Читать книгу Becoming THE Expert - John W. Hayes - Страница 11

Organisation 1 was completely sold on developing a Thought Leadership Marketing programme. They worked in an extremely tight niche which didn’t justify mass marketing techniques, but still wanted to communicate best practices – as well as present upsell opportunities – to their target audience. They had the resources to deliver detailed Thought Leadership across multiple channels, held a strong belief in the validity of their argument (and their argument was good) and they certainly didn’t lack imagination or presentation skills. But when it came to delivery they just couldn’t get the stuff out.

Their problem was two-fold. Trust was a major issue, with all content requiring sign-off from a senior manager who was rarely available. Secondly, they questioned everything in minute detail, tweaking, re-developing and ultimately delaying (or scrapping) every project.

As they were delaying their Thought Leadership campaigns, their competitors were competently pushing out fairly reasonable content. While this Thought Leadership from competitors would never set the world on fire, it would certainly have a bigger impact on their potential clients than the wall of silence published from the overly reticent firm. And while they kept their lips tightly shut, fiercely loyal customers would sign long-term contracts with their competitors for services which could have been provided by the mute organisation – if only they had been more vocal in their approach.