Digital Challenge
I think we’re over the January “out of office bounceback, bouncebacks”. (I wonder how much energy is used over the festive period on these?!) However, if you’re anything like me, there’s still a warm lingering of Christmas at times.
Sadly, the smell of pine and log fires seems to have finally drifted away, but I’m still eating the quality street remains and watching trash on the telly, like it’s the Groundhog Day of Sunday afternoon vibes between Christmas and New Year.
The Traitors, by the way, is hilarious. It’s the only reality show that rewards participants for not seeking attention (good or bad will ultimately backfire). Yet still, still, the contestants’ tv driven ego hasn’t quite led them to realise that progress is made by being honest and anonymous.
Here we are then, this time last year I wrote an article overcoming digital challenges, I started with Sourdough and finished 2024 with planning. If you’re a late starter to 2025 (as I am this year) the latter may still be relevant to help you line up your marketing mix for 2025.
Many years ago we did an article on Goals, Strategy & Tactics. This was because some organisations weren’t sure on where they were going, and whether they were buying guidance or hands-on help, if you aren’t sure either, then the answer lies in talking to us regularly, this year you can book a free call with me to discuss whatever ails you.
Like most things in life, we need to set a marker somewhere, communicate our bearings and then be ready to adapt to the landscape as we go. Our personalities often lead us towards either a big-picture view of change, target setting to achieve it or getting your hands dirty to make it happen (goals, strategy or tactics).
Last year these articles were largely tactical, helping you overcome blockers and take action. Thank you for steering the content and your kind feedback on these blogs.
As I mulled over the golden thread for this year’s writing, watching Muppet’s Christmas Carol (as is the Christmas Eve tradition since ever I can remember). I was doing my best to sing along with my best Kermit impression and a phrase suddenly hit me, “hold the past, present and future, and honour it all the year.”
Now, I tend towards strategic thinking, which often leads me towards the sunrise at the expense of the moment. When I heard Dickens’s words, I thought, well I am certainly not considering the past or holding all three simultaneously!
More on that in a moment, let’s stay in the moment a moment. My reflections lead me to thinking that if last year’s focus was tactical then this year should be strategic, so I will be sharing advice on top-level change, starting today with goal setting.
Don’t worry, this won’t be another article telling you to set SMART goals, promising increased riches and endless time back. However, I will share that crafting time on high-level activities has helped Vu, and certainly our most progressive clients are the ones with a plan.
Equally, the hardest ones to work with over the years have been entirely reactionary – often this comes with no plan, a blame culture, high stress and expensive staff churn.
You decide which one you want to be, meantime, I’ll share a few tips…
Don’t just start with the financials
So, target setting, whether it’s a new product to market or a line in the sand to work to, most of the time we start with a financial target right? True. A business lives or dies by the balance sheet, but our choices also make us who we are.
On the Scrooge spectrum of doing business we all find our place somewhere on the line of supporting or screwing our staff, suppliers or customers, don’t we?
I advise you to bring something you value into that mix and offer something of value to each of those. If you aren’t sure what or how then give Simon Sineks advice a whirl and “start with why”, or spend some time with the SDGs.
Measure it!
It can be difficult when you enter new territory on a feeling, it’s hard to quantify and make it something tangible, but I urge you into that discomfort – change happens in the margins.
An Impact Report collects these actions and holds you to account, and as we came to publish our second one, it reminds me of the importance of benchmarking. Only by knowing where we are can we set targets for change – Oh, perhaps this may be our honouring of the Past!
As an example, we are now offering Digital Sustainability Audits. It’s been hugely challenging as measurements for some areas are almost impossible to accurately calculate, but it’s a starting point to raise awareness, prioritise different metrics and create change. Crammed full of ideas, it’s as much a guidebook as an audit.
Start the other way around?
Goals are often financial, such as increased profit or turnover. The reason alternative metrics don’t really get prioritised at this level is partly because it doesn’t matter at this stage.
When it really impacts a business is shortly down the line, when those financial dreams need to be made a reality. By that time the targets are set and budgets are locked.
Marketers are tasked with growth of x%, only to ask what the marketplace looks like, the competition and USPs of the organisation or product. In short, all of those are “planning lingo” for the consumer asking: “Why would I buy this from you?”
If we consider a financial target increase of 10% profit, and we decide to 1% of our 10 back into 1% for the planet, what message helps you answer the consumer:
“We are aiming to make 10% more profit this year.”
or…
“We contribute 1% of our profit to helping the planet.”
Trying to be present for how the customer will perceive your goals and their impact may help you identify better goals and bring in some alternative metrics.
“As well as” not “instead of”
If that change results in hitting targets of 11%. There is no weigh off, just a great business, contributing to positive change.
Part of the problem with the capitalist defaults we have become accustomed to is that someone is trying to Scrooge us, therefore, we must protect our assets. Only then can we win monopoly as Charles Darrow understood the world to be, perhaps the world might be all the better if Lizzie Magie’s version had taken off.
Ultimately, the more we understand our purpose and align ourselves with it, the more we rally around those who share the same cause. Not only does this energise the belief for change, it creates collaboration and impact.
There isn’t really an alternative, Corporations and AI will beat businesses competing on price and already in 2024, 65% of consumers are willing to pay more to be brand loyal,
It’s time to decide what your customers will stay loyal to.
This is the future.
Now you have them all, will you honour it all the year?
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