Why we started Tactical
Why we started Tactical? Because it was needed and I’m gonna tell you the story.
Things are going forward
The state of the marketing industry is a cause for concern for many professionals, and I’m not afraid to admit, I’m one of them.
In recent years, marketing has been criticized for becoming more focused on short-term tactics and less on long-term strategic thinking. This shift has led to a lack of understanding of the underlying principles of marketing and a failure to create sustainable results.
Traditionally, marketing has been viewed as a support function within organizations, rather than a strategic one. Marketing strategy is where we play and how we win in the market. Tactics are how we then deliver on the strategy and execute for success.
Just as in traditional military strategy, marketers must first gather and analyze information about the market and the competition. This includes identifying target segments, understanding consumer needs, and analyzing the strengths and weaknesses of the competition. Once a thorough understanding of the market has been established, marketers can then develop a clear strategy for achieving their goals.
Once the strategy is in place, it is then the job of the various teams within the organization to execute on the tactics needed to achieve the objectives. For example, a marketing team might decide to launch a targeted advertising campaign in order to reach a specific segment of the market. The team would then develop the creative and messaging for the campaign, plan the media buy, and execute the campaign.
However, in recent years, the marketing landscape has undergone a significant change.
Why we started Tactical
The introduction of new tools and techniques, as well as the rise of real-time planning, has made it more challenging for marketers to keep up with the latest trends and make informed decisions.
This perception is changing as the importance of marketing in driving business growth and success becomes more widely recognized. As a result, the role of marketing is becoming more important and more complex.
The influx of digital marketers who prioritize tactics over strategy has further complicated the situation.
These marketers often select their mode of execution before conducting any research or agreeing on a strategy, which can lead to poor results. The abundance of digital channels and the ability to track and analyze data in real-time has led to a focus on short-term tactics and quick wins. Marketers are often under pressure to deliver immediate results, which can lead to a lack of strategic thinking and an over-reliance on tactics.
The emergence of new marketing frameworks and disciplines, such as Agile and Design Thinking, has also contributed to this problem. While these frameworks can be valuable tools for marketers, they are often viewed as a panacea for all marketing challenges, rising of a new breed of marketer, who often lacks the training and experience to develop and implement a comprehensive marketing strategy, often more focused on the latest tools and techniques, rather than understanding the underlying principles of marketing.
Can we change the game rules?
Changing the game rules may be a gargantuan job, but we can change the game altogether.
Tactical is a unique and specialized Value Proposition Studio that operates in the European market. Our singular focus is to create compelling and effective Value Propositions and Value Proposition Strategies for both established brands and emerging startups.
We specialize in working with innovative companies that are looking to differentiate themselves in their respective markets and our commitment is to kickstart a new way of doing marketing and branding at a very core level, by promoting a Tactical Thinking worth of the unknown, strange, unusual and modern uncontested scenarios we are currently living in.
For your eyes only
Here is a fun memoir from the past. Two years ago before Tactical, during the pandemic, I attended a masterclass in Leadership and Innovation from MIT Professional Education.
One of the assignments they gave me, was about building and communicating the Company vision. Tactical wasn’t born yet, nor was its value proposition as clear as today, but the exercise was really insightful: it implies a tool called futurespective, which means projecting yourself in the far future and trying to act accordingly to a faux scenario.
The scenario was the company retreat of the following year.
I’ll leave it to you as a memento for the sake of the things to come:
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