Without a clear strategy, marketing efforts can become scattered and ineffective, so how can you fight this?

In this third instalment of Marketing Applied series on Greenbook’s Grow your insights business expert channel, Iosetta Santini emphasises the importance of diagnosing challenges, setting objectives, understanding the market, and targeting the right audience before jumping into the implementation phase.

Strategic marketing requires intentional choices: deciding what to do and not do, anchored by a well-thought-out objective. By kicking off with diagnosing your product and market, you are ensuring you have defined the right goals so everyone can align their efforts to lead to real impact – not wasted resources.

Want to maximise your marketing success? Start with strategy.

Read the full article: Marketing Applied Part Three: Tactics Without Strategy Is the Noise Before Defeat

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Do your prospects know who you are, but forget you when it matters most? In the insights industry, awareness alone isn’t enough. What really counts is being remembered at the right time: when buying decisions are made.

In part two of her Marketing Applied series on Greenbook’s Grow your insights business channel, Iosetta Santini unpacks the concept of mental availability: why pairing it with brand awareness is like the ketchup to your mustard, and how you can build it into your marketing. From distinct branding to customer-focused messaging and being part of industry events, discover the steps to ensure your company stays top-of-mind.

Read the full article: Marketing Applied Part Two: What You Need to Know About Mental Availability.

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Research conferences are full of buzz – but sometimes it’s more noise than clarity. Amidst the AI talk and similar shiny promises at Quirk’s London, it was easy to lose sight of what really makes this industry tick.

That is why one session stood out for all the right reasons: Vodafone Business’ ‘Creating Authentic B2B Thought Leadership’. It was a timely reminder for strong thought leadership doesn’t just inform – it builds trust, proves value, and challenges decision-makers to look at their business problems in new ways – especially crucial in a progressively tech-driven market.

More than a message

What began as an internal trends report soon evolved into an outward-facing campaign, designed to offer real value to customers – not just the sales team. By addressing genuine business pain points, they transformed insight into impact.

But they didn’t always get it spot on. During their 2018–2019 ‘Future, Ready?’ campaign, Vodafone found one question kept surfacing: Who is ready? What does it actually mean to be future-ready? Businesses will always have follow-up questions, and you campaign needs to be ready to answer them. So back they went to the drawing board.

The outcome was their ‘Fit for the Future’ campaign – built on a robust framework that helps businesses assess their own readiness for what’s next. With just a short online assessment, companies can now find out how ‘fit for the future’ they are – directly addressing customer questions and creating ongoing value.

Why did it resonate? The key factor that made this work was because it didn’t just speak to customers – it supported them. The most impactful thought-leadership isn’t just about broadcasting ideas; it’s about solving real problems, offering clarity, backing it up with research, and showing up as a true partner.

Guiding principles for robust thought-leadership

So, how do you actually get started? Luckily, the team at Vodafone Business offered up some practical principles and not just theory:

• Secure internal buy-in.

Before you even begin, get your colleagues on board.  Make sure the value of the campaign is clear and aligned with your business objectives. Without internal support, it won’t gain traction.

• Offer something of real value.

Your story needs to be original, credible, and genuinely useful – something your audience won’t easily find elsewhere.

• Prove you know your stuff.

Build your narrative on research. Even small-scale desk research can go a long way in establishing authority and direction.

• Collaborate for credibility

Partner with trusted institutions to boost credibility, deepen your research and amplify your reach (Vodafone worked with the London School of Economics!).

• Get the delivery right.

Even a strong message can fall flat without strong execution. Work with the press and recognised industry voices to validate and broadcast your campaign (they worked with The Economist).

And remember: it’s not about commercialisation… yet. This is about brand positioning, building trust, and being recognised as an expert in your space. You’re playing the long game.

Vodafone Business has the stats to back that up:

• 88% of decision-makers say their respect for a business increases after engaging with thought-leadership.
• 41% of C-Suite execs have invited a company to pitch after encountering their thought-leadership.
• 45% say it directly led to choosing to work with a business.

So, the next time someone inevitably asks, “How do we commercialise this?” – that’s your answer.

Thought-leadership isn’t about the quick win. It’s about creating the kind of long-term impact that shapes how decision-makers see you, long after the campaign is done.

