Tag: FMCG
-
From Local Identity to Global Brand: The Power of Cultural Specificity
The brands travelling furthest across borders are not necessarily the ones that look the most global. Increasingly, the strongest international identities are built by becoming more specific about where they come from.
-
Culture Is Not a Trend Report
Brands have become very good at spotting trends. Far fewer understand the culture that produces them. The distinction matters because trends tell you what people are doing. Culture helps explain why.
-
Why Brands Need to Understand Fandom
Loyal customers buy from you. Fans do something different: they talk about you, identify with you, bring other people in and often build culture around what you make. For brands, understanding fandom means understanding what happens when a product stops being merely useful and starts meaning something to people.
-
The South African Consumer Isn’t One Consumer
South Africa’s consumer market is often discussed in broad segments: income groups, generations, urban and rural households. These categories are useful, but they can also obscure the differences that matter most. Understanding the South African consumer requires looking beyond averages and recognising how income, access, culture and individual circumstances intersect.
-
The Case for Marketing-as-a-Service
A growing business doesn’t necessarily need a bigger marketing department. It needs the right people doing the right work, with someone taking responsibility for making it all work together. That’s the case for Marketing-as-a-Service.
-
The Real Cost of Fragmented Marketing
Multiple agencies, disconnected teams and competing priorities can make marketing look busy. But beneath the activity lies a less visible cost: duplicated effort, missed opportunities and a business that pays for marketing without getting the full value of it.
-
Commercial Intelligence Meets Cultural Intelligence
Commercial intelligence tells a business where the opportunity lies. Cultural intelligence helps it understand why people might care. The real advantage emerges when businesses stop treating them as separate disciplines and start using both to shape growth.
-
The Problem with Linear Marketing
Marketing plans love a straight line. Customers, markets and culture rarely follow one. And when businesses mistake the plan for reality, they risk spending more time executing yesterday’s thinking than responding to today’s opportunities.
-
Marketing is not a department. It’s an Operating System.
Businesses have spent decades organising marketing around people, functions and channels. But the way customers experience brands has changed. Perhaps it’s time the way businesses organise marketing changed, too.