the contemporary marketplace recall fades rapidly. Even-playing fields abound. Relationships can and do marginally tilt the ground in the favour of some. However, that “tilt” is less pronounced than in the past.


Pragmatism, complemented with a philosophical touch is needed for the new, and prevailing reality.




All is not lost.


Those who rise to the challenge, will re-engage with existing, prospective and past customers and clients, study and analyse the current buying criteria, negotiate new supply agreements with manufacturers, distributors and suppliers, seek out mutually rewarding collaborative initiatives, enhance supply chains, improve distribution services, upgrade premises and invest in the training of team members to elevate customer service standards will present an attractive and compelling value- proposition.


The good times are over. There is no place for complacency, naivety and indifference.


Better times are ahead. With the pending arrival of Amazon ... just go with the flow.




Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555



Cut Through - Red Tape and Bureaucracy

Take heed.


Cut it out!


Figuratively and literally, we are being drowned in, and burdened by red tape. It’s a drag, in more ways than one.


Sadly, it is often tolerated, indeed, expected and planned for.


Throughout Australia, the more readily identifiable and quantifiable red tape and bureaucracy are estimated to cost $65 billion per annum.


Put into context, that represents about $7,300 per household– four times the annual Medicare levy.




When addressing the disturbing and growing Federal and State governments debts and deficits, politicians, economists, bankers and academics tend to focus on the alternatives of increasing taxes, cutting expenditures and implementing retrenchments.


Little or no consideration is given to eliminating, or substantially eliminating red tape.


Similar circumstances arise in reviews and audits of business activities, with a focus on development, growth and profit enhancement.


An annual total of $65 billion would pay for the expensive NBN (National Broadband Network), which is projected at $49 billion, or offset more than the cost of $43 billion for the proposed second major Sydney Airport at Badgerys Creek.


The recently deposed Colin Barnett –led Liberal Party – National alliance Western Australian state government’s total deficit of $33 billion could have been settled twice within a year, with no need to increase contributions from the GST (Goods and Services Tax) receipts. Now that would have been a winner and vote catcher.


The removal of the burdens of red tape and bureaucracy is good for lifestyles and social aspirations.




In many capital cities and localities, aspiring first home buyers have been, or are being, priced out of the market.


Market values continue to spiral and deposit gaps widen, while dreams crumble.


It is estimated that multiple layers of red tape and bureaucracy extend approval and construction times to such an extent that new residence cost increases range from $20,000, to as much as $150,000. Ouch!


Local governments and regulatory authorities have key roles to play, for the benefit of many, in eliminating red tape and bureaucracy.


Compliance and conformity, a shift in corporate culture should be, if not must be, complemented with an emphasis on expediency and acceleration.




A fixation on direct and immediate costs often doesn’t consider the consequential cost burden.


Constructing, extending and widening motorways with one-shift-a-day schedules avoid overtime and penalty rates .... - at a considerable cost.


The productivity, earnings and lifestyles of countless commuters are adversely affected, often because of unnecessary extended construction schedules.


These additional and contingent costs are difficult, if not impossible, to identify and quantify. So, they are often ignored


Threats of slow-downs and work-to-rules suggest that rules are inefficient, inappropriate and in need of replacement.


Creative applications by highly qualified engineers, designers, accountants and project managers, could surely address and redress the impediments and costs of redundant red tape and bureaucracy.




The practice of writing order forms, submitting such for approval, distributing the same to suppliers and then verifying receipt of stock is slow, antiquated and inordinately costly.


On-time, real-time interface between purchase processes, suppliers, and logistic operations is long-established, but not extensively applied.


An increasing number of businesses are getting cut-through (red tape) and enjoying improved margins, greater productivity and bigger profit margins.


Cultural change is necessary, including the removal of requests to “put it in writing”. Why? Those requests create work, feed bureaucracy and contribute little positive output.




There is much to gain in productivity, profits, staff morale and overall lifestyles by reorientating the focus from the economic “headwinds” to the drag of red tape and bureaucracy. The latter’s presence extends well beyond the three tiers of government in Australia. Look no further than the tax laws, and the attendant compliance costs and fees paid to accountants.


In short, look within.



Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555



An Alternative To Selling Professional Services

A professional dilemma.


The professional services sector is confronting a difficulty. Among the consequences of the mining industry downturn are declines in the need for legal, accounting, engineering, design and a host of other services. It is an issue they share with many other groupings and entities.


Mergers, acquisitions, project starts and growth initiatives are limited, spasmodic – if not rare.


For those existing clients who persist, a common, early and forthright agenda item in meetings is: how can professional fees be reduced.


Identifying prospective new clients is difficult. They are few in number, conservative, defensive and are currently being generously serviced by existing service providers.


Attendance at networking events is, in general terms, fruitless. Rooms are full of like-minded under-utilised professionals who are seeking the ear and attention of the few prospective clients. Feast and famine: so many skills, experts and qualified professionals, with contrasting isolated clients in need of such expertise.




How do you sell professional services? The best possible answer is don’t try. After all, the objective of marketing is to make selling superfluous.


Digital marketers contend the answers lie in the digital spectrum. That’s true in part. But it is only a partial response. A full suite of media channels needs to deployed, integrated and maintained.


Therefore, advertisements and blogs on Google, Twitter, LinkedIn and other options will achieve little, particularly increases in revenue, unless they are part of a integrated, disciplined marketing strategy.




The recent extended 12-year economic boom enjoyed by Australian businesses inevitably led to a widespread sense of complacency.


It was simply too easy to win business, bank the profits and enjoy the consequences.


Over the period, the low barriers of entry to many professions and sectors facilitated and accelerated an ongoing, increasing number of competitors and substitutes. The general attitude was no worries. There was plenty for everyone.


Low barriers of exit were seldom, if ever, considerations. No-one was leaving ... until the on-set of the Global Financial Crisis (GFC) in 2008, and more recently with the mining industry downturn.


Reality has struck, very hard for many. No one thing, sector or region seems to be immune to the cascading fallout of the retrenchments, profit squeeze, dividend reductions and tightening financial provisions.


Some leading players, consultants and analysts simply did not identify or anticipate the evolving waves of changed market conditions ... builders in particular. Many rejected the evidence which was apparent since February, 2015.


Forward planning was not a priority for NOW marketers seeking revenue from NOW consumers. Instant gratification prevailed.




Significantly, the most resilient entities in a broad cross-section of sectors have been those which had developed, integrated, respected and maintained a recognisable brand name presence.


That alone has contributed appreciably to advertising effectiveness, specifically in the on-line, digital and social media spheres.


The deficiencies in the branding of many entities have become increasingly apparent. Over-reliance on those channels to create, establish and sustain a brand was ambitious, if not naive and hopeful.




Many professional firms, practices and companies maintain client lists which exceed 500, 750 and, sometime, 1000 entities.


A significant majority of those would not know the full extent of the services, skills, expertise and experience possessed by external professional service providers. Accordingly, contracts, revenues and profits are unnecessarily shared and, indeed, compromised.


Anecdotal evidence suggests little use is made, or sought to be made of, the potential which exists within the networks of existing clients.


Seeking recommendations is seldom successful. Asking for, following up and complementing personal introductions are quite different propositions.


Alas, further proof-positive of the need, and scope for marketing, rather than selling of professional services.




Distribution of attractive, glossy and photograph-heavy brochures is seldom successful in generating new clients, revenue and profits.


Readership is sparse. Put simply, at least 98% of the respondents of unsolicited promotional literature are not contemplating such a service, or a change in service providers – at that time.


Sadly, a close analysis and review of many such literature pieces conclude that an overwhelming majority are, in essence, capability statements.


Promotion of qualifications, experience and professional association memberships are not key or compelling messages or temptations. Indeed, most such features are minimal standards that are expected or demanded before being considered. Photographs of senior people and partners do little to enhance the appeal.


