Strategic coherence

VOL. 0040 – FLORIDA, MONDAY, DEC 11, 2023

Juan F. Arjona Harry

President & CEO Strategee

When reviewing in detail the potential causes of the success of a brand is to find a common denominator in all cases, there is full consistency between strategic discipline and operational discipline that administered the brand.

By the other hand, when there are failures usually real disasters happen and are very expensive mistakes making the brand to lose several points of market share.

Below are the failures and mistakes of the Strategic Coherence and operative discipline:

1. Failure on Strategic Coherence: Not defining a branding plan and / or not running it as planned, without delay, without abrupt changes, or ignoring / disrespecting the fundamental values of the brand.

2. Failure on Strategic Coherence: Not generating the growth and development framework for a brand that meets market structure, competitive strategy defined for the sector, the channel architecture of the category, type of purchase decision, the type of product / service, the type of perceived risk with the purchase, the nature and extent of the payout and the competitive racing in the product / service.

3. Failure on Strategic Coherence: Not checking the actual resources available in the company, designing the marketing strategy and tactics without considering the availability of resources, or doing it with overflow in hiring or commitments over the ability to pay of the company.

4. Failure on Strategic Coherence: Not consulting the managerial capacity available in the organization. Many errors in implementation come from the lack of control strategy, originated at critical points which are not managed or not controlled.

5. Failure on Strategic Coherence: Not considering the category's momentum and the moment of living development of the brand. There are countless cases where the lack of a proper interpretation of the market and the brand's momentum, make companies launch on the market brands prematurely or otherwise delayed, losing the power of results that would come from the strategy.

6. Failure on Strategic Coherence due to lack of Operative Discipline: Is when during the implementation of the strategy there are errors due to lack of definition of the critical points for execution.

7. Failure on Strategic Coherence due to lack of Operative Discipline: When assigning instructions within the Organization and these are lost in a Tower of Babel where there isn’t a direct responsible person in charge.

8. Failure on Strategic Coherence due to lack of Operative Discipline: When task are assigned to the wrong people or simply superior orders are assigned to whom should not be assigned. This is not uncommon, leaving the operation in inexperienced hands.

9. Failure on Strategic Coherence due to lack of Operative Discipline: When an operation does not have adequate controls in terms of amount of performance indicators, frequency measurement or quality / accuracy of these indicators.

10. Failure on Strategic Coherence due to lack of Operative Discipline: When senior officials of the Department of Marketing are bureaucratized to such a level, living disconnected from execution in the field, by being connected to the computer.