New markets, new consumers to shape future brand value

But, if any true market focus is to be cultivated, the new perspective has to heed, as always, the fluctuations in consumer behaviour, management ideas, evolving technologies, political and social scenarios and branding developments.

The consumer market segmentation focus has changed fundamentally and there needs to be a clear focus on the triggers that indicate changes in behaviour, rather than those indicating consistency in behaviour.

For example, where product marketing might have established a clear connection between who is most likely to use a product and the brand itself, the new focus might be on creating a connection between the actual activity for which the product or brand is used.

Dialogue marketing is also emerging to indicate a move away from pure relationship marketing. There is a clear requirement to define multiple conversations with consumers, using multiple channels triggered by customer transitions and bringing the focus of marketing efforts to increasing levels of loyalty. It's no longer so much about customer relationship management as it is about customer lifetime management.

Marketers would also do well to abide the "time for me" mantra of the new elite. This sector is taking time out for themselves, with the idea of being 'busy' seen as middle class. For this sector it's about having a high regard for yourself and showing that you are in control; it's about quality not quantity and brands that save you time, help you multi-task and enable quality time are most likely to capitalise on this phenomenon.

Many businesses also have to deal with the reality of global consumers, partners, employees and shareholders. The 'Glocal' concept essentially translates into think global, but act local. It will make a fundamental impact on organisational structure, from the hierarchical structure of before to a task-based orientation. Now, clear accountability, multiple roles, a solutions driven approach and a focus on operating units will become key.

Businesses and brands are also being seen as living organisms to a far greater extent. There is a need to identify the DNA of your business or brand, with the focus on understanding all elements and interactions within your organisation as well as the principle that for every action there is a consequence or reaction.

And, the 'vitamins' that will drive successes, here, include the ability to create talent multipliers, accepting that less is more, renewing vitality and shifting focus from performance to potential.

We are often so busy changing that we forget people's desire for familiarity and security. There is a need for continuity champions to work with change champions.

In the quest to make business more about meaning than money, the focus will shift to emotional assets, and valuing the business from the inside out. No-one and everyone will play a key role in building a brand, including marketing, human resources, internal communication and leadership.