The Marketing Spectrum: Lean Teams to Big Machines

Okay, so over the last few weeks I've been spending some time pitching ideas to various companies and I've been given another stark reminder of just how different organisations can be in terms of culture and processes, but also how scale defines the spectrum of roles of the brand, marketing and communications functions.

When it comes to being a Marketing Director, the job can look wildly different depending on whether you’re working at a newly formed tech start-up (like Gateway Communications, Ekiva or Flying Forest) or a well-oiled machine like a tech giant (like the Voda Group, Liquid Telecom or PCCW Global).

Sure, the job title might be the same, but the day-to-day? Worlds apart.

I’ve tried to break it down into a table - it might be easier to make my point with the ideas side by side.

Having worked in both settings, I’d argue that there’s no better training ground than a start-up for learning how to think on your feet and wear many hats. But the experience of managing scale, complexity, and long-term strategy at a tech giant is equally invaluable.

At the nub of it, both demand creativity, resilience, and a drive for making an impact. For me it’s always been about creating something better and solving problems, no matter where.

Turning compliance into a competitive advantage

In the last few weeks, I've been doing some very interesting work with a waste to biofuels start-up company in Finland, producing sustainable aviation fuel. As a newcomer to the industry I've obviously had to keep my ear to the ground. Here’s what I’ve found out in the last few weeks.European aviation mandating a minimum of 2% SAF into their fuel mix with targets set to rise to 10% in the UK and 6% in the EU by 2030

• US Treasury's new interim guidance on clean fuel subsidies on clean fuel tax credits under the Inflation Reduction Act

• The UK government is also reevaluating a proposed net zero 'flight tax' amid concerns about potential increases in travel costs for consumers

• Indonesia's state-owned energy company Pertamina, is set to produce its first batch of certified SAF in the first quarter of 2025 and

• Jet Aviation has introduced SAF in Basel, Switzerland, which all highlight the global momentum towards integrating sustainable fuels in both aviation and broader energy sectors, despite the economic and logistical challenges involved.

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For those that don't want to read the rest, here's a little summary of what I'm about to say.

Summary: As regulatory demands around Sustainable Aviation Fuel (SAF) increase, airlines face both challenges and opportunities. By focusing on transparent communication, empowering passengers with choice, and embedding sustainability into their brand narrative, airlines can turn compliance obligations into a competitive advantage while balancing cost and environmental responsibility.

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So, the aviation sector faces critical questions as new UK and European regulations mandate the increased use of Sustainable Aviation Fuel (SAF), starting at 2% in 2025 and rising to 22% by 2040. While aimed at reducing carbon emissions, these mandates bring both challenges and opportunities. Will these regulations impose financial strain and sustainability challenges, or can they serve as a competitive advantage in a global market where environmental responsibility is increasingly valued?

Regulatory mandates may initially appear as cost burdens, especially as fare adjustments will be necessary to meet compliance demands. However, airlines can mitigate negative perceptions by clearly communicating the rationale behind these adjustments. Transparent messaging that explains SAF’s role in reducing carbon emissions and the link between ticket prices and sustainability efforts can shift consumer understanding.

The way airlines integrate sustainability into their brand narratives will be pivotal. Instead of treating SAF compliance as an isolated requirement, it should be woven into the broader brand message. Consistently showcasing environmental efforts across booking platforms, inflight communications, and digital channels might even position airlines as forward-thinking industry leaders.

Empowering passengers is another effective strategy. Airlines should offer voluntary contribution models where travellers can choose to support SAF adoption through greener fare options, loyalty programme incentives like BA Avios have adopted, or simple carbon offsetting tools during booking. Offering choice reframes regulatory obligations as collaborative sustainability efforts. This is clearly the route most airlines are already taking.

Tone and framing matter, a lot. Price adjustments tied to regulatory changes have to be presented as shared steps towards positive environmental impact and not as their regulatory burden. Messaging must focus on the collective impact that can be made from small actions and show how passenger choices contribute to the global sustainability movement.

Strategic storytelling is everything. Marketers have to position sustainability as a progressive market advantage by sharing achievements like SAF adoption milestones or partnerships with biofuel innovators like Flying Forest. Airlines can demonstrate leadership if they collaborate with eco-conscious partners who align with their own sustainability goals

The aviation sector stands at a critical crossroads. Airlines that treat sustainability mandates as opportunities rather than burdens, using clear transparent messaging, adopting passenger empowerment thorugh choices, and doubling down on sustainability-led storytelling, can build stronger customer loyalty and long-term market growth. And that’s my thought for the week.

In the absence of accountability, trust becomes the ultimate casualty

In a move that raises more questions than it answers, Mark Zuckerberg has decided that Facebook will no longer employ fact-checkers to safeguard the integrity of information shared across his platforms. While Silicon Valley’s elite continue to preach the virtues of free speech and open platforms this decision edges dangerously close to abandoning responsibility for truth altogether. 

For marketing communications professionals, I think the implications are profound and troubling. In a digital landscape already saturated with misinformation the removal of fact-checking mechanisms further erodes trust in online narratives. Brands investing in carefully crafted messaging risk being drowned out by a cacophony of misleading headlines, manipulated statistics, and outright fabrications, all left unchecked under the guise of platform neutrality.

The lack of verification invites bad actors to game the system. Malicious campaigns will thrive, amplifying half-truths and disinformation with minimal friction. This shift jeopardises the basic principles of honest communication, blurring the line between persuasion and deception. Consumers, already increasingly sceptical of online claims may retreat from brand trust online altogether. 

Moreover, the absence of fact-checking incentivises crappy clickbait tactics. Without accountability the most sensational and divisive content, regardless of accuracy, will continue to command attention (which is now the commodity consumers are selling) skewing public perception and influencing consumer behaviour in unpredictable ways. Responsible marketers could find themselves penalised for taking the high road, as attention gravitates further towards sensationalism rather than substance. 

Zuckerberg’s hands-off approach also sets a dangerous precedent for the broader social media ecosystem. If the world's largest platform can absolve itself from ensuring informational integrity, smaller networks may follow suit, leading to a digital environment where truth is merely an option, not a standard. 

In marketing communications, credibility is currency. When platforms abandon fact-checking, they risk devaluing that currency, turning truth into a casualty of profit. Professionals committed to ethical storytelling must now contend with a harsher reality: a battlefield where authenticity fights for survival against unchecked misinformation.

The question remains, will this unchecked digital wild-west force marketers to compromise, or perhaps it will spark a renewed commitment to verifiable, honest storytelling?

Only time will tell. But one fact remains clear: in the absence of accountability, trust becomes the ultimate casualty.

Lessons not learned

The recent reinstatement of Austrian citizenship after tracing my family lineage over the past 150 years revealed that my ancestors experienced forced displacement from Poland, Czechoslovakia, Austria, and Germany, ultimately seeking refuge in the United Kingdom and the United States. Sadly, their experiences of displacement and injustice still echo deeply in a world where historical patterns of exclusion and territorial ambition continue to harm vulnerable populations.

