publisher ’s letter
Seeking the Highest Return
3
T
he rich get richer. Consider the idea that money always finds the highest return. For example, investors always decide to put their money where it will generate the most cash. The wealthiest people in the world typically end up with more money. And companies usually keep the employees who provide the most return on effort. In other words, a dollar that finds itself in an unprofitable business eventually will find a home where profit exists. Subsequently, profitable brands are popular brands.
Brands that are not popular have lost chemistry with the marketplace. Complacency, a lack of intimacy and innovation all lead to the dilution of brands. In turn, great brands stand the test of time by engaging their right brains and working tirelessly to deliver value to the world. Great employees do the same. They realize that wealth and security come from productivity and ingenuity. Great marketers understand you cannot rest on your laurels. They realize that market share is no longer a sustainable strategy by itself. There is no such thing as “too big to fail” anymore. Healthy companies derive their profit from being attuned to their client bases. They are part of their communities and, in some small part, define their communities. It is not enough to be known by name alone. Consumers want to get a feel for whom the brand represents and the values the brand carries. Making people feel differently and think differently is at the core of great brands. Marrying market leadership with thought leadership is a powerful plan. More important, it is a profitable plan. Welcome to our final issue of 2012. We already have an amazing lineup of content scheduled for 2013. We have had lots of fun with content this year and believe that thought leadership is a powerful tool in the new landscape. In our cover
Bill Barta
Warmest regards,
Bill Barta President & CEO Rider Dickerson
Dean Petrulakis
Bill Barta, President & CEO, Rider Dickerson
CONTENTS
Managing Editor
03 Publisher’s Letter
Publisher
Dean Petrulakis, Senior Vice President, Business Development, Rider Dickerson
Art Direction
Brent Cashman printForum is published bimonthly by Rider Dickerson, copyright 2012. All rights reserved
article, “Brains vs. Brawn,” we detail the differences and synergies between market share and thought leadership. You can draw your own conclusions. Our second feature, “The New Day,” attempts to define the new landscape within which marketers are operating. All great marketers want to get a feel for the multiple generations that are playing a role in our economy and how they may buy, view work or spend their time. Marketing is at the core of your relationship with your clients. That’s why developing a meaningful brand depends on understanding the changing needs of those clients. Profitable companies are a derivative of powerful brands. Powerful brands are a derivative of passionate and disciplined people. Don’t believe us? Just follow the money.
Seeking the highest return
04 Marketing Insights 06 Brains vs. Brawn
How thought leadership can build market share
Dean Petrulakis Senior Vice President, Business Development, Rider Dickerson
10 New Day
How companies and organizations can adjust to the new realities of marketing, branding and their own workforces
14 Sell Benefits, Not Features 15 Book Recommendation
The Business Model Innovation Factory: How to Stay Relevant When the World is Changing
For more information contact dpetrulakis@riderdickerson.com 312-676-4119 Printed on 100# Utopia 2 Dull Text
printForum • November/December 2012