Some non-marketing professionals don’t comprehend that in marketing and selling it is not about you. The prism through which most prospective clients view and comprehend is:


What’s in it for me?


Moreover, a significant percentage believe that their circumstances and needs are unique and different. They need to be assured that external professional service providers (1) understand and (2) care.


In short, put the client in the picture, preferably by name, and on the front page.




The art of handing out business cards has been refined.


If only the skills had been developed and extended to having the prospective clients retain and subsequently refer to them.


Many cards lie inert among countless files, which are only occasionally reviewed, then reduced in size and numbers.


Business cards need to project and articulate what the featured person does, rather than the position which is retained.


Full use should be made of both sides of a business card. It may just increase readership.




Detailed below are the progressive steps which are essential to formulating, documenting and implementing and integrated action plan.

  • Determine, and concisely articulate the values, beliefs and drives of the professional firm.
  • Detail and document the innate advantages, benefits and reward typically enjoyed by clients.
  • Discern, and where appropriate specify a market positioning, and image of the firm and its team members, which differentiates and distinguishes it and them from stereotypical perceptions of professionals and peer professionals.
  • Establish, schedule and maintain periodic visits and communications to existing, prospective and past clients – with a strong focus on favourable outcomes for them.
  • Ensure multiple points of contacts are retained to optimise and expedite service quality and responsiveness for clients.
  • Regularly and consistently conduct education sessions, to ensure that all external spheres-of-influence are aware of, comprehend and value the full suite of available services.
  • Identify, and persistently leverage the pool of information, intelligence, expertise and experience that can be deployed to the advantage of clients.
  • Offer, and profile complementary infrastructural and professional support that enhance the presence and productivity of targeted clients.
  • At all times value one’s skills, expertise and training and unapologetically charge for such.
  • Periodically review the basis of applying professional fees, ensuring they are perceived to be fair, equitable and of value to clients.
  • Be positive, enthusiastic and focused. The sentiments are infectious, and beneficial to all.




Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555




Strong On Capacity - Short On Capability

It’s capability not capacity that matters most. That particularly applies to the digital world. The capacity of its many elements, if and when applied astutely, can be so predictive, targeted, accurate and ....... boring.


Seemingly boundless amounts of information can be collated, analysed, converted into intelligence and deployed to the advantage and benefit of both suppliers and consumers.


However, lateral, non-linear thought seems to be inconsistent with the concept. This raises questions about the degree of recognition of its value, its scope and complementary nature to digital channels.


Commerce will not thrive on algorithms alone. They provide frameworks, identify trends and profile WHAT is contained in the data-base. The essential ingredients of intuitive and analytical thoughts are invaluable in concluding WHY and HOW the raw, clustered information can, and should be applied.




The controlling, monitoring, management and administration of information that is retrieved from digital products, services and applications enable the attainment and maintenance of efficiencies. Such are the nature of the “known knowns”.


However, Big Data, algorithms and the cloud do not have all the answers, nor indeed do they pose all the questions. Much is left unasked and unanswered.


Unfulfilled potential and widespread underperformance are two common consequences. Contributing to such in all things digital are two key factors, being:




The capability statement of many entities which have entered, or are about to enter the digital world reveals a spread of deficiencies. Many skill-sets are inappropriate and/or inadequate.


Put simply, many people – external consultants included – do not have the skills, experience, qualifications, creativity or analytical expertise that are necessary to realise the latent potential.


Familiarisations with processes do not necessarily produce the required insights and outputs.


Likewise, the collection and collation of information are laudable (and should continue), but are in reality, the initial steps in a longer, integrated business journey.


The capacity, expertise and experience to analyse, effectively interpret and to convert the base information into intelligence are rare and greatly valued.


Providing an early-teenage cricketer with a Dave Warner-inspired “super bat” will not guarantee the arrival of a run-making, next-generation Test cricketer. Capacity (the super bat) needs to be complemented with, and utilised by capability.


Regrettably, the immense sums of capital which have been invested by companies, trading entities and associations in retrieving, filing and collating information merely produce a latent power-house capacity, awaiting supporting infra-structure, including human skills.




Sadly, a significant percentage of entities do not have, or have not applied, sufficient resources to effectively utilise and deploy the opportunities and they will therefore never enjoy the consequential advantages, benefits and sustainable competitive advantages.


Evidence of this abounds. Generalised non-specific communication and marketing offers (most of which are irrelevant to individual recipients) are regularly transmitted, distributed and presented. Annoyance among existing and potential customers and clients increases as a result. Therefore, sales conversion ratios remain disturbingly - and expensively – low.


The costs borne extend beyond financial. Reputational and relationship costs can be, and often are, appreciable.


In essence, consumers and clients tend to know (or believe that they know) what they want and need. With digital marketing, so too should service providers. Indeed, arguably, they should know the customers’ needs, drives and aspirations better than the customers know themselves.


Such potential. But alas, forsaken opportunities due to a lack of resources. Many cost-saving operational and Board decisions are false economies. All entities need to invest wisely and generously in capacity and capability.


Barry Urquhart

Business Analyst

Marketing Focus

M:      041 983 5555






The Customers' Journeys

An evolving and new awakening.


The consumer journey to purchasing, utilising, enjoying and benefiting from a product, service, application or experience typically involves up to six phases before direct interaction occurs between individuals in the company and the customers.


Many images, perceptions, expectations and preferences are determined and influenced in this period.


Disturbingly, recognition, respect for, and awareness of the importance of the initial steps to a successful transaction and establishment of a sustaining relationship are spasmodic among many management ranks.




Attention to, and enhancements in the prompt responses to telephone calls (within 3 rings – 9 seconds), recognition of customers entering premises within 5 seconds, the asking of not less than six questions to establish the specifics of need, exhibiting pride in and enthusiasm for the company, its products, services and people, and the methodical and caring manner in which the deal’s value is presented and endorsed - are laudable.


Indeed, the phrase little things mean a lot, is founded on a universal and consistent adherence to these principles. Setting an enjoyable ambience is conducive to ensuring a great, positive customer experience.


However, they will account for little if, from the outset of their purchase journey, a prospective and, - alas, a returning customer - is required to negotiate a series of annoying, frustrating and unnecessary barriers, filters and impediments from the outset of their purchase journey.


The pathway to a sale should never be an obstacle course.




All too often the impediments to an expedient closing of the sale are readily recognisable. Typically, they include:




Window shopping, or browsing, is now usually done on-line. Across a broad spectrum of sectors, products, services and applications, up to 72% of intending buyers seek out and visit websites to collate, retrieve, and then analyse available information to enable the conclusion of informed decisions.


Websites that are not interactive reflect poorly on the business and its offerings. Those which are incompatible to mobile devices are deemed antiquated and indicative of the probable service and experiences that await those who persist with the contact. Smartphones currently total around 61% of operational mobiles, they are utilised in 41% of initial contacts and in 37% of sales and payment processes.


Individually and collectively, these statistics represent an immense leaking of forsaken sales opportunities.




Websites and links which limit contact to electronic interactions imply that the tech-savvy external design consultants do not comprehend and have not responded to the fact that 43% of people seeking to buy or to have access to service use “on-line” chat on their mobile as the preferred communication channel.


A suite of, say seven contact options, without immediate access to a local human may improve internal efficiency. However, effectiveness in the interactions with the external marketplace will be trashed.


An absence of complaints – lodged on-line – is not indicative of service excellence. It may well be that the customers have been lost, without registering their dismay, displeasure and disappointment.




Commerce, marketing, sales and service are founded on opportunism and communication. Denying existing and prospective customers the opportunity to readily and personally communicate with individual service providers is insane.


The business treadmill is getting faster. Customer and client expectations are greater.