Today, we continue to see nationalist and populist rhetoric around the world. President-elect Donald Trump’s aggressive statements about the potential sequestration of Canada, Greenland, and the Panama Canal, alongside his proposals for mass deportations of Central American immigrants reflect a dangerous continuation of these historically mistaken policies. Trump's ideas are not isolated, they mirror Russia's aggressive expansion into Ukraine and Crimea under Putin, Israel's treatment of Palestinians, and China’s increasing pressure on Hong Kong and Taiwan. All regimes run by leaders that Trump has previously expressed admiration for.

Such wildly immoral actions and rhetoric normalise violations of sovereignty and human rights, perpetuating cycles of displacement and human suffering. Nationalist regimes often use historical entitlement or security concerns to justify aggressive policies, as seen in Russia's and China’s strategies. However, the human cost,cultural erasure, loss of homeland, and generational trauma remains the intolerable consequence of these policies.

This pattern is not new. The forced removal of Native Americans under the Indian Removal Act in the 19th century led to mass suffering and the loss of thousands of lives, driven by territorial expansion and economic motivations. History demonstrates that such policies do not achieve long-term stability but instead deepen divisions and perpetuate injustice.

History teaches us that human goodness and moral guidance can win out in the long term, even when progress is slow. Austria has amended its citizenship laws to allow descendants of Nazi persecution victims to reclaim citizenship, acknowledging historical injustices. Similarly, Hungary offers citizenship by descent to reconnect with its diaspora, reflecting efforts to address historical exclusion., acknowledging the historical catastrophe caused by nationalist policies. Similarly, First Nations communities across various regions continue to strive for the reclamation of their rights, identities, and cultures, making progress while still facing significant challenges in many areas. despite centuries of oppression.

Morality involves an innate sense of justice and empathy, guiding us to reject exclusion, acknowledge historical injustices, and strive for accountability and fairness. Learning from the past is crucial, but moral integrity is a fundamental human instinct—one we must listen to more carefully if we are to prevent repeating these injustices.

As global citizens, we must remain vigilant against the spread of exclusionary policies. Justice, fairness, and respect for all people must triumph over the dangerous impulses of populism and nationalism. The power to prevent history from repeating itself is only possibleis if we know and understand our past.

Embracing My Potential - navigating career transitions

Over the past few months, I’ve found myself in an unfamiliar yet thought-provoking position: actively seeking new career opportunities in my fifties. While I’m acutely aware of the privilege I hold having had a fortunate and fulfilling career so far, this phase of life has introduced challenges and insights I hadn’t fully anticipated.

The truth is, transitioning careers is no longer a matter of skillsets or accomplishments. It’s a deeper emotional and psychological process, one tied closely to the concept of ‘approach-avoidance conflict’. On the one hand, I’m driven by the desire to find meaningful, purpose-driven roles that leverage my experience and leadership in marketing (approach). On the other hand, there’s the inevitable tension that arises when considering the intense stresses, sacrafices and creativity required to build something new and valuable with successful commercial outcomes (avoidance).

This conflict plays out in my reluctance to work for corporations that may not sit well or align with my personal beliefs or purpose. I'm also less willing to 'manage up', being far more focused on mentoring, training, and nurturing younger talent.

I’ve also had to confront broader market realities. The perception of senior marketing leaders often veers towards assumptions of generalisism or an outdated understanding of digital and modern strategies. Yet, what’s often overlooked is the wealth of strategic insight and industry expertise professionals like myself are able bring to the table. The real value in experience is an ability to see the long game, to mentor effectively, and to guide teams through uncertainty with a calm clarity.

So, can I start to navigate this stage gracefully and with purpose? I’ve found it helpful to focus on a few guiding principles:

1. Acknowledge the conflict: It’s important to sit with the discomfort and identify where the uncertainty stems from. Perhaps this growing self-awareness is the first step toward clarity.

2. Redefine relevance: Experience doesn’t age out, even in marketing. Staying curious, embracing new learning, and adapting to the changing landscape is still exciting.

3. Trust your purpose: This next phase isn’t about grasping at any opportunity, it's about finding roles that align with my values and where I can make a genuine impact.

The path forward isn’t always clear, but it’s far from over. This next chapter is about channeling my experience, embracing the emotional complexity of change, and stepping forward with courage and clarity.

I don't believe it's ever too late to redefine your professional story.

Creativity LINKS TO Financial Performance

I now know that creativity is essential for any company looking to stand out and drive sustainable profitability, and these are some examples of how I’ve tried to use creativity over the years. The link between creativity and financial performance has been clearly established many times over, particularly in complex telecoms and heavy technology where I’ve cut my teeth.

As someone with deep experience in creating multiple campaigns for tech heavy companies like Arq, Liquid Telecom, and PCCW Global, I’ve seen firsthand how great ideas that simplify complexity leads to a stronger brand message and measurable financial success.

Creativity and Financial Success: The Evidence

But it’s not just me, according to a McKinsey & Co (2023) study, companies that apply creativity effectively enjoy more than double the rate of organic revenue growth and total financial returns for stakeholders compared to less creative competitors. This is especially true in the tech sector, where simplifying complex products can be the key to unlocking new customer bases and driving growth.

Similarly, the Cannes Lions Creativity Report (2023) showed that businesses investing in long-term creative campaigns outperformed those relying on short-term tactics, proving that creativity is essential to sustained financial health.

Simplifying Complexity: My Work at Arq

At Arq I was tasked with explaing a highly technical process that extracts valuable hydrocarbons and minerals from industrial waste. The challenge was to make this complex technology understandable and relatable to investors and potential customers. I focused on storytelling, with a narrative that demonstrated the environmental and economic benefits of the process, using clear visuals to show how waste could be transformed into valuable resources. This approach made the technology feel more accessible and also highlighted its real-world impact, driving interest from customers, Universities and government departments.

Humanizing Technology: The Liquid Telecom Campaign

At Liquid Telecom, I led a campaign to communicate the value of their infrastructure in Africa, focusing on how it empowers communities through connectivity. Rather than bogging down the message with technical jargon (and in telecoms acronyms are everywhere) we crafted the "I AM" campaign, using relatable statements like “I AM Progress” and “I AM Future.” These simple yet powerful brand messages humanised Liquid Telecom’s technology and showed how it makes a tangible difference in people’s lives. The creative use of minimal text (who reads the body-copy anyway?) and strong imagery made the complex pan-African infrastructure technology feel personal and relevant to consumers and businesses alike, helping to solidify the re-branded company across key African markets.

Bringing Cybersecurity to Life: The PCCW Global Campaign

And at PCCW Global their cybersecurity products focused on breaking down the complexities of advanced threat detection and protection. The campaign avoided technical jargon and instead used relatable visuals and storytelling to demonstrate how cybersecurity solutions safeguard businesses in a digital world.

Showing real-life scenarios of businesses under threat and how PCCW Global’s technology provides a seamless layer of protection we were able to communicate the importance of cybersecurity in a clear human-centred way.

This is why I believe that creativity is a powerful strategic tool in the B2B technology sector, where simplifying complex products and communicating their real-world impact can make all the difference in customer engagement and financial performance.

My experience with Arq, Liquid Telecom, and PCCW Global demonstrates that crafting relatable stories, using human-centred messaging, and extraordinary visuals can lead to stronger brand positioning and better business outcomes.

