Tag Archives: competitive analysis

How Can You Maximize Your Facial Recognition Or Cybersecurity Marketing Impact?

(This news was originally supposed to be embargoed until Monday April 21, but…well…things happen.)

Facial recognition and cybersecurity marketing leaders,

Stretched?

Is a stretched team holding you back from creating stellar marketing materials? Are competitors taking your prospects from you while you remain silent?

I’m John Bredehoft from Bredemarket, and I currently have TWO openings to act as your on-demand marketing muscle for facial recognition or cybersecurity:

  • compelling content creation
  • winning proposal development
  • actionable analysis
CPA?

Bias can be good when it’s a bias to action.

Bias?

Satisfy your immediate needs and book a call: https://bredemarket.com/cpa/

Enter the Wildebeest Truckers

You can bet that I paid attention to AKings’ latest post after I saw how it began:

“Indiana. The Crossroads of America. A place where colossal semi-trucks roar in from the north, south, east, west, and every conceivable direction in between, like a great migration of diesel-belching wildebeests on their way to deliver vital supplies.”

Bredemarket’s self-promotional content is replete with wildebeests, iguanas, and wombats. Much of this was from an urge to differentiate from those who eat their own dog food. So Bredemarket ate its own iguana food, then its own wildebeest food.

But “wildebeest trucker” is a new one on me.

How do you differentiate your marketing content from that of your competitors?

Or do you eat their dog food?

But goin’ back to Indiana, AKings’ post is a literal tour of the state over a year, including an encounter with angry union members in Kokomo (not that Kokomo). Recommended reading.

(Wildebeest truck driver Imagen 3)

RACI WOMBAT Talk

Earlier this month I posted a revelation:

I don’t want to reveal Bredemarket’s secret process, so I’m just going to call it WOMBAT. Not that WOMBAT is unique to Bredemarket; far from it. Many companies use WOMBAT.

And many companies don’t use WOMBAT. In fact, they abhor WOMBAT and call it stifling. (Emotion words. Geddit?)

But I’ve found over the years that if you don’t use WOMBAT, there’s a very good chance that you’ll break things.

And who catches hell? The consultant. “Why did you do what we asked you to do? Now look at the mess you made!”

So out of a sense of fear and self-preservation (geddit?), there are times that I’ve secretly used WOMBAT and not told my clients I’m doing it.

Well, I’m going to reveal one component of WOMBAT in this post because I’m surprised that I haven’t already discussed it.

But there’s a risk involved, because once I discuss this component, there are about five people in the world who will immediately know what my WOMBAT is. But luckily for me, none of them read the Bredemarket blog, so my secret is safe.

(Speaking of risk, the racy—not RACI—wombat image was created by Imagen 3.)

RACI

As some of you undoubtedly figured out, I’m going to discuss RACI: Responsible, Accountable, Consulted, and Informed.

Assume for the moment that Bredemarket grows beyond its sole proprietorship origins and becomes a multinational employing thousands of people. At some point I’ll be sitting in my luxurious executive suite, nibbling on caviar, and I’ll bark out an order:

“Write a blog post about a wildebeest amusement park!”

Now the blog post won’t just magically happen. And because the fictional Bredemarket is a huge enterprise, it will take more than one person to make it so. Perhaps four, perhaps more, perhaps fewer. Here’s how Bob Kantor at CIO defines Responsible, Accountable, Consulted, and Informed:

Responsible: People or stakeholders who do the work. They must complete the task or objective or make the decision. Several people can be jointly Responsible.

Accountable: Person or stakeholder who is the “owner” of the work. He or she must sign off or approve when the task, objective or decision is complete. This person must make sure that responsibilities are assigned in the matrix for all related activities. Success requires that there is only one person Accountable, which means that “the buck stops there.”

Consulted: People or stakeholders who need to give input before the work can be done and signed-off on. These people are “in the loop” and active participants.

Informed: People or stakeholders who need to be kept “in the picture.” They need updates on progress or decisions, but they do not need to be formally consulted, nor do they contribute directly to the task or decision.

Personally, there may be cases when you only want a single person to be responsible for the work. But I agree that only one should be accountable.