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In a sea of AI talk and industry buzz, Vodafone Business reminded us what real cut-through looks like. They reminded us that true impact comes from insight, integrity, and a commitment to supporting clients, not just selling to them. A big thank you to Quirk’s London for curating a programme where meaningful ideas like these could shine. It was a timely reminder that while technology may shape our future, it’s the strength of our thinking – and our ability to communicate it well – that truly drives the industry forward.

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Creating a gold standard of LinkedIn networking

LinkedIn has transformed itself into a community building tool that is both, a blessing and curse. It has become a place where reputations are built, conversations begin, and new opportunities emerge. However, it is also a new language to be learnt and best enjoyed with a solid understanding of its full potentials.

LinkedIn has over a billion users worldwide, but only 1% actively creating content… This offers a real opportunity for any company ready to show up, share insights, and build a strong brand presence. With this many users, it is no surprise it has become such an important platform for companies: research shows that 82% of people are more likely to trust a company when its senior executives are active on social media(1) and 70% of employers say that a personal brand is more important than a resume (2) so, a with a cornucopia of branding opportunities such as LinkedIn available for free, you’d be foolish not to use it.

Stop Selling, Start Showing Up

Let’s get started, it’s important to shift how you think about LinkedIn. It isn’t a space for hard selling or cold pitching (is it ever?) – it’s about building credibility by being visible, helpful. Instead of pitching, focus on being visible and valuable. By consistently offering relevant insights, you’ll naturally become known as someone who creates solutions. When you consistently offer relevant ideas and perspectives, people will associate your name with creating solutions to the problems they have.

If you’re aiming to get more out of your time on LinkedIn, the formula is simple: write, connect, and engage. These three actions increase your visibility and help you build a solid network.

If you’re looking for a quick guide on what to do on your LinkedIn, start with these 3Cs:

• Create your own experiences and knowledge – aim to be seen expert in your field on the platform. How can you add value for your audience?
• Curate content from others that you believe your network will find useful or interesting, with your own thoughts spicing up the conversation.
• Converse with those in your network. Ask questions, tag others who might have something to add, and respond to comments. Show people you are an active, curious member of the community.

But how exactly can you approach doing these, you ask?

Write to be seen, share to be heard – just make sure people want to hear it

Posting is key to showing people what you, and your company, is an expert in and why you are distinct. But… How do you find the right subject, tone of voice, and how much information is too much information?

To get answers for this, we must start small. Begin by sharing your insights once a week or a month to build confidence. Focusing on topics that align with your specific interests and areas of expertise. This approach ensures an authenticity and relevance in your posts that’s specific to you. Communicate your ideas with a calm confident expert voice but always make sure you aren’t alienating potential clients with overly complicated jargon.

Aligning your content with your brand is crucial. Here are some key things to keep in consideration when you’re creating content for LinkedIn:

1. Understand your own Identity and messaging: Ensure your content topics reflect your company’s mission, values, and unique value proposition.
2. What are your campaign objectives: Align your marketing strategy with clear business goals, whether it’s building brand awareness, establishing thought leadership, nurturing leads, or strengthening existing client relationships: know what you need before you go in.
3. Know your audience and their interests: Who do you create for, Tailor your content to address your audience’s needs, what are their pain points? Their interests?, when you know position your brand as a reliable resource.
4. Focus on your brand’s actual expertise: Highlight your company’s strengths and repeat key messages to reinforce your brand’s distinct benefits.
5. Choose the right channel: Select content forma

ts and platforms that that work for you, make sure you align with your brand’s tone and communicate this to your target audience.

Delve deeper in our Greenbook ‘Grow your insights business’ article, “Sealing the Deal: 5 Steps to the Perfect Brand-Content Match,” where Colonel Mustard Lucy Davison discusses the importance of this alignment for a healthy brand that keeps you visible and valuable in more detail.

Connections count

Your network also plays a huge part, in not just your presence online but also your company’s – so, it’s worth putting in the effort to grow it thoughtfully. Connect with people you’ve gelled with at events or online, and always send a message when you request to connect – it makes a difference. The more people you’re connected with, the more people see your posts and updates, and the greater the chances that something good will come from it. More on this in the next section…

Engage with consistency

Neither you nor your company page needs to post every day to stay visible. A lot of the value comes from just engaging with posts: like, comment on, and repost your company’s updates – these posts will come up on your connections’ feed! Aim to do this with every post to increase post impressions. On the other hand, you should do the same with content which you find relevant. Sharing your opinion on a subject you’re an expert in will show others that you are active, curious, and interested in what you do! Not only that, it will keep you and your company on people’s feeds (and minds)!