Even in a sector where engineering, operations and technical prowess often overshadow marketing resources, creativity bridges the gap. By focusing on the customer experience and making technology accessible, businesses can not only differentiate themselves but also unlock significant financial gains.

References
McKinsey, 2023. Creativity’s Role in Business Growth: A New Era of Innovation.
Cannes Lions Creativity Report, 2023. How Creative Excellence Drives Business Value.
System1 Research, 2023. Emotion and Creativity in Advertising: The Path to Profitability.
Forrester Research, 2022. B2B Companies Using Creativity See Higher Market Share and Retention Rates.

How Flexibility Transforms Company Culture

The shift to hybrid working after COVID-19 has transformed the way businesses operate and impacted internal company culture. It has also redefined employee advocacy, where engaged employees promote their organization both internally and externally. With brand reputation now closely tied to employee sentiment, the connection between workplace culture and advocacy has never been more critical.

From Presenteeism to Flexibility - Before the pandemic, UK companies often equated office presence with productivity. COVID-19 forced a shift to remote working, and many companies now balance home and office work. This flexibility has empowered employees with better work-life balance, leading to higher satisfaction and a stronger emotional connection to their workplace.

However, some industries, such as finance, remain resistant. Goldman Sachs' CEO, for instance, described remote work as an "aberration," prioritizing office presence over flexibility. This resistance can strain employee morale, especially among younger staff valuing autonomy.

Impact on Engagement and Productivity Hybrid work has shifted how productivity is measured, from office hours to results. A Stanford study found remote work increased productivity by 13%, showing employees often excel when trusted to manage their own time. Companies like Slack have embraced hybrid models, finding stable or improved productivity and strong employee engagement.

Retention, Recruitment, and Advocacy - Flexible work arrangements have become key in talent retention and recruitment. A McKinsey report revealed that 30% of employees would leave if flexibility was removed. Companies prioritizing work-life balance gain a competitive edge, while those resisting change risk higher turnover.

PwC’s “everyday flexibility” policy, allowing remote work for part of the week, has boosted both employee satisfaction and retention. Employees who feel supported become strong brand advocates, enhancing the company’s reputation.

Addressing Inequality in Hybrid Work Models - A challenge of hybrid work is ensuring remote employees have equal opportunities for promotions and career growth. Companies like Google address this by implementing virtual inclusion initiatives, such as regular online meetings, virtual networking events, and results-focused evaluations.

Culture and Advocacy: A Critical Link - Employee advocacy reflects how aligned staff are with company values. Organizations that empower their employees with flexibility and a sense of belonging—regardless of location—see higher engagement and advocacy. Marketing leaders should view this shift as a chance to strengthen both brand value and employee loyalty.

Conclusion: Advocacy as a Cultural Outcome - Hybrid work is more than a logistical shift; it’s a cultural transformation. Companies that embrace flexibility, inclusion, and employee well-being will see stronger engagement, brand advocacy, and long-term success.

References:

• McKinsey: Employee insights on hybrid working preferences.

• Stanford University: Study on productivity in remote work.

• CIPD: Statistics on UK employers adopting hybrid work models.

• PwC: Case study on the impact of hybrid work on employee retention.

Is Personalisation at Scale The Future of B2B Marketing?

As businesses increasingly navigate a crowded digital space, B2B marketing has evolved far beyond the traditional tactics of cold emails and broad messaging. In 2024, it's no longer just about getting your product in front of potential buyers, it's about creating personalised experiences that address specific pain points and add value from the first interaction.

Why Personalisation Matters in B2B

We often think of personalisation as a B2C tool, but the B2B landscape is equally ripe for tailored experiences. The more personalised the interaction, the higher the likelihood of meaningful engagement.

According to research by ActiveCampaign (Giving B2B Buyers the B2C Experience They Want), at least 80% of B2B buyers expect the same level of personalisation and care they receive in B2C interactions, so B2B marketersneed to shift their focus and provide a more customer-centric experience. This demand for personalisation includes offering customised content, recommendations, and experiences across the buying journey to help buyers feel understood and valued​. B2C and B2B are merging.

An Adobe study (B2B Commerce Growth Strategies) reveals biggest B2B priorities and challenges for 2023)also highlights that B2B sellers are increasingly focusing on personalising their ecommerce strategies, with tactics such as currated search results, product recommendations, and targeted promotions playing a key role in driving conversions​.

This growing expectation for personalisation reflects the shift in B2B towards more consumer-like experiences. It’s becoming more and more important for marketers to understand and use marketing automation tools to meet these demands.

The New Frontier: Scale

However, the challenge for many marketers lies in achieving personalisation at scale. It’s one thing to tailor content for a handful of clients, but how do you personalise for hundreds—or even thousands—without losing the human touch? The key lies in blending cutting-edge technology with the most important factor, creative storytelling.

1. AI and Predictive Analytics: AI tools can now analyse vast amounts of data to predict what content will resonate with specific buyer personas. This helps in delivering the right message, to the right person, at the right time.

2. Dynamic Content and Automation: Leveraging dynamic content and marketing automation tools allows us to serve personalised messages based on user behavior, demographics, and engagement history. This can transform a generic outreach into a conversation that feels one-on-one.

3. Account-Based Marketing (ABM): ABM continues to grow as a vital strategy in B2B, and when combined with data-driven personalisation, it can create a tailored experience for entire accounts, not just individuals. It’s about meeting your customers where they are and addressing their specific business needs.

A Shift from Product-Centric to Solution-Oriented Messaging

Many B2B marketers are still guilty of product-first messaging. In today’s environment, it’s time to pivot to solution-oriented marketing, what problems do we solve?. Buyers don’t want to hear about your product features—they want to know how your product solves their unique problems. Building narratives around case studies, real-life applications, and ROI-driven content will make a world of difference.

Humanise the Data

Despite all the technological advances, B2B marketing should never lose its human element. Data can tell us the ‘what’ and ‘when,’ but it’s the human insight that informs the ‘why’ and ‘how.’ The future of personalisation lies in marrying data with empathy, creating content that doesn’t just speak to prospects, but resonates with them on a deeper level. I’ve said it before and I’ll say it again, anyone can do the quant analysis, but in marketing its always the qualitative elements that will make the difference.

What are your thoughts on personalisation in B2B marketing? How are you using technology to create more meaningful customer experiences?

#B2BMarketing #Personalisation #ABM #MarketingStrategy #ThoughtLeadership #AIinMarketing #CustomerExperience

Brand Tactics In The Trump Harris Debate

Every politician has a brand

Last night’s debate between Donald Trump and Kamala Harris offers a clear example of political branding at work and how both candidates used their own, very stylised brand tactics rooted in the fast-moving consumer goods (FMCG) sector.

Trump’s Shock Tactics:

Donald Trump's approach was typical Trump and very on message (for trump) which was to use shocking and controversial marketing. How else can we explain Trump’s claim that "in Springfield, they're eating the dogs... and the cats... they're eating the pets of the people that live there,"; a statement that was fact-checked and found to be false in real-time.

This sensationalism is reminiscent of PETA or Benneton, who frequently used graphic and provocative content to force public attention on animal rights issues or simply to get our attention. For the most part it worked because shocks stir emotions, Trump’s claims are designed to incite fear and outrage, particularly around immigration.