A recent national Australian study found that 54% of consumers expected to make six attempts for contact before satisfactorily resolving an issue. In stark contrast, a parallel study among contact centre managers revealed that a majority contended that customers need only make 1 or 2 contacts to have their needs fulfilled.


Just how well do company team members know their customers, and are aware of their recent experiences?


The three greatest and most recurring annoyances nominated by customers and clients in their dealing with supply companies are enlightening:



·       Automated Telephony Systems – 51%

·       Restricted Access to Human Representatives – 37%

·       Wait Times to connect with people – 34%


Ouch! Those facts hurt ..... - particularly on the bottom line.




In the present NOW marketplace, in which value and premiums are placed on timely, full, open and immediate disclosure of key information and intelligence access is imperative.


In the recent past, information was power. Today it is a commodity and retrievable from multiple sources. Inventory levels, supply lead-times, warranty details and performance standards are factors that expedite the sales process.


Indeed, the promotion of such can be, and often is, a distinct competitive advantage.


Sharing such freely is a virtue, because it facilitates the making of informed decisions.




Multi-channel and omni-channel philosophies are not and should not be vertical silos by nature.


Cross- referencing is both supportive and highly productive.


Customers and clients value having the capacity to exercise their personal choice of the means with which means they prefer to conclude a purchase. Over the course of time it is probable that many of those channels will be utilised by the individual customer.




A significant percentage of customers have sacrificed their privacy, through membership of loyalty and relevant programs in the hope for more measured, targeted and customised interactions.


The immense promise of Big Data, with its capacity to collect, retrieve, analyse and selectively convert huge banks of general information into discrete intelligence has seldom been realised.


A lack of resources being allocated to capitalise on this invaluable storehouse is a major contributing factor for the continued distribution of generalised, irrelevant and annoying communications and offers, many of which are meaningless and valueless to recipients.


This distracts from the journey being undertaken, and from the optimally compelling image of the company, its products, services, and people.


It is these hurdles and others that mitigate against subsequent positive interactions which have the capacity to satisfy customer needs, to offer value and to sustain mutually rewarding relationships.




Correcting and remediating the nature, context and content of earlier phases of the consumer’s journey does not discount the importance of effectively installing the product, service or application; initiating and maintaining a regular schedule for communications; ensuring service standards that are at all times optimal; and of making readily available updated information on all developments, innovations and enhancements.


In commerce, as in many aspects of life, the journey is not lineal. It is circular. What comes around goes around ...... - only faster, for those who are astute enough to recognise, understand, monitor, respect and enhance all phases of the customers’ purchase journeys.



Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555




Don't Promise, - Deliver

Delivering the promise is no longer good enough.


Promises are fulfilled after the purchase transaction has been concluded and the product, service or application is in the possession of the customer, satisfying their needs and providing the advantages, benefits and rewards.


Widespread cynicism in the marketplace devalues or dismisses the expectations that are founded on promises. Delivery is like service excellence. It is not possible to “sell” service. Service is experienced. Only then is it valued. The concept of “delivery” has the same characteristics.


Securing orders, sustaining competitive advantage and effectively positioning the offers in the minds of existing, prospective and past clients require the delivery process to be NOW, in -home or at the required and nominated site.


A dramatic emphasis is being (assigned - correctly) to the specifics of delivery.


Since the genesis of the marketing era in the early 1960s, the virtues of an efficient, effective and respected supply chain have been recognised, deployed and promoted. Transition is now underway from the broader macro perspective of the supply chain to more discrete, measurable, monitorable and manageable delivery systems – that is, at the point-of-service procedures – customer interaction.




Domino’s continues to lead the way, with the introduction of a series of mobile apps, which enable customers to place orders, monitor delivery times and schedule ever -decreasing delivery lead times.


Growth in sales and outlets has been impressive, with the latter being primarily delivery hubs. Consumer store visits are declining in absolute and retail terms.


Imagine the demand potential if greater and complementary efforts were given to the enhancing the products.




For restaurants, cafés or coffee lounges in Australia, it is probable that home deliveries will exceed (in order numbers and value) take-away orders (where customers collect the order and consume the food at home, in the office or preferred site) within two years.


By the year 2021, it is likely that for a significant number of restaurants, cafés and coffee lounges, home deliveries will be the largest component of the business, generating between 35 and 45% of total revenue.


The trend is already evolving and evident in London, New York and an increasing number of contemporary, Western-orientated cities.


Disturbingly, many Australian business owners and managers in the “sector” are not preparing for transition – or revolution. Some will simply be overtaken in the rush.


Interestingly, UBER and numerous logistic companies are introducing home delivery services to their suite of offerings.




The trend to the repackaging, promotion and offering of home-site deliveries will not be limited to food and beverage sectors.


Professional services will be, and can be, at the forefront of the transition. This includes pharmacies, legal practices, accountancy firms and real estate practices.


Customers and clients will genuinely be at the central focus. The concepts of convenience, access and proximity will, necessarily, be recalibrated.


Many existing business models will be made redundant, innovations will be formulated, documented and implemented, requiring new skill- sets and resources.




The transition to, and heightened emphasis on delivery is part of a broader digital marketplace


Convenience and access are no longer limited to geographic factors. Immediacy and “now” centre on the individual consumer, customer or client. Delivering “mass individualisation” is the new business model and challenge. In commerce the centre-of-gravity has shifted.


Capabilities and capacities will remain imperative, but fundamentally they will be the building blocks on which style will differentiate the business, product, service and application; and it will be the style that will determine value.


Consultants will be driven to change the essential question, from:


What business are you in?




How do you deliver?


For those with the right answer, success awaits.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555



Recognised, But Unfulfilled - The Digital Marketplace

What is happening .... - and why does it continue?


Digital, digital marketing in particular, offered so much. To date, the record suggests the delivery has been isolated, inconsistent and to a considerable extent, disappointing. Digital is transformational. Its potential is immense. Sadly, that potential remains unfulfilled, primarily because of a lack of understanding, the allocation of insufficient resources and sub-optimal application.




Digital products, services and the concept itself are like the internet and social media. They represent, and are an inherent part of the future. When understood, supported astutely, applied and complemented with existing networks, capabilities and skills, digital is an enabler, and expeditor, which has the capacity to save time, enhance productivity, effectively target communication and optimise strategies, tactics and interactions.


The concept cannot be deployed in isolation. Companies and entities need to invest capital, infrastructure, people, training, support and integration to achieve and sustain the true potential.


To date the global transition has been slow. Old practices persist and financial and human resources are limited.


Broadcast radio is a contemporary case study. Analogue stations, with an emphasis on talk-back and news, persist, - profitably.


FM broadcasting has enhanced the quality of sound of the music played, but has limitations in transmission areas. The immense choice available on digital transmission is widely-known but largely unused because of the need to purchase new receivers.


Television represents a similar scenario with consistently like-trends.




Significant numbers of consumers recognise the potential, choice, benefits and advantages and rewards which are inherent in digital broadcasting and transmission.


They are happy to have it available. However, in recent times free service has become the norm and the expectation.


The “innovator” and “early adopter” market segments have been quick to respond positively. Sadly, those market mavens typically represent only around 10% of the marketplace.


The larger, and potentially very profitable sub-grouping, “Early Majority”, exhibit a measure of indifference, rather than resistance. For a marketplace which is driven by NOW consumers, who seek instant gratification, an attitude of “all in good time” seems to pervade.




My, how things have changed.


In 1947 the first School of Marketing was established at Harvard University, in the United States of America.


Its genesis was timely and appropriate. After the ravages of six years of World War II, human fertilisation rates peaked around the world. The then prevailing sales era persisted until 1963, when the first of the post-war boomers entered the workforce, secured an income and triggered consumerism.


Until that time the mantra for business centred on the 4 P’s being:


Product. Price. Place. Promotion.


A strong focus was on the products, their features and general physical presence.


