Too often a business and its brand seem to exist in parallel universes. They aren’t congruent. Why is this? And what can be done about it? Here’s the scenario: half a dozen talented professionals are completely sucked into the business they are building. They’re not short of acumen, ambition or arrogance and are speaking a language that is English but at the same time a dialect that is utterly indecipherable. Let’s call them alternative asset managers. Their venture is beginning to bear fruit. Tagged onto the end of their board meeting, they have a presentation from the two people they’ve employed to do their marketing. The presentation, in PowerPoint, is in its own way a specialised, niche version of English. It talks about the need to “cut through” in “an already cluttered marketplace” that stresses the need for “out-of-the-box thinking” and beliefs about “synergy” and how the brand can “add value”. Before the big moment – when the proposed marketing campaign will be revealed – th...
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