Like Trump, brands like Axe (Lynx) and GoDaddy have built their identity on shocking or controversial advertisements that (like Trump) alienate some audiences while deeply resonating with their target market. Trump’s political brand follows the same path—prioritising emotional impact over factual accuracy, with the intention of mobilising his core supporters.

While Trump’s claims will get immediate attention, they also risk his credibility with fact-checking and rebuttals. But does he care? Of course not – the jobs done as soon as the idea leaves his mouth. Brands using shock tactics will face criticism for misleading or offensive ads, but they also succeed in capturing attention and starting conversations. For Trump, this tactic is tried and trusted—engaging his loyal base at the potential expense of undecided voters.

Harris’s Trust and Credibility

In contrast, Kamala Harris’s strategy is grounded in building trust and credibility, like brands that sell quality and reliability.

She addressed her role in handling immigration and law enforcement saybing, "I’m the only person on this stage who has prosecuted transnational criminal organisations for the trafficking of guns, drugs, and human beings", positioning herself as the experienced prosecutor, highlighting her credibility on national security issues. By emphasising her qualifications and past successes, Harris’s brand is aiming herself as the stable, trustworthy and knowledgeable leader, much like brands that focus on credibility and proven expertise, such as Colgate, Volvo, Dove or Toyota. Her brand is about reassurance, telling voters that she has the experience to handle complex issues, aiming to build a sense of reliability and confidence.

Brand Harris pushes towards the centre ground that Trump likes to run away from. She distanced herself from extreme positions; “Tim Walz and I are both gun owners. We're not taking anybody's guns away. So stop with the continuous lying about this stuff.”

The Harris brand is about credibility, inclusivity, and long-term reliability. By clarifying her stance on gun ownership, Harris reassures voters that she is aligned with moderate, centrist views, expanding her appeal without alienating too much of her core Democratic base. Harris’s goal is to create a solid foundation of trust with moderate voters by presenting herself as a balanced leader with a clear plan for the future, designed to win over centrist voters while maintaining her progressive base.

Comparing Political Branding to Commercial Strategies

Much like in the world of FMCG, political candidates tailor their strategies to different audience segments. Trump’s shock-and-awe approach mirrors brands which push the boundaries of what is considered acceptable or tasteful in order to dominate the conversation. These brands, like Trump’s campaign, thrive on attention—even if it means risking controversy or backlash.

Harris, on the other hand emphasise trust, ethics, and consistency in their messaging. By positioning herself as a reliable and thoughtful candidate, Harris aims to build long-term credibility with voters who are looking for stability and pragmatic leadership. But does she have enough time for this to work?

Summary

The 2024 debate between Trump and Harris offers a masterclass in how political figures adopt FMCG marketing tactics to reach voters. Trump’s use of shocking claims aligns with brands that rely on controversy to spark engagement, while Harris’s credibility-based messaging echoes the strategies of trusted, long-standing brands.

Whether through shock tactics or trust-building, both candidates are shaping their political brands to resonate with distinct voter segments, much like FMCG brands craft their identities to appeal to different consumer markets. And they are very different markets.

Start-ups - prioritise momentum

Now, don’t get me wrong I’m a great believer in corporate purpose and I understand the importance of setting out the guiding principles as a ‘NorthStar’ for any ambitious company. But having been involved in several early-stage start-ups, I now believe that momentum is every bit and sometimes more important than purpose.

If you haven’t yet defined a corporate purpose, let me try to explain some of the elements that I think should be prioritised, to ensure communications don’t stall at the first hurdle.

A corporate purpose is very important in bringing ideas and concepts together has many benefits, especially in attracting the right talent, aligning culture with values, and generally becomes more relevant as the company begins to scale and mature. The very best purpose statements take time, creativity, multiple iterations, and a great deal of thought. If it’s not there yet, don’t let that slow you down – build momentum in your communications and keep going.

In the early stages of a company's growth (often whilst still fundraising) my belief is that the marketing narrative should not be stifled because the corporate purpose hasn’t yet been nailed down.

Communicate the company’s origin story, its vision for the future and how it intends to get their (its mission), the key stakeholders, and some demonstration of a proof of concept. These stories haven’t yet been heard and will be more critical, in the early stages, than having a fully articulated corporate purpose statement - and here’s why.

Origin Story - The origin story is compelling because it connects emotionally with listeners, whether they are potential investors, customers, or partners. It tells why the founders started the company and the problem they are passionate about solving. This story can significantly influence engagement and support, as it makes the business relatable and the mission personal. In time, this will inform the purpose statement, but it can easily be communicated sooner and has all the credibility of the purpose statement baked in.

Vision and Mission - The vision and mission statements define the company's long-term goals. In early stages, these align the team and provide a clear direction that guides all strategic decisions and communications. They help stakeholders understand where the company aims to go and how it intends to get there, which is more important at this stage than a carefully crafted purpose statement.

Key Stakeholders - When fundraising, highlighting key stakeholders — including founders, key employees, and initial investors — helps to establish credibility above and beyond a purpose statement. Senior leaders and respected stakeholders often bring with them a track record of success, skills, and networks that can reassure potential investors and partners of the company’s potential. The expertise and reputation of these individuals can be a strong endorsement of a start-up’s viability.

Proof of Concept - Perhaps most importantly, having a proof of concept demonstrates that the start-up’s idea is viable and has the potential for success. This can be a prototype, a pilot project, or initial sales figures that confirm market interest and potential profitability. It’s critical for potential investors and partners to see tangible evidence that the concept works, that it has the potential to bring in revenues and that it meets a real need in the market.

While a corporate purpose statement is valuable in the early stages, it may not be as critical as the elements listed above. During initial growth and fundraising, the immediate concern is often about proving the business model, securing capital, and building a customer base.

A purpose statement is more about long-term brand identity and corporate responsibility, which, although important, can (and often is) refined as the company evolves.

For early-stage companies, the immediate goal is often survival and proving the business model, which means attracting the necessary support and resources to ensure ongoing operations and growth. As such, the elements that directly support these objectives—origin story, vision and mission, key stakeholders, and proof of concept—tend to take precedence.

Embracing the Future: The Next Transformation of the Telecoms Industry

The telecommunications industry is on the cusp of a significant transformation, with a shift towards a more efficient and customer-centric model. In this evolution, we witness the emergence of service approaches that will redefine the way carriers, operators and enterprises establish connections and communicate with each other. This shift is characterised by the adoption of a delayered or 'as a service' model that is set to distrupt the traditional operator structure.

Since the very real threat of network disintermediation from the new kids on the block, the traditional carrier sector has been exploring the ideal structure for B2B telecommunications and operations. This shift recognises the growing importance of adopting the new kids platforms into the business model to enhance value creation and competitiveness and avoid being left outside in the cold. The concept of delayering has become the preferred means to shift from isolated structures to more agile, customer-centric, and technologically savvy organisations.