Put the “Pro” in Profile

Before increasing your activity, take some time to make sure your profile is up to scratch. It should be completely filled out: a clear headline, a summary that reflects who you are, and a recent photo, nothing overly fancy, just professional with a friendly tone.

The content of your profile should highlight the value you bring. Ask yourself this; what do I do really well? What do people rely on me for? What would a friend say if they had to sum me up in four words? What do I enjoy doing when I’m not working? (Hint: you don’t need to mention all of this in your headline and don’t say your role!) Networking isn’t for bragging about job titles, details like these are repetitive and quickly forgotten. Show your spark to the masses, while also highlighting your expertise, will be what sets you apart. The more authentic your profile, the more memorable it becomes.

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Ultimately, creating strong engagement on LinkedIn is about being consistent. Share valuable insights, build genuine connections, and stay active within your professional community. If you write regularly, grow your network thoughtfully, and interact with purpose, you’ll build a reputation that sticks.

Stay visible, stay valuable, and the results will follow.

(1) https://www.entrepreneur.com/leadership/why-personal-branding-is-crucial-for-ceos-in-todays-world/468320
(2) https://wisernotify.com/blog/branding-stats/

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Researchers face an uphill battle. Decades of data has proven that companies which listen to customers and markets have the greatest chance of success. Yet, for years, debates have focused primarily on how data and insight can ‘get a seat at the executive table’. Indeed, that’s a position of influence and input, but it is not demonstrative of a culture that is truly customer-centric and which thrives on making decisions informed by insight.

To achieve this, researchers have to be more than good storytellers or compelling presenters. They must be culture and community builders, creating the fabric and rituals that drive informed decisions, even when they aren’t in the room.

Interested? Join Lucy Davison and Paul Hudson of FlexMR on Monday, September 11^th, at 16:15 CET, at ESOMAR Congress in Amsterdam for “Salience and Staying Power”. We have brought together a panel of experts from De Beers, Haleon, and Pearson to discuss how to create an insights-driven culture. Expect an honest discussion on how such cultures are built – and we’ll be destroying a few MRX myths along the way.

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Back in December, we challenged you to find out your communication style with our Hollywood-themed quiz. Well, the results are in of the world’s first and only survey of insights professionals about communication. 260 of you completed our quiz and now we  are opening the envelope to reveal what we learnt about the insights profession.

First of all, although the quiz was a bit of fun the issue is no joke: 63% of you stated that communicating data and insights is challenging. This challenge carries through in the overall results distribution – fewest were best actor (16%) and the majority were best cinematographer (33.5%), followed by the best director (24%) and best supporting actor (24%).

Overall, this result appears to reinforce the image of insight people as slightly ‘behind the scenes’, technical and low profile when compared to other professions. The best cinematographers make a huge difference to a movie but don’t get the accolades – name one. This is reinforced by the responses to the question about communication style, with most researchers describing themselves as collaborative (37%) or consultative (34%) rather than charismatic (15%) or creative (14%).

The biggest communication challenge which 37% of researchers said they struggle with is always assuming people know what they mean. We’re going to come back to this in a future blog on developing the essential consultancy skills to ensure you and your audience are fully in tune. It’s not just about avoiding jargon and not making assumptions, but about the ‘two ears, one mouth’ approach – realising that communication is a two-way street, with listening more important than speaking.

It’s worth noting that the slightly recessive tendencies that many of you cited, did not follow through to how people described their behaviour in meetings with 40% of you saying you love bringing new ideas to the table and providing creative spark and just 14% preferring to listen than talk. Given that listening skills are crucial to communication, perhaps that balance needs to be redressed. It seems that within a smaller group researchers love to shine and be inspiring.

We’re here to help all researchers make the most of the roles they are playing and achieve an Oscar no matter what the film. Fame is a flavour, and Mustard makes it pop. Want to learn more about your star power potential in communication? Get in touch!

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How to make case studies work for you in insights

An insights company without case studies is like Batman without Robin. Demonstrating your value through a case study is fundamental to thought leadership and growth. Plus, there’s the added advantage that most clients are burning with curiosity and FOMO; the number one thing that they want to know is what you are doing or have done for other companies like them. But producing case studies is often a big challenge within MRX and one of the areas our agency or supply-side clients need most help with.