A carry-over of huge national, family and personal debts impeded product development. Mass production was a virtue. However, unit costs of production were the pre-eminent corporate goals, and measures of success


Quality was a difficult concept to visualise, articulate and sell. Obsolescence was, in general terms, deemed to be a future consideration




1963 was a benchmark year.


Carnaby Street, mini-skirts, the birth-control pill and the Beatles evolved and had immediate, widespread impacts.


Fashion, transition, range and choices created interest, stimulated demand and generated sales, wealth and opportunities.


Part of the transition was the emergence of the 4 P’s of marketing, by:


Perceptions, Perspectives, Paradigms and Positioning.




The impact of the year 2000 extended well beyond the fears of the Y2K computer threat, and the birth of the millennium.


All things analogue were under threat. The digital world was not binary in nature or outlook. Choice and range were omnipotent.


Conglomerates were being dismantled. Miniaturisation was gathering pace. Nano-science and nano-medical procedures were at the cutting edge of human endeavour and experience. A new template was in place and in force.


The 4 D’s had arrived:


Daring. Different. Digital, Disruptive.


Individually and collectively, these concepts are essential foundations for reaching out, connecting and engaging with the current marketplace.


Their essential values are:


Daring – Tolerates and embraces risk, dispels fear

Different – Is lateral, not literal

Digital – A channel, not a product

Disruptive – Typically enhances, seldom replaces


They are widely discussed, marginally understood and sparsely applied with acumen.


Most of the marketplace potential remains latent, unfulfilled and awaiting the deft hand of an astute marketer..... - a leader.




Interestingly, digital marketing consultants, with their abundance of product knowledge, are experiencing difficulty in monetarising the concepts’ appeal among clients and the public at large.


Substantiating and quantifying the financially tangible benefits are difficult. Their own earnings have plateaued.


This has been compounded by the evolving knowledge- bank which is revealing poor effective widespread exposure, and by the responses to social media advertising. Advertising, marketing and communication budgets, which had seen mass migration from traditional and established mass media, are being reset and redirected.


Too much of “one thing”, it seems, is simply indigestible and can leave a nasty taste, particularly among those who fed the market with such high expectations.




Delegated authority parameters change when companies are being recalibrated. Long-standing executives and business owners are assuming greater responsibility and applying more detailed key performance indicators and monitoring measures with respect to their own digital transformation processes. Rightly so.


Realising the innate potential of digital will require discipline, integration, infrastructure, support and resources.




In isolation, the introduction of digital will generally not be overly successful. The concept performs best when it is an integral component of a structured, integrated and well-resourced strategy.


The following progressive elements are fundamental:


·       Identify, isolate, analyse and determine the optimal application of the chosen aspects of the digital spectrum.

·       Study the needs, wants, circumstances and criteria applied by those in the primary, secondary, tertiary target audiences.

·       Establish the preferred transition period and which existing products, services and applications will be retained and deployed to support and complement the digital innovations.

·       Seek out and conclude strategic alliances with key internal and external spheres- of- influence.

·       Formulate, document and implement well-resourced budgets for the immediate, intermediate and longer terms.

·       Ensure the introduction and conduct of on-going training for all relevant people in the supply chains.

·       Maintain a conspicuous marketplace presence of people, products, services and applications. Even with digital, share-of-mind often equates to share of market.




Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555




Take Nothing For Granted

Urquhart Castle, on the western banks of Loch Ness, is a strategically located and important asset.


Historically, those who controlled the castle and the promontory of which it was erected, dominated the commercial flow of Scotland.


It was a primary target for invading English armies, was staunchly defended by the Scots, and was a desirable target asset for the acquisitive McDonald clan – notwithstanding the buildings featured no golden arches, only stone.


Sadly, the Grant clan was assigned the rights to Urquhart Castle, and centuries ago, when they lost power and were about to lose possession, they razed the complex.


The remnants remain a top feature tourist destination, still strategically important for the Scottish economy.


The first of the following photographs features Jill Urquhart, with Urquhart Bay in the background.  This was the location of the two alleged sightings of the infamous Loch Ness monster.


The inherent messages in the text and photographs are that no empire lasts forever, and one should not take things for granted – particularly when involving the Grant clan.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555




Branded - For Success

Brands, products, services, applications and choice abound, many with little distinction.


Non-differentiated commoditisation reigns supreme. As a consequence, for many consumers and clients, pricing is the dominant selection criterion, overwhelming the innate and natural value and virtues of a good brand.


Value is difficult to identify, quantify and, well –value.


Search and purchase routines are typically extended, and often inconclusive when recognised and preferred brand names are not conspicuous and readily available.


Consumers do look for the reassurance and confirmation in brands that are recognised, respected and, above all, TRUSTED.


Sadly, in the current commoditised and over-communicated marketplace many people are confused, uninformed and their needs are unfulfilled.




Effective brand management projects the values, beliefs and virtues integral to the brand, the products, the services and applications which equate to advantages, benefits and rewards for existing and prospective customers and consumers.


Brand: Word associations are telling and definitive, when the brand name makes a statement.


For example,


Volvo: Safety

BMW: Engineering Excellence

Apple: Simplicity in design and application


A cursory overview of the branding landscape suggests that there is much to learn.




A recent national Australian survey identified and ranked brands in 65 categories. Perhaps expectedly, some of the tables revealed surprises and a series of, seemingly, stark contradictions.


For example, Dettol was ranked number 1 in both “First Aid” and “Household Cleaning”.


The charity sector was interesting.


Noticeably, church-based not-for-profit brands were conspicuously absent, doubtless a consequence of the fallout from the investigations in, and Royal Commissions on alleged paedophilia by those in the various networks.


Apparently, similar to the political arena, if one is seeking a friend, or unconditional love and trust with charities, they should look no further than man’s best friend - a dog.


The Guide Dogs brand ranked number 1, followed by the RSPCA.


The brand name and graphics are definitive – centred on reliability, value, consistency and trust. The graphics are instantly recognisable (in less than 2 seconds – on social media) and they resonate with a broad spectrum of people.




Interestingly, in the coffee-culture of modern society two brands of tea – Lipton and Twinings – were ranked in the top seven of the most-trusted brands, regardless of category.


The manufacturers, distributors and marketers of the battery brands Energiser and Duracell doubtless got a charge out of being ranked 1 in the top 2 most-trusted brands in Australia.




In many instances and respects the monetary value of brands is determined by the beliefs, philosophies and promises behind the products, services and applications.


For example, the unimpeachable and non-negotiable commitment to service excellence and responsiveness (the 24-hour promise of minimal equipment down-time) of the Caterpillar brand provides the sustainable competitive advantage in a crowded marketplace of high-tech, high quality capital equipment.




One cannot live by brand along.


In the category “Australian Iconic” Hills Hoist was “King of the Castle”.


Qantas was ranked second. This is an interesting case study, because during the course of the past two decades, the market share enjoyed by Qantas of in-bound and out-bound international air travel (centred on Australia) has fallen from 42% to around 14% (and declining).


Clearly, being recognised as an Australian icon and trusted is not sufficient to win and retain business.


When better value is readily found with brand names like Emirates, Etihad and Singapore Airlines, prospective passengers fly “the coop” – and with the competitors.


Creative, emotive advertising and sponsoring of the Australian Olympic team count for little in the race for consumer patronage and loyalty. Top-of-mind awareness can do little for the top-line and bottom-line if the brand does not deliver the promise.




Bewildering to experienced and discerning brand managers is the practice of individuals and outlets in franchise, marketing, buying and cooperative networks that insist on featuring and profiling their own sub-brand name in literature, advertising, premises and signage.


The overriding group brand name is compromised for little purpose and gain. Egos can be distracting, toxic forces.


There is no evidence of such happenings with profiled and yes, trusted, brands like McDonald’s and Domino’s.


