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I hope you and your loved ones are well and staying safe.
In this post, I'd like to expand upon the recent Pittsburgh Technology Council One Mic Stand interview I did with Jonathan Kersting (thanks!) on April 14th.
Because Marketing Must Go On, here are some tips and resources related to leadership, communications and operations that we've found useful over the past few weeks.
They touch on and prioritize some of the core values we hold at LEVY and that we've used to guide our decisions during this challenging time: stability, quality, value and efficiency. By focusing on these values as we seek answers, we've found it easier to identify what solutions work best for us and our customers.
We hope that they will help you to make your business thrive and make your marketing count.
It’s impossible to sugarcoat; things are unsteady for so many of our fellow neighbors, friends, colleagues, communities, and peers right now. The current Coronavirus pandemic is uncharted territory leaving many individuals and businesses in fear for what’s to come and weary of what the future looks like.
You don't need me to tell you that things are changing quickly these days. We're all seeing trade events get canceled and new business meetings moved to video conferences. But one thing hasn't changed: the need to reach coworkers, customers and prospects with specific, meaningful communication, regardless of the channel.
Last week, in my previous blog, I talked about the WHY of Making Your Marketing Count. This week, we’ll dive into the WHAT, and next week we'll look at the HOW.
In my career, I learned a few lessons the hard way:
- Understanding the magnitude of the growth challenge
- Focusing quickly on what I could influence, and
- Developing and executing on SMART objectives.
Below, we'll take an in-depth look at each of those factors.
About seven years ago, at a previous employer, my team and I were leading one of the most significant programs launched in the industry. It was disruptive, utterly different than any other competitor's offering, and aimed at an emerging demographic we weren't used to communicating with at the time.
Growing in slow to uncertain market conditions calls for a balanced approach
Throughout my career, I had the privilege to interact with many leaders in the Industrial/Manufacturing sector. Our discussions on business conditions netted one common theme: We need more growth. The underlying question was: "How do we break away?"