Before we start, we should point out that here at Mustard Towers we know about client confidentiality. We could paper the walls with the NDAs we’ve signed to ensure we do not share the communications work we do with global clients. We feel your pain. But we have also managed to share work we have done with several leading global companies (including Coca-Cola, Bic and Nestle Purina) in the media, conference platforms and, of course in our marketing.

So, here is a quick guide to producing case studies that will work for you.

Three steps to heaven

First of all, it’s worth pointing out that there are three levels of client attribution, and we always recommend a company uses a mix of these in their marketing.  The first is just showing that you have worked with a company by using their logo on your website or in your credentials. I’m not going to go into that here, but our suggestion is always “ask forgiveness not permission”. Put (the correct) client logo on your site and take down if asked. It’s worth pointing out that none of our agency clients in 16 years has been asked to remove a logo we put on their website.

The second level of client attribution is testimonials. By this we mean short, attributed verbatim from named clients. If you cannot name the individual, then at least name the company and give a job title. Without attribution testimonials are of very little value, (we suggest you just make them up and say what you like). For genuine testimonials, just send them a note with a draft for them to edit in whatever way they are comfortable.

Testimonials should be used in lots of ways, dotted on every page through your website (not in a dedicated area, this will be ignored), on social media, in your proposals (again dotted throughout) and in your credentials presentations.

Finally, there are full case studies. These are based on a recorded client interview or written questionnaire, drafted into an article or blog post or recorded as a video interview or podcast. A full case study will be a shorter version of the HBR/business school style case and will generally follow the format of business context and challenge, a description of what you did to help or solve the problem and the results for the client business. The result is never that you presented a report or completed the research, however enormous and hard that was. The result is what the client did with it – the learnings, actions taken and if possible, a demonstration of the positive contribution to the client’s organisation.

Getting results

This is where most case studies fall down. You must have the kind of relationship with the client that allows you to follow up with them a while after the project was delivered to find out how it went. Of course, doing this is a great business development/client relationship building opportunity but one which many insight companies fail to do for all sorts of reasons (ongoing negotiation on other projects not wanting to rock the boat, fear of drawing attention to potential failure, fear of drawing attention to a client’s failures, too junior a team on the project not able to have strategic consulting conversations with the client, attention elsewhere, the list goes on). As we know, MRX companies often hate to do research into themselves. Not being able to follow up with a client is sometimes symptomatic of the type of relationship agencies have with clients – which is why companies dealing with more senior clients often have the best chance of getting good case studies (and hence winning more of the right kind of client work).

You need to know if you have the results before you start the case study process. So, talk to the client, find out what happened and go from there. If you do not have the right, or any, results, then the client is not the right one for a case study. Revert to a testimonial or just using their logo.

If you do have the right relationship, know you have some results to write about, and have secured permission to do the case study in principle, then the best way to craft the content is via a set of pre-approved questions.  We usually craft a discussion guide and supply it to the client before doing a recorded interview, but you could also send over a set of questions on email and ask the client to respond. The first approach is usually better as it’s quicker and easier for the client to just chat for 30 minutes. You then know exactly what they said and can write up the case study using their verbatim as quotes. You can also lift relevant verbatim and use them as testimonials. If you do a video interview then you will need to edit it down to a tight enough format, ditto a podcast.

Once the case study is packaged then we send it over for clearance.

Clients often ask what will be done with the case study before they give permission. Our suggestion is to say at the outset that you will use it on your website and no more. Most clients do not see this as a problem. If the content is really interesting, then you can go back after you have the case published on your site and ask if it would be possible to do more with it. The main point is to avoid your client having to go to their legal team to get permission to publish. Legal teams will give a flat no to any request like this as life is too short for them. However, once a case is published on your site, there is nothing to stop you asking the client if it is OK to share it with more people.

In our experience, the hierarchy for where clients are happy to share a case study is first of all your own website and newsletters (and hence social media), then via an insights industry conference or webinar platform (typically done in conjunction with the client), then in the published media or external platforms.

If all this feels like too big a thing to deal with, remember you only need one good story which you will revisit and re-use in your marketing for years. There will always be people who had no idea you worked with Pepsi, and who would still be interested to hear about it even five years later. Do one case study really well, and you can just rely on logos and testimonials for the rest.

To wrap up, we always recommend partnerships. Network, meet people and then approach a company you want to work with, suggest an innovative new service or idea you would like to trial. Do an experiment with this client on the basis that you will share the results. You may need to pay for the sample, or do the research at cost, but the content will be gold.