By delayering, I mean the process of restructuring the silos of an organisational framework within telecom companies such as (fixed, wireless, voice, data, networks, satellites) into a layered approach that matches the customer service layers as opposed to the network architecture. Traditionally, telcos operated in isolated silos, each with its resources and capabilities for network, IT, and digital platforms. The delayered approach streamlines and extends these layers to provide unified capabilities across the organisation, resulting in a more cohesive and efficient operation.

The primary goal of this transformation is to simplify the telecommunications landscape for the customer, acknowledging the inherent complexity due to each business's unique evolution. This approach leverages expertise from global ecosystem partners to create a strategic roadmap for a seamless customer process, improving efficiency and enhancing market advantages, accountability, and transparency.

The traditional telco structure, typically centered around specific technologies or services, is evolving into a more intricate model. The removal of network silos presents a simplified structure consisting of three primary services layers:

1. Content as a Service: This layer configures and provides customer service, facilitating billing and support activities. It is organised by customer segments and their products, covering everything from rate plans to cybersecurity solutions.

2. Platform as a Service: This layer manages services and platforms, drawing on various resource domains. It allows services such as cybersecurity and advanced capabilities to be exposed within solutions.

3. Network as a Service: This layer addresses immediate system outages, encompassing components like fibre, cell sites, and data centres, providing essential underlying connectivity or functions that cannot be separated.

This delayered approach not only enhances efficiency but also keeps pace with technological advancements. Emerging technologies like software-defined networking and open radio access networks have driven the virtualization and delayering of network technology stacks, realizing the full potential of the industry.

The telecoms landscape is undergoing rapid changes, characterised by increasing infrastructure fragmentation and a growing need for cloud infrastructure management. Adopting an ‘as a service’ model empowers telcos to more efficiently manage network, machine and cloud infrastructure, whether by leveraging hyperscalers' clouds, deploying their own cloud solutions, or a combination of both. These changes help operators stay at the forefront of the technology revolution without the risk of overexposure to infrastructure capital expenditures.

I believe that the future of the telecommunications industry remains bright, with this transformation enabling telcos to effectively compete with tech players. This shift promises greater agility, faster speed to market, and enhanced customer-centricity. Embracing this change is not an option for network operators but rather a necessity in this ever-evolving landscape.

Leading Marketing Teams in a Tech Environment

Following the recent merger between Arq and ADES, and after six years leading a marketing and communications team in the environmental technology space, my redundancy has given me the opportunity to reflect on what I am looking for in my next role and indeed, what the role of a modern marketing leader is. It’s too simplistic to say that the role of marketing is to create and execute marketing strategies that are both innovative and effective. Markers need to do more, and this means staying ahead of the curve on the latest trends and technologies, as well as being able to think outside the box and come up with new and creative ways to reach and engage customers.

Marketing directors in certain industries, such as technology and consumer goods, tend to have shorter tenures than those in other industries. This is because these industries are constantly changing, which can make it difficult for a marketers to stay on the front foot. In order to be successful, modern marketing leaders need to be able to do the following:

• Understand the customer: The first step in any successful marketing campaign is to understand the customer. What are their needs? What are their pain points? What motivates them to buy? A good marketing leader will take the time to research their target audience and develop a deep understanding of their wants and needs and be able to answer their questions openly and transparently, to help them make a buying decision.

• Be creative and innovative: In today's crowded marketplace, it's not enough to just be good at marketing. You need to be great. This means being creative and innovative in your approach. Don't be afraid to try new things and experiment with different marketing channels. The more creative you are, the more likely you are to stand out from the competition.

• Use data to measure results: In the past, marketing was often a guessing game. But today, thanks to the power of data, marketing leaders can track and measure the results of their campaigns with unprecedented accuracy. This information can be used to fine-tune future campaigns and ensure that they are as effective as possible.

I’ve always argued the great marketing is a craft that sits somewhere between the science of data analytics and the art and creativity of brand and copywriting. Neither of these skills remain static and nor do do any of the technology industries. It's important for marketing leaders to stay ahead of the curve. This means staying up-to-date on the latest trends and technologies, as well as being willing to challenge the status quo.

With all the apps and software available to marketers, it my seem a little old fashioned, but one way to stay ahead of the curve is to attend industry events and conferences. This is a great way to network with other marketing professionals and learn about the latest trends. There’s also so much more information freely available online now that it makes sense to set aside some time each week to stay up-to-date by reading industry publications and blogs.

Another way to stay ahead of the curve is to experiment with new marketing channels. Don't be afraid to try new things and see what works. The more you experiment, the more likely you are to find new and innovative ways to reach and engage customers.

The most important tool for staying relevant is to be willing to challenge the status quo. Don't be afraid to use your industry experience, your gut and your professional training to come up with new and creative ideas. The marketing landscape is constantly changing, so you need to be willing to change with it.

Seven 'Network as a service' (NaaS) benefits to 5G mobile operators

5G Network as a Service (NaaS) presents several commercial benefits for smaller mobile phone operators, helping them to sell the power of 5G technology without significant infrastructure investments and to share the commercial benefits of this step change innovation.

5G NaaS lets smaller mobile phone operators to benefit commercially from 5G technology without the burden of heavy infrastructure investments. They can access advanced technology, achieve cost savings, improve service quality, and focus on their core competencies of selling and branding. By leveraging 5G NaaS, smaller operators can stay competitive, expand their service offerings, and deliver exceptional experiences to their customers, all the time safeguarding there future operations through partnership.

Cost Savings: Implementing and maintaining a 5G network infrastructure requires substantial upfront investments and ongoing operational costs. However, by partnering with NaaS providers, smaller operators can access 5G capabilities without the need for extensive infrastructure deployment. This eliminates the capital expenditure associated with building and upgrading networks, allowing operators to allocate resources to other critical areas of their business.

Faster Time-to-Market: Deploying a 5G network from scratch can be time-consuming and complex. Leveraging 5G NaaS enables smaller operators to accelerate their time-to-market and seize early-mover advantages. They can quickly tap into an existing 5G infrastructure provided by NaaS vendors, reducing the time and effort required to roll out new services and offerings. This agility helps smaller operators remain competitive in the rapidly evolving telecommunications landscape.

Access to Advanced Technology: 5G NaaS providers are at the forefront of technological advancements, continuously investing in research and development to enhance their networks. By partnering with these providers, smaller operators gain access to cutting-edge 5G technologies and features that might be otherwise challenging to develop and implement independently. This allows them to offer innovative services and experiences to their customers without bearing the burden of technology development costs. Even smaller operators could now provide customers with access to advanced features like low-latency gaming, augmented reality experiences, and high-quality video streaming, leveraging the technological advancements and capabilities of the NaaS provider.

Network Scalability and Flexibility: 5G NaaS provides smaller operators with the ability to scale their network resources based on demand fluctuations. As the number of connected devices and data consumption grows, operators can easily expand their network capacity to meet increasing demands. During peak usage periods or in high-traffic areas, the operator can seamlessly expand their network resources, ensuring optimal performance and user experience without over-provisioning.

This scalability ensures optimal resource allocation and cost efficiency. Additionally, the flexibility offered by NaaS allows operators to adjust their service offerings, add new features, and tailor their network capabilities to meet specific customer requirements.