It seems illogical that an individual or independent operation would join a network, pay annual fees, seek to capitalise on the values and virtues of a recognised brand, then seemingly debase its value.




Harold Geneen, the former President of ITT (International Telephone and Telecommunications) was a strong advocate of:


The Doctrine of No Surprises


Consistency, continuity and commitment were virtues throughout and beyond the corporation.


They were the stepping stones to building trust and brand supremacy. No surprises there.

It made ITT, and its suite of operating brands, including Sheraton Hotels and Avis, sought-after, leading and profitable.




It must be hard for some Australian brewers to swallow that the two most-trusted beer brands throughout Australia in 2016 were:


·       Corona

·       Heineken


To be wedged by the bitter taste of ascendancy (and lemon) with a Mexico-based brand (Corona) underscores the global nature of modern commerce and consumerism. No brand, product, service or application is immune to the power and relevance of good brands.


There is a lot that should be written, said and heard about astute brand management




Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555





The Power To Say 'Yes'



That is: the dominant characteristic of decision making in, and among a broad spectrum of businesses, that deal with other businesses. The B2B sector has been subjected to profound structural changes during the past two years.


Retrenchments have thinned ranks. Delegated authorities have been withdrawn and concentrated to those in higher ranks. Budgets on discretionary purchase items have been slashed. As a consequence many relationships have been noticeably fractured, and in some instances, terminated. Those who once had the authority and power to say “yes” have been reduced to the options of only saying “no ... unless referring” – or having to refer it to others.


Income- streams have rapidly dried up. Remedial actions by service and product providers who have lost income streams can readily encounter “locked doors” or advice that new supplier arrangements have been implemented which do not include them.




One-on-one relationships in business are characteristically fraught with danger.


Changes in personnel, regimes and policies expose often long-established suppliers to the reality of cash-flow evaporation. It’s not so much that the “dam has run dry”, it could be that it is being rechannelled or water being dammed upstream.


It is a two-sided coin. As staff members of supply companies “walk-out the door” so too do a number of clients. Loyalty can be, and often is, personal.


Therefore, the lessons which are being strikingly and tellingly learned in the contemporary marketplace underscore the imperative discipline of ensuring that B2B relationships are established, sustained and enhanced amongst at least two, and preferably more, people in each entity.


Disruption is not a concept which is limited to technology. Disrupted relationships and supply agreements can be, and often are destructive.


The conduct of regular audits of B2B relationships, communication channels and logistic infrastructure is prudent, if not essential. It contributes to the attainment of optimal productivity, consistency and continuity. Moreover, contingencies can be formulated, documented and implemented to avoid or redress disruptions and contractions.


Barry Urquhart

Facilitator – Business Development Workshops

Marketing Focus

M:      041 983 5555




80:20 Rule Myth Shattered

Ask, and you will receive. The findings of a recent national research study have shattered the widely-held contention that successful businesses generate around 80% of their revenue from repeat and referral transactions.


Referrals have declined, substantially.


Consumers report effecting direct and personal referrals and recommendations to less than 8% of entities with whom they dealt with in the 4 weeks preceding interviews.


Arguably, the most disappointing finding was that only 2% of consumers reported being requested by service providers to provide recommendations, referrals and introductions.


Clearly, the art and discipline of asking for business has been lost on many -, new - generation employees in particular.


Things don’t just happen in business. They need to be encouraged, supported and nurtured.


Follow up and follow-through are integral elements of a transaction. They are the founding steps to establishing and sustaining relationships, adding to a burgeoning customer base.


Recruitment, induction, training and ongoing development processes need to feature and to reinforce the need for and benefits from a consistent practice of requesting endorsements, recommendations and referrals.


They must be complemented by an integrated schedule of corresponding, self-initiated contacts with those prospective clients who have been identified and nominated as satisfied customers. The circle of life has similar characteristics to that of the cycle of business. Birth, rebirth and procreation are fundamental. 


Remember, ask, and you will receive. Dismiss concerns about the fear of offense and rejection.


Barry Urquhart

Retail Strategist

Marketing Focus

M:      041 983 5555




"We Don't Do Call-Backs"



Some business practices are well beyond the sage, Albert Einstein, who once stated:


Doing the same thing over and over again and expecting different results is insanity.


Advising prospective clients who have telephoned that they will have to wait up to 20 minutes to speak to a consultant, and then declaring we don’t do call-backs is insanity personified and accentuated.


It happens daily. Indeed, all too-often, at great expense to the profile, images, revenues, profits and competitiveness of entities.


Regrettably, managers seem oblivious to the practices and consequences. Hopefully, they do not reflect polices.


The monitoring of incoming calls does not typically recognise, register and report on forsaken businesses opportunities.  Indeed, average telephone conversation durations can be reduced, and then applauded by management.  Some statistics simply measure the wrong dimensions.


Ignorance about and indifference to service excellence and the value of relationships among receptionists, telephonists and consultants is mind-numbing.  Some just don’t get it.


The contemporary global, national and local economies are such that few, if any, businesses can afford to readily knock-back or reject outright business opportunities.


However, regular work-practices are erecting barriers, filters and impediments for those who initiated contact and have self-declared they want and need specific products, services and applications.


A lack of astute, discerning and disciplined recruitment, induction, training and development practices is omnipotent.




If I could talk to more people, I could do more business is a common refrain, particularly among incentive-based sales people.  They know the innate value and resultant sales that arise from conversations.


Sadly, many employees believe in, and are driven by the contention that they aren’t sales people.  Wrong.  Every team member contributes to the sales process and gracious, courteous and responsive communication is fundamental........ natural and easy.


Business processes that do not involve people are typically self-serving, administrative and do not generate revenue and profits.  They are correctly designated to be cost-factors.


There is an increasing awakening that in business we all need to seek out, become involved in, enjoy and follow-up opportunities to communicate.


Incentives should not be required to encourage and to have all team members willingly undertaking call-backs.  Ringing up prospective customers and clients is the first step in ringing up increased sales and profits.


Indeed, the most consistently successful business, marketing, sales and service people make it a practice to “call-back” existing prospective and past customers. They know that conversations are on-going, and that they need to be part of the process, to ensure that they enjoy the outcomes and consequences.




No-one should ever consider themselves to be too busy to make call-backs – or to initiative contacts.


Administration duties, meetings, and budgeting can wait.  Customers won’t, and should not be made to do so.


Attrition rates among the relationships with established customers are rising, in some instances up to 40% per annum.  Winning back those customers can be, and is, complex, involved, expensive and time-consuming.


Policies like we don’t do call-backs, do free-up time in the now, and in the future.  Over the longer-term there are few or no customers to call-back, speak to or to seek out.




There is much to herald about the disciplined practice of call-backs, including:


·       Commitments should be given, and fulfilled about call-backs.


·       Time horizons should be nominated.


·       Records of conversations, undertakings promised and milestones achieved should be documented, retained and programmed for follow-up (to enable further call-backs).


·       A daily schedule of at least 6 self-initiated call-backs should be implemented, to maintain enhance and celebrate relationships – which are founded on, and sustained by communications.




I commend those who become aware of the practice by competitors that they don’t do call-backs, to initiate contact with the managers of those entities to surrender yourself as being willing to receive and collate the names of those unfilled customers so that they can make those annoying, disruptive, time-consuming call-back calls.


For those customers who are subjected to the inane, if not insane practice of “no call-back policies” contact management and enquire about the identity and contact details of competitors who do call-backs.


They might just get a clear hang-ups.




Barry Urquhart of Marketing Focus is an internationally respected business strategist, consumer behaviour analyst and conference keynote speaker.


Barry Urquhart

Conference Keynote Speaker

Marketing Focus

M:      041 983 5555







Information Is Power - But Not Enough

Big Data, big deal!