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In the world of insights and research, marketing (if done at all) is frequently focused on short-term, tactical, lead generation. Agencies and suppliers come to us because they want more leads and see marketing as a support for sales and new business. In a digital environment, this seems to be an easy win. Create content to drive traffic and give you leads for your website, encourage clicks, capture data, measure, and target – and Bob’s your uncle. The problem is that this approach very often leads to disappointment and frustration.

A recent study by Professor John Dawes from the Ehrenberg-Bass Institute helps us to understand why. Hold on to your chair because you might be about to have a jaw dropping moment…the research reveals that 95% of your potential customers are not in the market for your services right now and possibly won’t be for months or even years. Indeed, only 5% of B2B buyers are looking to buy at any given time. What is more, contrary to popular belief, there’s nothing you can do to convince a potential customer to think about entering the market earlier, because they already have what they need, and they won’t need to change it any time soon.

Let’s start from the beginning. Most of you will already be familiar with The Long and The Short of It the 2013 paper by Binet and Field with the IPA. This introduced the idea that brands should be spending 60% of their budget on long-term brand building and 40% on activation and direct targeting. The key insight is that you need to build memorable and meaningful connections over time to build brands and this will help your tactical marketing to work. But this was entirely based on research into B2C advertising.

The new study looks specifically at B2B marketing. It shows that if you want to grow, you need to invest in building mental availability with the 95% of your potential buyers who are not going to click on a link or respond to a CTA any time soon. Having high mental availability means being remembered; being top of mind when a prospect does think about buying your services. Customers need to be aware of your brand, and most importantly they need to have a strong emotional attachment to it, even in B2B.

This is a long-term effort especially in the lengthy and complex B2B sales cycle. To be successful your marketing needs to build and refresh memory links to your brand, which will activate when customers are ready to buy. But the study also reveals that 95% of B2B marketers expect to see significant sales within the first two weeks of a campaign . So, it is inevitable that there is a great deal of disappointment and frustration.

To build these memories, you need a marketing strategy that differentiates you from the competition and gives you a strong story and point of view; a strategy that will make you famous. Using long-term brand building activities, you can tell your story and shape the perception customers have of your company.

The main challenge for all insights firms is awareness. Yet, tactical digital marketing is not going to solve your awareness problem. What the 95:5 rule teaches us is that short-term tactics mostly hit prospects who aren’t going to buy anytime soon. Your money and time are mostly wasted.

So, does your marketing focus 95% on long-term brand building?

If the answer is no, you need to switch your focus immediately towards building brand awareness; defining and communicating your brand story and building your profile as an expert in your industry, creating engaging content to support it, implementing a PR and media plan to make you stand out within your market. When you’ve sorted out these aspects, you’ll make a long-lasting impression in no time (pun intended, of course).

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When it comes to communicating insights, most people still rely on that dull event, the debrief. All our efforts are squeezed into one hour of bar chart hell. When we should be scintillating and exciting, we are studious and exhaustive. What can we do to change this?
Where better to look for inspiration than Hollywood?! The glitz, the glamour, the lights, the camera, the action. The FAME.

Here are my thoughts on what we can learn from Hollywood to ensure we get the attention we deserve and the recognition we desire.

First of all, it’s worth mentioning, when you think about the way movies are marketed and promoted, they always have a full integrated campaign around them. It’s these different elements working together that build fame. So although I have here a list of six, we need to use them all if we want to get results.

1. Stars
Hollywood is most famous for its stars. Whether directors or actors, from the Hollywood walk to the movies themselves, it’s all about the stars. When people think of the movie Titanic, they think of Leonardo DiCaprio and Kate Winslet. So, you need to think, who from your team can be your Kate or Leo? Sometimes your best presenter (actor) is not the most senior person or the person who ran the project. Be prepared to put your best presenter forward.

2. Titles, and one liners
Film titles are the first thing we hear when a film is announced. Before the cast, the trailer, before anything, it’s the title. With the latest Avenger films the discourse around the title was almost as big as the film itself. The snappy, clever or just plain irritating titles are ones we never forget. So think about what you call your project. Don’t call it ‘Results of Q3 tracker’. No one will come.

Then there are the one liners, which act like hooks to get us intrigued. ‘Frankly my dear, I don’t give a damn’ – you don’t even need to see the film to know where it comes from and what it is about. So think about a one liner to describe or refer to your project in a way that is really engaging.