Improved Service Quality and Customer Experience: 5G NaaS enables smaller operators to deliver enhanced service quality and superior customer experiences. With access to high-speed, low-latency 5G networks, operators can offer faster data transfer, seamless connectivity, and support for bandwidth-intensive applications. This allows them to cater to the growing demands of customers who require reliable and high-performance connectivity for various use cases to deliver high-speed, low-latency connectivity for IoT deployments. This means they can cater to industries like manufacturing, transportation, and healthcare, providing reliable and real-time data transfer for IoT devices

Focus on Core Competencies: By partnering with 5G NaaS providers, smaller operators can offload the complexities of network management and maintenance. This allows them to concentrate on their core competencies, such as marketing, customer service, and developing innovative service offerings. They can redirect resources and expertise towards areas that differentiate them in the market, fostering business growth and competitiveness.

Collaboration and Partnerships: 5G NaaS opens avenues for collaboration and partnerships between smaller operators and larger service providers. Smaller operators can leverage the existing infrastructure of NaaS providers to offer seamless connectivity and services to their customers, expanding their network coverage and reach. This collaborative approach allows smaller operators to tap into new markets, extend their service footprint, and offer bundled services, leading to increased customer acquisition and revenue opportunities.

Telco's now offer homogeneous products and ubiquitous services - and that's why the brand matters more than ever

Unless your and bone fide techie, telecom services have become ubiquitous. The availability and reliability of telecom services have improved significantly over the years, and as service standards improve, it’s brands that play a crucial role in shaping consumer preferences and influencing purchasing decisions.

While the ubiquity of telecom services has increased competition and expanded choices for consumers, telecom brands still hold significance in shaping consumer perceptions, establishing trust, delivering quality services, and driving innovation in the industry.

Telecom brands differentiate themselves through their service offerings, customer support, network quality, pricing, and additional features. Each brand may have unique selling propositions that appeal to different segments of the market. Branding helps consumers identify and choose the telecom provider that aligns with their specific needs or preferences.

Established telecom brands often have a track record of providing reliable services and maintaining customer satisfaction, but consumers (even B2B and enterprise customers) are still more likely to trust brands they are familiar with, especially when it comes to services that are critical to their businesses or daily lives, such as internet connectivity and mobile communication. A trusted brand reputation can provide assurance and peace of mind to customers more than corporate KPIs

That’s why telecom brands must continue to invest in enhancing the overall customer experience through user-friendly interfaces, intuitive apps, self-service options, and personalised support. A well-known brand is more likely to have developed streamlined processes and efficient customer service channels, making it easier for consumers to manage their accounts, troubleshoot issues, and access help when needed. Or perhaps from the brand perspective we should view this the other way around?

Telecom brands often drive innovation in the industry by introducing new technologies, services, and products. They invest in research and development to stay ahead of the competition and meet evolving customer demands. Established brands have the resources and expertise to launch new technologies such as 5G networks, IoT (Internet of Things) connectivity, mobile money, payroll solutions or advanced home entertainment solutions, which can further differentiate them from other providers.

The strength of the brand has allowed many telecoms operators to diversify away from data and voice calls into the new markets of bundled services that include internet, TV, mobile, commerce, security and other telecommunications offerings. The brand plays a crucial role in marketing these bundled packages and creating value propositions that attract customers. A strong brand can communicate the benefits of bundling services and offer convenience and cost savings to consumers.

Seven ways 5G NaaS will improve enterprise connectivity

With the advent of 5G technology arriving in the UK just over a year ago (May 2019), here are my thoughts on the exciting opportunities that this step change in network configuration brings for enterprises, particularly in terms of improving connectivity through Network as a Service (NaaS). I’ve listed my top seven, because it’s my lucky number!

Enhanced Speed and Capacity: 5G offers significantly faster speeds and increased network capacity compared to previous generations. This translates into higher bandwidth availability for enterprises, allowing them to handle large data volumes, real-time applications, and bandwidth-intensive tasks seamlessly. With NaaS built on 5G infrastructure, enterprises can access high-speed connectivity to support their evolving business needs.

Low Latency and Real-Time Responsiveness: 5G networks deliver ultra-low latency, enabling near-instantaneous data transfer. This low latency is crucial for applications that require real-time responsiveness, such as remote monitoring, virtual reality (VR), augmented reality (AR), and Internet of Things (IoT) deployments. NaaS powered by 5G allows enterprises to leverage these technologies, driving efficiency, productivity, and innovation across various industries.

Reliable and Ubiquitous Coverage: 5G networks are designed to provide reliable coverage, even in densely populated areas. This ensures seamless connectivity for enterprises regardless of their location. With NaaS leveraging 5G's extensive coverage, businesses can maintain uninterrupted connectivity, whether in urban centers, remote regions, or within their own premises. This reliability opens doors for new applications and business models that require constant connectivity.

Network Slicing for Customization: 5G introduces network slicing, which enables the creation of dedicated virtual networks tailored to specific enterprise requirements. NaaS utilizing 5G network slicing allows businesses to have virtualized, isolated network environments customized to their needs. Each slice can be optimized with specific performance characteristics, security measures, and quality of service (QoS) parameters. This flexibility empowers enterprises to prioritize critical applications, manage network resources efficiently, and ensure the desired performance for their operations.

Improved Security and Privacy: 5G networks incorporate advanced security features to protect enterprise data and communications. NaaS built on 5G infrastructure leverages these inherent security capabilities to provide secure connectivity to enterprises. Features like end-to-end encryption, secure authentication protocols, and network segmentation enhance data privacy and protect against potential cyber threats. This enables enterprises to confidently adopt NaaS solutions while maintaining the integrity and confidentiality of their business-critical information.

Scalability and On-Demand Provisioning: 5G-based NaaS offers scalability and on-demand provisioning, allowing enterprises to quickly adapt to changing business requirements. As enterprises expand or contract their operations, they can easily adjust their network resources and bandwidth allocation. This scalability ensures optimal utilization of network assets, cost efficiency, and the ability to scale up or down based on demand fluctuations.

Cost Efficiency and Operational Simplicity: NaaS on 5G reduces the need for enterprises to invest in and maintain complex networking infrastructure. Instead, they can access network services as a subscription-based model, eliminating the upfront costs of hardware and infrastructure deployment. With simplified network management and centralized control, enterprises can focus on their core competencies while relying on the expertise of NaaS providers to handle network operations.

Seven ways SDN will reshape the telecoms market

Software-defined networking (SDN) is poised to revolutionise the telecoms market, bringing significant changes and advancements to the industry. Here are some key ways in which I think SDN will impact the telecoms market:

 Network Flexibility and Agility: SDN enables the separation of network control and forwarding functions, allowing for centralized control and programmability of the network. This enhances network flexibility and agility, enabling telecoms companies to dynamically adapt their networks to changing demands and optimize resource allocation. SDN empowers telecoms providers to quickly provision, scale, and reconfigure network services, leading to improved efficiency and faster service delivery.

Network Virtualization and Automation: SDN facilitates network virtualization, enabling the creation of virtual network overlays and logical network partitions. This allows multiple virtual networks to run on a shared physical infrastructure, leading to more efficient resource utilization. Furthermore, SDN enables automation of network provisioning, configuration, and management processes, reducing manual efforts and human errors. Telecoms companies can leverage SDN to automate tasks like network monitoring, traffic engineering, and security enforcement, resulting in operational cost savings and improved network performance.