Applying RACI

Using my ludicrous example, one (or more) people will be responsible for writing the wildebeest amusement park blog post, a single person (presumably one of my junior vice presidents) will be accountable for approving it, and various entities will be consulted for feedback (and, in the ideal world, may actually provide feedback). Then there are a few people who will be informed about the project, merely to roll their eyes at the whole thing.

Regardless of the process you institute, whether it is my super-secret WOMBAT process or something else, RACI responsibilities will help tremendously. Here’s another quote from Bob Kantor at CIO:

Having managed and rescued dozens of projects, and helped others do so, I’ve noted that there is always one critical success factor (CSF) that has either been effectively addressed or missed/messed up: clarity around the roles and responsibilities for each project participant and key stakeholder. No matter how detailed and complete a project plan may be for any project, confusion or omission of participant roles and responsibilities will cause major problems.

And some Accountable person approved what Kantor said.

Reapplying RACI

And this also affects Bredemarket’s content, proposal, and analysis work. For example, let’s look at the proposal that I recently helped a Bredemarket client win.

  • Two of us were jointly responsible for completing and submitting the proposal: myself, and a person at the client company. Yes, I know what I just said about preferring that only one person be responsible, but the federal agency in question would not let me submit the proposal; someone from the client had to do it.
  • This second person was the one who was accountable for the submission of the proposal.
  • There were several people who were consulted regarding this proposal. I cannot reveal their roles, but let’s just say that all of them were…um…critically important.
  • Then there were a few people here and there who were informed of the proposal progress.

Perhaps Bredemarket can work on a project with you. Let me know. https://bredemarket.com/cpa/

How Marketing Leads Can Navigate the Time of Uncertainty

Marketing leads (and others) like to talk about “eras” and “ages.” But I resisted the urge to refer to an “era” or “age” of uncertainty, preferring to reserve these terms for periods of hundreds or thousands of years. “The dot com ERA”? Come on.

But when we encounter technological or governmental changes that take place in mere days, we need to do things in different ways.

Three tips for dealing with uncertainty

Here are three tips that I am following for dealing with uncertainty. And if you are a marketing lead for your company, the third tip applies especially to you.

Tip 1: De-emphasize long term planning

Note that I didn’t say to stop long-term planning entirely. Heck, Bredemarket has worked on go-to-market processes and plans for three clients over the past couple of months—plans that assume you have months, not days, to execute a launch. 

But sadly, the accuracy of any long-term plan is probably not high. 

  • If you assumed that the U.S. management of its nuclear assets would maintain its low level of risk, that changed in a single day when the responsible people were mistakenly fired. We will see how many of them return to work.
  • Similarly, if you assumed maintenance of the status quo in the generative AI world…what were you smoking?

So while long-term planning is (in TLOI terms) important, short-term planning is very important, and short-term execution is critically important.

Tip 2: Expect the unexpected

This is always a good tip, but especially so today. You and I can name many times when something surprised us, and we had to scramble to adjust.

For example, many of us have received a terse request to meet with our bosses the next day. (Maybe more than one such request over the years.) The next day, after meeting with the boss and an unannounced third person, we adjusted to the new reality that our boss is no longer our boss, and we no longer have a job.

So how can we prepare for the unexpected? By definition we can’t. But we can at least be alert.

  • Question all your assumptions. (Yes, even that.)
  • Determine what you will do if the unthinkable happens.

Tip 3: Move quickly

Normally things remain constant for a day or two. So take advantage of the temporary certainty. When you can, execute now.

For marketing leads:

  • Get that content out. Conceive, draft, review, fix, and publish. Don’t spend months searching for the perfect words; there aren’t any.
  • Publish before  the content goes stale. If you’ve been working on an explanation of a Biden Administration executive order…put that work on hold or kill it entirely.

And if you’re swamped and don’t have the time to generate the content, or write the proposal, or perform the analysis, call on the short-term help here at Bredemarket to bail you out.

Before it’s too late.

CPA

To learn more, you can watch Bredemarket’s short, medium, or long videos about my “CPA” marketing and writing services. I can work with you to fill your content, proposal, and/or analysis gaps.

Short:

Short

Medium:

Medium

Long:

Long