Countless businesses have been overwhelmed, indeed swamped, with information as a direct consequence of implementing the process and capacity of Big Data.


Invaluable insights on the perceptions, preferences, buying patterns and essential characteristics of individuals, families and groupings have been retrieved.


In the main they remain uncollated, awaiting analysis and astute deployment and application.


How ironic. So much information, and so little intelligence.




The marketplace feedback is disturbing, and damning.


A recent extensive national survey of consumers concluded that some 72% of recipients of customised, personalised correspondence – determined and influenced by data from their own past transactions – deleted or did not read the literature pieces.


Design, layout and graphics were, seemingly, not key contributors to such consumer indifference and non-responsiveness.


It seems that many contemporary consumers now determine whom they will interact with, buy from and be loyal to, and the manner in which they will do so.


In short, company initiated advertising, promotional texts and communication are, to many, considered to be unsolicited, and often, unwelcome intrusions


That is little removed from the unenviable stigma of junk mail.




Much of the prevailing attitudes and non-responsiveness to customised, big data – are the consequence of past experiences with mass-produced, non-discriminatory bulk-mail and emails.


The underlying marketing issue is categorisation, not packaging. Many marketing, selling, promotion, sales and service initiatives suffer from commodization. Therefore, individual contacts with existing, prospective and past customers and clients tend to suffer from “not being opened” – rejected - rather than being read, and comprehended and then rejected. Read: Selective Perception and Reception.




Even finely packaged offers on products, services and brands which are conspicuous in the past buying patterns of individuals have at best, a mere 50% prospect of a positive response from targeted consumers.


The importance of time, and timing does not appear to be recognised and respected by some business leaders and their marketers. Great, appealing, financially attractive and compelling value-offerings can pretty much lack relevance, if the timing is not right.


Different strokes for different folks.


Big Data alone is not the answer, just like quantitative research findings. They provide overviews on statistical patterns and address the questions about what and how.


The worth of quantitative research is optimised when it is complemented, and typically pre-empted by attitudinal research. That latter methodology probes, and provides insights on the questions about why.


That is why demographic profiles of targeted audiences only provide part-answers. Psycho-graphic profiles are multi-dimensional, insightful and, potentially, incredibly powerful. Big Data typically lacks the latter's data inputs and insights.




Among the key findings of the major research study into Big Data– initiated communications, many females expressed concern that their important and fundamental role as the primary buying agent was not recognised. That is, the differentiation between being the customer and the consumer.


Some 58% of menswear is sold to women. Not for them to wear, but for use by significant males in their lives, be they sons, partners, relatives or friends.


Yet there's a conspicuous absence of females in a large percentage of menswear advertising, merchandising, promotional and point-of-purchase literature.


The power of families extends well beyond “the hand that rocks the cradle”.




The prevailing under-performance of many Big Data- based business development initiatives does not imply or conclude that all entities should turn away from, or reject the principles and practice of data collection, analysis and use.


It does, however, highlight the imperative of recruiting and retaining people who have the skills, experience and training to effectively convert the raw information into valuable intelligence.


Like social media, Big Data is, and should be utilised to complement and accelerate existing channels to and between targeted customers.


A discerning touch is what separates the attractive and profitable latent potential from the current poor and marginal returns which are being experienced ....-and not enjoyed by all the participants.


It's all in the execution. Get it wrong, and it will kill you.





Barry Urquhart of Marketing Focus is an internationally recognised and respected conference keynote speaker, consumer behaviour analyst and marketing strategist.


Barry Urquhart

Marketing Strategist and Analyst

Marketing Focus

M:   041 983 5555



The Digital Divide

Time for a reality check.


Searching and buying on-line can be cheaper, provide more information and offer greater variety. It does, however, tend to be slower for consumers taking possession of the product, service or apps, and can be disappointing – reflected in the 300% differential in product returns, compared to those bought in-store.


Above all, many consumers perceive and report the on-line shopping experience to be hollow – devoid of emotion and fun.


Purchases made in bricks ‘n mortar premises are typically faster and more emotionally fulfilling.


However, the line between the two categories is becoming blurred.


The fastest-growing component of on-line sales is “click and collect”, in which the transaction is undertaken on-line and the consumer chooses to collect the product in-store.


Thus, convenience and price advantage meet positive, emotional shopping ambience and experience.


The in-store buying scenario is increasingly involving use of a smart phone for price-checks, brand preference selection and scanning available offers. Information is power.


Modern, contemporary consumers are connected, informed, discerning, price-aware and demanding.




Consumer traffic, sales and satisfaction can be leveraged and optimised with the astute use of digital marketing initiatives.


Video walls, with dynamic changing graphics are replacing posters. As a result, there tend to be less signage and clutter, fewer displayed products and greater focus, impact, energy and a sense of urgency – all reflected in greater productivity.


Interactivity introduces a new dimension of the visual merchandising. Touch-screens enable intending buyers to find more information, to correlate and integrate differing products, colours and concepts and to customise those to best fit and suit house designs, personal needs and preferences.




A palpable consequence of professionally applied in-store digital marketing initiatives is up-beat attitudes, behaviour and movement of both customers and staff members.


The positive emotions are infectious.


They stand in stark contrast to ambience of neighbouring stores which retain “tired” dated and dog-eared posters, and point-of-purchase signage.


Real-time updates, high definition content and the integration of omni-channel displays resonate, often subconsciously, with consumers.


Encouragingly, use is not limited to telecommunications retail premises, to electronics, fashion, furniture or flooring outlets. It is equally effective in enhancing the ambience, store traffic, sales and customer satisfaction in coffee lounges, medical practices and motor vehicle sales centres.




Static displays are passé. Therefore, upgrading to digital marketing requires a budget, allocation of resources to constantly update and change presentations and the retention of people who are skilled and committed to the concepts the outcomes and benefits.


This is the new face of modern retail entertainment. Much of the customers' experience is centred on and determined by the ambience, settings and contexts.


Illuminated signs brighten up premises, product displays, and above all, customers.


These can be literally alive – with movement, colour and action. That mosaic attracts attention, consumers and results in sales.


The digital divide is palpable on several dimensions. Static displays tend to be associated with static sales and performance levels.




Location, established consumer traffic flows, natural ambience, lighting and quality premises, products, services, apps and people remain important.


The essence of great digital signage is creative content, interactive options supported by an appropriate, liberal budget and a recognition and tolerance by senior management. It is often difficult to quantify and monitor the actual financial returns on investment. Dividends from investments in digital marketing transcend multiple disciplines including, branding, image, competitiveness, relevance, attractiveness and overall appeal – in short, intermediate and long-term returns.


It's enough to brighten up your day .....- and that of your existing and prospective customers and clients.





Barry Urquhart of Marketing Focus is an internationally recognised and respected conference keynote speaker, consumer behaviour analyst and marketing strategist.


Barry Urquhart

Marketing Strategist and Analyst

Marketing Focus

M:   041 983 5555




Blunt Instruments No Longer

The shackles of control are broken.


Past undergraduate students of Economics 101 were lectured (with conviction) that fiscal and monetary policies were blunt instruments, which enabled governments to control, influence and modulate national, state and regional economies. Such contentions have morphed into studies of history.


It's time to hit the re-set button.


Governor of the Reserve Bank of Australia, Glenn Stevens, an eminently qualified economist with access to a plethora of global, national and sectional detailed data, information and intelligence recently conceded that he, the Reserve – and overseas, “The Fed” in the USA, and the Exchequer in Britain – can no longer accurately influence and forecast the marketplace or the consequences of monetary and fiscal initiatives. How refreshingly, open and honest.


It raises questions about the veracity and worth of the predictions and projections of countless economists from banks, professional associations and consultancies, who are inclined to be free with their advice and “insights” in the mass media.


To some, outside the sphere of economists, the only point of consistency among those supposedly authorative resources is that they are always wrong. The only difference is the measure of their inaccuracy.