3. Trailers
Blockbuster films have blockbuster trailers. And these trailers tend to hold the excitement, get the fans interested and start the fan theories. These blockbuster trailers set blockbuster records, Spider-Man: No Way Home received 355.5million in 24 hours on YouTube, the most for a trailer ever. Think about making three minute video trailers of your project. Just a few key highlights, but in film format, will often be all you need to get people engaged and excited.

4. PR
There is an elaborate PR scheme when it comes to promoting a film, from social media, to news articles and those all important Graham Norton interviews. Even when a film is not immediately due, the PR machine will whirr. So think about sharing the value of what you do all the time, work out key internal influencers, speak to people, use all available channels to publicise what you do, prime your audience for the project completion.

5. Target
Hollywood films are targeted toward different people. Paw-Patrol and a Period Drama have very different audiences and will be carefully planned and targeted for those audiences. They may both be movies, but they will be very different. So why do we in insights consistently do the one report or debrief for all audiences? Tailor your materials, understand your audiences and use different channels to reach them.

6. The Premier
Finally, think about the premier. The glitz and glamour all come together. Make this your debrief. Stage it, add some excitement and roll out the red carpet. Make the material interactive and increase your engagement. Sell your insights in the most exciting way you can.

Want to know how to make this work for you? Get in touch with us and we’ll share how we use our FAME model to add some Hollywood razzle dazzle to your insights communication

Keep an eye out for our upcoming webinar based on Hollywood and the FAME model and what you can do to give your insights FAME.

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The challenge to stand out is as important in MRX as it is for washing powder or breakfast cereal. But yet again, in this GRIT Report, we see that researchers don’t make good marketers.

The point of positioning is knowing what you do – and what you don’t do. In past reports, we have seen inconsistency from respondents within supply-side companies as to what their company does. And in this report again, “the employees of many supplier companies aren’t really sure about their company’s position in the marketplace, or don’t know how to describe it consistently… leaders of supplier companies need to clarify their market positioning and communicate that definition effectively throughout their organizations.”

Here we are, busy working for our clients and helping them to make sure their washing powder or breakfast cereal stands out in the market. We, in insights, wrote the manual on how having a core offering based on expertise or a distinguishing viewpoint is fundamental to successful marketing. But we simply do not apply that to ourselves.

There are three core reasons why I think this is such a challenge in MRX.

Firstly, many companies struggle to define their difference in the fear that they will narrow down their pool of potential clients. The ‘do not do’ part of the proposition de-facto rules you out of pitching for a whole lot of work. There’s a fine balance between wanting to be clear about what it is you do, the one thing you want to be famous for, and needing to bring revenue through the door. And that balance has been really wobbling in the middle of a global pandemic.

Secondly, many in insights do not apply the first rule of marketing and communication to themselves – namely ‘know thy audience; know thyself’. I have countless examples of insights companies (and client insights teams) not doing research on themselves – not asking customers and stakeholders what they think, or then integrating those views into their targeted communications, proposition, or service. The irony of this lack of interest in our own research is not lost on anyone.

Finally, suppliers (sometimes perhaps encouraged by the GRIT Report itself), are often distracted by ‘buzz’. We have seen several ‘hot topics; come and go – agile being one. Leaders get distracted by the excitement of a buzzword at the expense of their strategy and focus. As with technology, hopping on a bandwagon is only a good marketing tactic until the next new buzzword, or tech development, comes along. If you don’t focus on your long-term brand messaging and build awareness of why you are different, if you run off to jump on the buzzword bandwagon then you are just copying everyone else, your differentiation is diluted, and fame will be lost.

Being distinctive really matters. As this GRIT Report shows, to survive the pandemic, buyers and suppliers focused on what they did best rather than trying to be a jack-of-all-trades and master of none. Being a “one-stop-shop” may be an effective strategy to capture share of wallet, but it’s not an effective way to differentiate organizations in a crowded marketplace – or a long-term strategy for growth.

So, give your clients a break; stop making them work so hard to find out what makes you special. Get your positioning right, get it showcased in all the content your company creates – your mailers, blogs, whitepapers, website, and company branding – and your clients will know who you are and why to partner with you.

Check out the full GRIT report article on GreenBook here:
https://www.greenbook.org/mr/grit/how-to-be-famous

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