Improved Network Performance and Quality of Service: SDN's centralized control and programmability enable intelligent traffic management and optimization. Telecoms providers can dynamically allocate network resources based on real-time traffic patterns and quality of service (QoS) requirements. SDN allows for application-aware routing, traffic prioritization, and traffic engineering, leading to enhanced network performance, reduced latency, and improved QoS for end-users. SDN's ability to dynamically adapt to changing network conditions also enables efficient load balancing and resiliency, ensuring high availability and fault tolerance.

Acceleration of Network Function Virtualization (NFV): SDN and Network Function Virtualization (NFV) go hand in hand. NFV involves virtualizing traditional network functions, such as firewalls, routers, and load balancers, and running them as software-based instances on commodity hardware. SDN provides the underlying infrastructure and programmability to enable the dynamic deployment, chaining, and management of these virtualized network functions. By combining SDN and NFV, telecoms companies can achieve greater network flexibility, cost savings, and faster service deployment through the virtualization and software-based orchestration of network functions.

Enablement of New Services and Business Models: SDN opens up opportunities for telecoms providers to offer innovative services and explore new business models. The programmability and flexibility of SDN enable the rapid development and deployment of new network services, such as on-demand bandwidth provisioning, network slicing for specific applications or industries, and customized service offerings. SDN also facilitates partnerships and collaborations with third-party service providers, allowing telecoms companies to offer value-added services and create ecosystems around their networks.

Enhanced Network Security and Policy Enforcement: SDN provides centralized control and visibility over the network, enabling enhanced security and policy enforcement. Security policies can be dynamically applied and adjusted across the network, ensuring consistent and robust security measures. SDN's ability to isolate and segment traffic through virtual networks enhances network security and containment of threats. Additionally, SDN enables the implementation of granular access controls, threat detection, and response mechanisms, improving the overall security posture of telecoms networks.

Cost Reduction and Operational Efficiency: SDN offers potential cost savings and operational efficiencies for telecoms providers. By decoupling network control from physical infrastructure, SDN allows for the use of commodity hardware and reduces reliance on proprietary network devices. This results in cost savings on network equipment and maintenance. Moreover, SDN's automation capabilities streamline network management and reduce manual intervention, leading to operational cost reductions and improved efficiency.

How is marketing international telcoms different...?

Marketing of technology and telcoms is often conflated as being very similar, but I would argue that there are several unique and quite fundamental differences. The most basic difference is that virtually all telecoms solutions rely on partnerships.

Understanding that all telecoms requires an relationship based approach and that only by building trust and strong relationships can any business scale. Decision-makers within these companies value long-term partnerships and seek vendors who understand their specific needs. Marketers need to focus on establishing credibility amongst their brands and products, demonstrating industry expertise, and nurturing relationships through personalised engagement and tailored solutions.

Telecoms companies operate in a highly technical and complex industry. Marketing to these companies requires a deep understanding of telecommunications technologies, networks, and infrastructure. Marketers must possess the technical knowledge to effectively communicate the benefits and capabilities of their solutions to the telecoms audience. This requires specialized knowledge that may not be as crucial in other industries.

The sales cycles in the telecoms industry tend to be longer and more complex than in many other sectors. Decision-making processes often involve multiple stakeholders, extensive evaluations, and regulatory considerations. Marketers need to develop strategies that account for these longer sales cycles, nurturing leads and providing comprehensive information throughout the decision-making journey.

Marketing to telecoms companies primarily falls under the B2B (business-to-business) realm. This means that the marketing approach focuses on targeting and engaging with other businesses rather than individual consumers. B2B marketing requires building relationships with key decision-makers, understanding the unique challenges faced by telecoms companies, and crafting messages that resonate with their business objectives.

The telecoms industry is subject to strict regulations and compliance standards. Marketers need to navigate these regulatory frameworks and ensure that their marketing campaigns and messaging comply with industry guidelines. This may involve staying updated on changing regulations, working closely with legal and compliance teams, and tailoring marketing strategies to meet these requirements.

Marketing to telecoms companies often requires a high level of industry expertise. Telecoms professionals are knowledgeable about their field and expect marketers to understand the intricacies of their industry. Marketers need to invest time in acquiring industry-specific knowledge, staying updated on technological advancements, and understanding the unique challenges and pain points faced by telecoms companies.

Telecoms companies prioritise solutions that can scale and operate with utmost reliability. Marketing messages need to emphasise the scalability, performance, and robustness of the products or services being offered. Highlighting how the solution can help telecoms companies meet their growing demands and ensure uninterrupted operations is vital.

In summary, marketing to telecoms companies requires a unique blend of technical knowledge, understanding of complex sales cycles, adherence to regulatory requirements, industry expertise, relationship-building skills, and a focus on scalability and reliability. Successful telecoms marketing strategies recognise and address these distinct factors to effectively engage with the target audience and drive business growth in this specialised industry.

Unveiling the Pain Points

In the dynamic realm of international carrier-grade telecommunications, understanding the pain points of your target audience is paramount for successful marketing. By delving into their challenges and requirements, you can position your solutions as indispensable for meeting their needs. In this blog post, we explore effective strategies to discover the target audience and identify their pain points in the realm of international carrier-grade telecommunications. By employing these tactics, you can optimize your marketing efforts and craft compelling messages that resonate with your audience.

Conduct In-Depth Market Research

To unearth the pain points of your target audience, thorough market research is indispensable. Dive deep into the telecommunications industry, analysing market trends, emerging technologies, and the challenges faced by carriers. Leverage industry reports, competitor analysis, and customer surveys to gather valuable insights. By understanding the current landscape, you can identify gaps in the market and position your solutions as the missing piece to alleviate their pain points. Key marketing phrases: market research, emerging technologies, industry analysis, competitive landscape.

Engage in Customer Interviews and Surveys

Directly engaging with customers through interviews and surveys is an effective method to uncover pain points. These interactions provide first-hand information about their challenges, requirements, and expectations from a telecommunications solution. Craft open-ended questions that encourage customers to express their pain points candidly. By actively listening and analysing their responses, you can gain deeper insights into their pain points and tailor your marketing messages accordingly. Customer testimonials and case studies derived from these interviews can also be powerful marketing assets to showcase how your solutions address specific pain points. Key marketing phrases: customer interviews, surveys, pain point identification, customer testimonials.

Collaborate with Sales and Customer Support Teams

Your sales and customer support teams possess valuable insights into customer pain points as they interact directly with them. Foster collaboration with these teams to gain a comprehensive understanding of the challenges faced by carriers. Conduct joint meetings to gather feedback, exchange information, and identify recurring pain points. Their knowledge of customer pain points can inform your marketing strategy and help you create targeted messages that resonate with your target audience. Leveraging their expertise enables you to align your marketing efforts with the sales process and customer support journey. Key marketing phrases: collaboration, feedback gathering, pain point validation, customer support insights.