Such common perceptions may explain, in part, the emerging presence of the new breed, - behavioural economists.


Statistics-based economics identify past happenings and trends. They do not isolate, analyse and explain the why of such reflective realities.


Given the evolving rebalancing of market forces in favour of consumers, and often, major spheres of influence (beyond the realms of government and the public sector) it is understandable that all players are beginning to recognise and respect the imponderables which populate society, the economy and marketplaces.


Sharemarkets are not immune to the new scenario. The number of investors who are reliant on, or influenced by “chartists” – those who record, track and graph trend-lines – is rapidly declining. Increasingly, they agree that -


The future is not a lineal progression of the past.


Perhaps there is now a better understanding of the nature, causes and consequences of the reference by Alan Greenspan, former head of the Federal Reserve in the United States of America to:


Irrational Exuberance


Oh, to retain the exuberance and contain the irrationalism. Imagine an emotion- driven, confidence-influenced marketplace.




There are few, if any “experts” who know the customers, clients, competitors, substitutes, suppliers and spheres of influence as well as business owners and their team members.


Concessions and exceptions can and should be made to those in business who have retreated, battened-down and “tightened the belt”. Likewise, advice of “all-knowing, all-seeing” external experts, - economists and accountants included, - is most relevant to those who are detached from market-players.


Many deliberations and decisions are typically, solely or predominantly based on analyses of the ”Big Picture”, macro-economies if you will. As previously discussed, many of the contentions are spurious at best, and about as relevant as the form-guides - of past events - for horses in the Melbourne Cup, or the records of teams on the recent Rugby Union World Cup – with the exception of the all-powerful All Blacks. Their form centres most on muscle, mental strength and formations (not past performance).




There is a lot of merit in micro-management at this time. Some, if not many things are beyond one's influence and control, including fiscal and monetary instruments.


Most sectional downturns are measured in lower-order single numbers. Therefore, business is still being transacted.


Hence, the appropriate focus and accent should be on how one is to achieve, sustain and progressively grow market-share.


With most competitors and substitutes consciously contracting – inventories, advertising, marketing, workforces and resources - it is not difficult to create and enjoy the future of an enhanced and heightened presence.


Most behaviourist economists will concede that they do not have a measure on consumer confidence. It is considered one of those imponderables that “cloud” the marketplace. In many respects the big picture simply provides the backdrop for personally initiated actions.




There is no single, universal formula for success. The individualism of, and differences between businesses, products, services, economies, marketplaces and target audiences need to be reconsidered and respected.


However, there are certain fundamentals which are sound building blocks, including:


•  Invest in one's presence. This includes:
•  Premises presentation
•  Website locations
•  Product/Service merchandising
•  Team member personal presentations
Consistently, these initiatives generate the most immediate and sustainably positive responses.


•  Develop People
•  Training and development are not discretionary. They are imperatives.


•  Refine and focus inventory
•  New products, services and applications can be, and are magnets.
•  Delete the tired, the obsolete and the irrelevant.


•  Increase and improve communications
•  Integrate a multi-channel positioning.
•  Maintain consistency of message and frequency.
•  Inform, educate and engage existing, prospective and past clients.


•  Launch, relaunch
•  Excite the market place with events that launch all that is new.
•  Provide samples, trials and interactions. Emotional connections stimulate sales.




These proven and, well-established and successful building blocks have scant presence in, and influence of macro-fiscal and monetary initiatives or policies, consequently do not receive much attention.


But they do provide the framework in which you are able to do what you do best .... lead, manage and control your own business.





Barry Urquhart of Marketing Focus is an internationally respected strategic planner, consumer behaviour analyst, author and high impact conference keynote speaker.


Barry Urquhart

Business Strategist

Marketing Focus

Change - No Small Thing

Change is a big deal, particularly in the current marketplace.


Whether it is self-generated or imposed by external market forces, change demands attention, consideration, detailed analysis and the formulation, documentation and implementation of an integrity strategy.


Incremental change, and its consequences, dictate the need for respect. The scale of change differs little in importance from the frequency of that change.


In many, if not most instances, all change is significant to consumers. Accordingly, marketing, communications, promotions, merchandising, selling and service initiatives need more than “tweaking”.


Success in the introduction of change is not difficult. It is a consequence of detailed planning and respect for the impact on, and perception of existing, prospective and past clients.


Sadly, there is a long history of negative and sub-optimal outcomes as a result of change – big and small.




Clearly, a majority of unsuccessful change initiatives are derive from the management, and more disturbingly, marketing offices of companies, including manufacturers, distributors and retailers.


Greater knowledge, better education, unbounded creativity and originality, and a marketing degree, do not guarantee success and market acceptance.


Imposing and enforcing change on consumer perceptions, preferences and buying patterns is fraught with danger and difficulty. In such circumstances considerable time, money and resources need to be invested in the education and re-education of those in the primary, secondary and tertiary target markets.


Instant success is a rarity, if not a myth.




It is refreshing to learn, and reassuring to the owners, managers and marketers of small businesses that major global corporations, brands and product managers are prone to falling short in successfully implementing change.


The frequency of mistakes, shortcomings and outright failures is high. The scale of the consequences appears to be a differentiating factor.




For some 15 years the largest selling beer brand in Australia was Victoria Bitter, “VB”.


The brilliance of the advertising which featured the voice of the late John Meillon resonated with Australian drinkers and teetotallers alike.


A national market share of between 12 and 14% was enjoyed for an extended period of time, until someone decided to introduce a low-alcohol option. That weakened the presence and profile of the brand.


VB has slipped the ladder of success to approximately 3-4% market share.


The biggest selling beer brand in Australia is now full-strength XXXX, once a regional Queensland-based offering.


For global consumers the labelling may imply that it targeted to illiterate consumers. Not so. Although it could be a strikingly adroit strategy to impact among the 60%+ of the world's population who sign documents with an X!




For decades the Holden 6-cylinder Kingswood was Australia's own family motor car. Annual sales regularly exceeded 150,000.


Given the vagaries of oil supplies, and attendant price hikes, in the 1980s and beyond it was noted that a trend was emerging with the increasing popularity and sale of smaller, 4-cylinder European cars.


The decision was made – by whom I do not know – that the Holden Kingswood would be superseded by the Commodore, with the brand name Holden being removed or de-emphasised.


Sales plummeted to around 80,000 per annum. It was a costly lesson. Most changes come with consequences, some larger than others.


Holden never recovered and will cease production of motor vehicles in Australia by 2017.




Glad Wrap is a constant in many Australian kitchens.


A recent change in the packaging and introduction of a new cutting device hurt sales, - and a number of customers. Revenue bled, so too consumers, who could not effectively use the innovative cutting device.


Appropriately, the new packaging was promptly withdrawn, to the delight (and well-being) of many consumers.


The change to McDonald's product range with the introduction of All-Day-Breakfast was hardly a resounding success. It seems consumers were happy to move on from breakfast mid-morning. McDonald's franchisees found the extended hours of a breakfast offering was inefficient and impacting on profitability and productivity.


In recent times, McDonald's, and the broader fast-food sector, have been experiencing falling demand, sales and squeezed profits.


The best change seems to be good, rather than fast ... consumer driven, rather than management rushed. The margins for effort, like profits can be, and are increasingly thin.




•  Identify, isolate and analyse the demand factors for change
•  Ensure customer drive, and acceptance
•  Differentiate wants from demands – the former can create fads
•  Formulate, document and implement an integrated change strategy
•  Recognise and respect that to consumers, all change is BIG

The Big Lie - No Excuses

 Scandal. Fraud. Scam.


These are words that cause shivers in the corridors of corporations, and rightly so. Particularly, if the events and inevitable consequences are self-induced.


The Volkswagen diesel engine emissions imbroglio, in which on-board computer monitoring was deliberately set to under-report emission levels, is a striking example of appalling leadership and a poor, if not toxic, corporate culture.


It seems inconceivable that anyone could believe that a deliberate lie involving some 11.8 million motor vehicles and hundreds of thousands of Volkswagen employees around the world could remain hidden.


Once recognised and revered, the consequences for Volkswagen of the scandal have been immediate, widespread and cascading. The “fall-out” will doubtless continue well into the future. Reputational damage extends beyond single brands. Individuals, nations and sectors will suffer the odium of reputational stains.




This case study highlights the complexity of the principle of “unintended consequences”.


Volkswagen is the largest automotive manufacturer in the world, employing over 300,000 people, generating 206 billion Euro in revenue each year, and being owner of the Audi, Skoda, Bentley, Bugatti, and Lamborghini and Porsche brands.


Germany, its people and economy will be profoundly and directly impacted. One in seven of the workforce contribute to the production and export of motor vehicles. The Lower Saxony municipality owns 20% of the shares in Volkswagen and seeks regular and consistent dividends. They too will doubtless take a hit.


Questions will be put about the integrity of all things German, with probable detrimental influences on revenues.


Within two weeks of disclosure of the scandal, the resale value of all Volkswagen diesel vehicles in the United States of America had reportedly fallen by around 20%. That represents a large pool of disenchanted financially disadvantaged customers. It will probably get worse.


Satisfaction, loyalty, respect and referral business are concepts that will carry little currency into the immediate future for the Volkswagen group of companies.




The Chief Executive of Volkswagen has resigned with possible legal action pending. Two other senior executives have been dismissed, and a further trimming of the ranks is probable.


Search for a replacement leader has begun. Any trepidation about a poor record of external appointments of leaders for Volkswagen will be tempered by recognition that the current crisis is presumably a by-product of a negative, corporate culture.


Internal promotions and appointments would seem inappropriate to government, regulatory authorities, shareholders and customers.




The inept actions of many Volkswagen decision-makers beggar belief. What were the real long-term advantages and benefits? Any short-term beneficial outcomes were, in reality, false economies.


Greater respect was needed for the long-earned and justifiably commendable reputation for engineering excellence, reliability and value which had long been associated with the brand. A heavy price has already been paid, and will be paid well into the future.




In Australia, the image and standing of the 7-Eleven convenience stores franchise network have been figuratively trashed.


Seemingly widespread, if not systematic underpayment of employees is inexcusable and unjustifiable. The image of poor treatment of “back-packers”, “short term tourists”, casuals, Indian nationals in particular, will have fall-out in the international standing of Australia, the local franchise sector, convenience store operators at large, corporate Australia and many business operators.


We deserve better than that, and should not suffer from the actions of so few.


In recent times the 7-Eleven Chairman, Chief Executive and Chief Operating Officer have each stood down or resigned.


The Deputy Chairman on the Board of Directors has been promoted to Chairman. However, he has reportedly been on the board for some 16 years. Therefore, he was present when the inappropriate actions took place. It is not a good look!


The same individual was the National President of the Australian Institute of Company Directors, whose charter is to promote ethical corporate behaviour and good governance. He either “stood aside” or was asked to “stand aside”. Rightly so.


What measure of confidence will 7-Eleven franchisees and the disaffected, reportedly underpaid employees feel?


He was also Deputy Chairman of a publicly –listed national network of motor vehicle dealerships. He recently made public he is standing down from that position. What has not been publicly addressed is his chairmanship of a transport company. Actions do have consequences.


Consideration must be given to the interests and concerns of shareholders, staff members, suppliers, associates and clients of that and other entities. The lessons apply to all.


In the current global digital and open marketplace there is, seemingly, no place to hide.




There are four prevailing dominant forces in the marketplace. Each must be addressed, positively and proactively, being:


•  Fear
•  Risk
•  Trust
•  Integrity


The innate fears and risks associated with big lies will mitigate against ever attaining the exalted status of being trusted and accepted for one's integrity.


Today, as forever, there are no “white” lies or little fibs. Lies, and their consequences, are big.


There is much to commend the virtues of walking the straight and narrow line.

Differing Costs Of Production, Reproduction

The concept of, and concerns about production costs are so .... mercantile.


That was an era in commerce that is long past, and now out-dated. Arguably, the peak occurred in 1637, in the Netherlands, when the price of tulip bulbs, imported from Turkey, collapsed from 2500 florins (also known as Dutch guilders) to very little. Some people “had gone mad” for tulips. Or was it that they were simply mad? Shades of prevailing property and share prices in a range of marketplaces.


In the instance of tulips the bursting of the bubble had little or nothing to do with costs. An unexpected and rapid disruption to the supply had people take pause and re-evaluate the “true value” of a tulip bulb.


The consequences were immediate, widespread and dramatically substantial. This is a lesson relevant to all at this time.


Andrew Carnegie, the US industrialist, may well have argued that production, commerce and industrial might had attained their zenith in the late 1800s.


In reality, it is immaterial. Market presence, success, sustainability, wealth, value and intellectual property worth have evolved from material goods to the intangibles, of information, intelligence and communication.




Quantifying the value and worth of brands, products, services and skills is increasingly difficult, and highly subjective. One person's junk (mail) is another's treasure!


Moreover, an abundance of information is readily available to all .... and sundry. What's more, a lot of it is accessible free-of-charge.


The capacity to retrieve, collate, analyse and selectively disseminate intelligence is a key determinant in a sound measure of worth in the prevailing digital era.


Typically, the cost of producing, using, sharing and supplying information and intelligence is typically minimal, marginal, or possibly, even zero.




Among the traditional, established and recognised barriers of entry are production costs. These include capital outlays, premises, materials, inventory, workforce, supply chains and distribution returns.


Individually and collectively, these could be, and were, formidable impediments, barriers and filters. Risk:Benefit analyses could be centred, and the conclusions determined, on these factors alone. No longer.


Original, “ground-breaking” products and services do require considerable investments in time, money, resources and people.


However, late-entrants into a product/service range, marketplace and sector can enjoy low-cost carriage by those “Barbarians at the Gate,” who are keen to intrude on the operations, presence and revenues of established market innovators and leaders.


The fundamental reasons are very conspicuous. While production costs can be, and often are, very high , reproduction costs tend to be minimal.


Original equipment manufacturers with enviable brand names like Caterpillar, Komatsu and the like, find it difficult to counter prompt, efficient and effective intrusions by unbranded interlopers. Today, reproduction does not imply inferior quality.


Protecting the integrity of intellectual property, design, processes and ingredients is becoming increasingly difficult. Patent– and copyright protection is difficult, expensive and time-consuming to invoke, enforce, police and maintain.


There will doubtless be increasing circumstances of “IBM-compatible” products and service offers, as a consequence of 3-D copying and similar technologies and capabilities.


Therefore, accelerated cash-flow positive returns will be possible, enjoyed and shared by “Johnny-come-lately” competitors, and substitutes.


Product lifecycles will inevitably be shortened, margins narrowed and exclusivity-price premiums curtailed, if not eliminated because reproduction is cost-free.




The increasing emergence of inequitable, low-cost reproductions in crowded, competitive and static marketplaces will underscore the need for all entities to place greater emphasis and value on enhanced productivity.


Windows-of-opportunity will be limited, product lifecycles concertinaed, investment return ratios will necessarily be refined, and risk-tolerance criteria will be reassessed.


A week may be a long time in politics. In business, the cycle may extend to, say three years, but seldom much longer.


Self-induced obsolescence will be considered a virtue.


Production costs may appropriately be outsourced, allowing product/service innovators and entrepreneurs the opportunities and needs to embrace the reality of utilising, profiting and creating wealth from stark and confronting NIL reproduction costs.


That will take a change in the business modelling and most likely a change in mindset.