 Attend Industry Events and Conferences

Industry events and conferences serve as a treasure trove of information on pain points and emerging trends in telecommunications. Participate in these events to engage with carriers, network operators, and industry experts. Increasingly, large enterprise customers are engaged at these events, as the markets blur and widen. That’s why, actively listening to presentations, joining discussions, and networking to gain insights into the challenges faced by the target audience is so important for marketers. Speaking face to face with customers at industry events and the wider social context offers a unique opportunity to validate existing pain points, identify new ones, and stay updated on emerging technologies.

The tricky bit afterwards is always managing the feedback loops from the sales and product teams and designing a process which allows the incorporation of any new knowledge gained from these events into your marketing strategy enables you to position your solutions as innovative and tailored to address the evolving needs of the industry. Key marketing phrases: industry events, pain point validation, networking, emerging technologies.

Leverage Online Communities and Forums

Online communities, forums, and social media groups focused on telecommunications provide an avenue to connect with carriers and professionals in the industry. Engage in conversations, participate in discussions, and observe the pain points raised by the community. By actively listening and seeking feedback, you can identify common pain points and challenges faced by your target audience. Utilize these insights to shape your marketing messages and content to address their specific needs.

Establishing your brand as an active participant in these communities enhances your credibility and positions you as a thought leader, while also opening doors for potential collaborations and partnerships. Key marketing phrases: online communities, engagement, thought leadership, pain point identification.

Identifying the pain points of your target audience is a fundamental aspect of all marketing. By conducting in-depth market research, engaging with customers, collaborating with internal teams, attending industry events, and leveraging online communities, you can gain valuable insights into their pain points. This knowledge empowers you to develop marketing strategies with confidence; to position solutions effectively; and to demonstrate how your products and sevices willalleviate their challenges, ultimately driving success in the competitive telecommunications landscape.

B2B or B2C - how different can it be?

1. Shared Marketing Principles: B2B and B2C marketing share core principles like clear messaging, audience segmentation, and relationship building.

2. Tailored Messaging: Both require personalized messaging to address specific audience needs, whether targeting businesses or individual consumers.

3. Trust and Relationships: Trust and credibility are essential in both markets, built through consistent quality, transparency, and customer engagement.

4. Digital Integration: Both B2B and B2C rely on digital channels like websites, social media, and SEO for visibility and customer interaction

In marketing, businesses often approach two primary strategies: B2B (business-to-business) and B2C (business-to-consumer) marketing. While these approaches may appear quite different, they share several core principles essential for success. Recognizing these similarities can help marketers optimize strategies and discover new growth opportunities.

Having worked extensively in both B2B and B2C marketing, I've often noticed the overlooked synergies between the two, particularly when it comes to foundational practices and shared priorities.

Though B2B and B2C differ in tone, complexity, and channels, both require tailored messaging. B2B marketing typically emphasizes business needs, efficiency, and ROI (Return on Investment), while B2C often appeals to emotions, desires, and personal aspirations. Yet, both demand clear, compelling narratives, strong value propositions, and effective solutions to customer pain points. Simplicity and clarity in messaging help capture attention and drive results, no matter the audience.

A fundamental requirement in both B2B and B2C marketing is identifying and segmenting target audiences. While B2B focuses on businesses and B2C targets individual consumers, success in both areas hinges on understanding audience needs, behaviors, and preferences. Effective segmentation allows marketers to craft relevant messages and offers that speak directly to those they aim to reach.

To achieve this, both B2B and B2C marketers use market research techniques like surveys (often insightful), focus groups (sometimes distracting), and data analysis (consistently valuable). These insights help refine marketing strategies, personalize content, and create experiences that resonate with the audience, whether they are businesses or individuals.

Building trust and nurturing relationships is crucial in both B2B and B2C. While B2B often involves long-term partnerships and B2C focuses on individual transactions, the foundation remains the same: becoming a trusted brand. Trust is built by delivering on promises, providing consistent quality, and offering exceptional customer experiences. Transparent communication, timely responses, and genuine engagement help establish credibility and long-term customer loyalty in both sectors.

The rise of digital platforms has further blurred the lines between B2B and B2C marketing. Both approaches now rely heavily on online channels such as websites, social media, email campaigns, and search engine optimization. A strong digital presence, optimized content, and active social media engagement are essential for visibility in both markets. Additionally, as e-commerce has evolved, both businesses and consumers now expect seamless, secure, and intuitive online purchasing experiences.

While B2B and B2C strategies may seem distinct at first glance, their core principles often overlap. From audience segmentation to relationship building, personalized messaging to digital integration, both approaches share essential marketing fundamentals. By recognizing and leveraging these shared principles, marketers can create more effective, cohesive strategies that drive success in any market.

Do brands matter any more?

(Spoiler Alert - yes they do).

Brands matter and have value if people trust them.  Nowadays, aren't we all savvy enough and connected enough to know that no brands should be trusted? What’s changing is the way that brands earn our trust, but not the value of the trusted brand.

The global marketplace now gives us too much choice and information for consumers to possibly have time to research and fully understand the benefits  that each company offers. It’s ironic that in a globally connected world where now more than ever we have access to myriad information sources it is the old fallback of word-of-mouth the matters most. And that is why a trusted brand with a loyal team of brand advocates who are engaged with your company and your employees is still potentially the most valuable asset a company can hold.

Brands have evolved from being visual trade marks or logos that people recognise as a mark of authenticity (something akin to a painter’s signature) to become something that people feel, trust and emote.

Brands compete increasingly for our attention which is why it has become increasingly important for brands to understand how to differentiate themselves through engagement and trust.  The fundamentals of building a brand used to be based on key attributes with which a company could differentiate themselves from their competition. This was enough for a company to make its mark and to establish a position within its own market category.

This is no longer true. Previously a company only had to say what it stood for. Now they need to also be seen to behave positively and transparently in a way that represents the brand and is remarkable. It is how people in your organisation behave and who you choose to partner with that now better defines your brand.  Brand engagement starts from the inside out created by anybody who has a stake in the company (including suppliers, vendors, employees and partners).  For a brand to stand out from the crowd people need to trust and believe in all the company stands for, and to do that we all need to be transparent.  Brands no longer 'say', now brands have to 'do' and it's the customers who will 'say' what your brand is.

With more choice than ever before it has become harder to choose which companies to trust, which companies to work for, and which products most reflect who you choose to be.  Brands no longer simply identify products, but increasingly even in a corporate environment they allow customers to make a statement about themselves.

This is a fundamental shift. Brands now reflect the identity of your customer not just your organisation and because of this, customers are more sensitive and responsive than ever before to corporations that behave unethically or irresponsibly.

And likewise a solid brand, if true to the company’s purpose, will help direct the strategic narrative and framework for all operations across the company. This can range from type of person that is attracted to work to the organisation, how they are recruited, and the corporate environment in which they work. All of a company’s actions will naturally flow from the brand vision, guiding its strategic principles and commercial goals. These can all be focus around the brand and the brand ambitions.

Companies and corporations with a clear brand strategy have a sharper focus their business opportunities, knowing which partners are the closest fit to their ambitions. This impacts vendor relations, channel partners, customers, employee engagement as well as future M&A and expansion plans.

Without a strong corporate brand how can we expect customers to find us, to like us, to buy from us or to ever trust us. 

So, do brands matter any more? Yes, more than ever.