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July 3, 2018

How to Successfully Launch a Product Online [with Case Studies]

Even Amazon‘s $685 billion market value couldn‘t save the Amazon Fire. Launching a product online takes a lot of work — and it‘s something that can elude even the largest companies in the world.

Amazon‘s Fire phone flopped so hard in 2014 that people barely remember it today, and that‘s even after the ecommerce company cut its cost from $200 to 99 cents. Amazon misunderstood and misinterpreted the industry it was trying to launch in — and they assumed that the weight of their brand was enough to carry their marketing strategy.

This proved to be a costly and lasting mistake; it‘s doubtful that Amazon is going to be jumping into the smartphone market any time in the near future.

Still, Amazon‘s blunder did a lot to teach marketing companies about the value of an online launch strategy. If your company is considering an online product launch, there‘s a lot you can learn from case studies and from existing product launch tactics.

Here‘s what you need to know.  

Planning to grow your business? Download our marketing plan template 2.0 to get started.

4 Steps to a Great Product Launch

Every product, market, and demographic is different. Despite this, the steps to a great online product launch generally fit into a simple outline. Create a strategy, develop your tactics, launch your product, and avoid common mistakes.

1. Create a Strategy

Your strategy begins with discovering your target audience . For many businesses, this will lead to building out lists and creating unique and specific audiences. Email lists, social media lists, and mailing lists — all these so you can build a relationship with your prospective customer base.

Once you‘ve built your contacts, list, and audience, you can determine the most accurate and effective sales hooks. You will already have positioned yourself as a trusted authority through repeated contact and valuable content . From there, it‘s only a matter of building up the momentum that can be used for a launch.

It‘s a dirty secret that you can make quite a few mistakes as long as you have a solid, respectable following. Amazon may be a well-known name, but it‘s never been able to foster personal relationships with its customers. It‘s simply too massive.

Plus Amazon is not considered an authority on smartphones — and consequently wasn‘t considered to be trustworthy within that industry. All of these elements together led to a strategy that just didn‘t work, regardless of how much access Amazon had to its customer base.

2. Develop Your Tactics

So how do you build your authority with your customers? How do you get them excited for a product launch online?

You need to keep their attention throughout your marketing efforts and make sure they are still interested by the time you‘re ready to sell. This requires tactics.

• Tell your customers a story . Your customers need to connect with your business and your products on an emotional level. Telling your customers a narrative helps them understand the context of your brand, your products, and your services. It also helps them relate to your brand, rather than thinking of your brand as “just another company.”
• Offer your customers value. Perceived value is key. As your customers continue to engage with your product, you need to offer them something of value. Whether it‘s valuable content or a discount on an eventual product, giving your customers value shows them that you care. This is why stores frequently offer pre-order bonuses and early adopter discounts.
• Create events for your customers to participate in . An event excites customers and builds their sense of anticipation, encouraging them to further engage with your brand. Live streams have become a popular way to connect with customers on an inexpensive and organic level.  
• Show your customers social evidence. Customers don‘t trust advertising very much these days. Showing your customers social evidence — through social media sharing and testimonials — builds your credibility. This will also build your social media accounts, which will benefit your company in the future.
• Interact with your customers . Don‘t just send messages out into the void. Connect with your customers on a personal level, especially through social media campaigns and email. Respond professionally and in a timely fashion to any messages your customers send; customer service starts before the purchase does.

These are all mental triggers that will encourage your customers to follow your brand. Once your product launches, you need to seek an actual commitment. This requires different strategies.

• Remember that the customer is always right . Throughout your campaign, you‘ll get a sense of what the market wants. Sell what your market wants — not what you want to sell them. This is a lesson learned by Amazon. Amazon wanted to sell phones, but customers didn‘t want another smartphone option.
• Modify your product offerings based on feedback . If your customers have suggestions, listen; they know what they want. The more of their boxes you can check, the more likely you are to sell your product.

From pre-launch to post-launch, it‘s these tactics that are going to see you through. You need to continually listen to your customer base, modify your offerings, and update your strategies as you go. This is the best way to reliably ensure that your product launch will be successful.

3. Define Your Launch Path

What is a launch path? There are many different types of product launches, depending on the product that you‘re selling and the type of company you have.

A well-established business is going to have a different launch path from a startup company. An entrepreneur will have a different launch path from a small business.

Your launch may consist of a new type of product or service that‘s already similar to your existing offerings. Alternatively, it may be a radically different type of product — something that the market has never seen before.

In ecommerce launch , you have the benefit of creating a lean launch. If you‘ve already established your customer base, you don’t need a significant amount of paid advertising. Instead, you need to do research on the products and services your customers are interested in. You need to talk directly to them regarding whether they are interested in new products, and you need to identify the best ways to deliver solutions to their current problems.

Ecommerce launch paths are streamlined and simplified. A significant portion of the advertising occurs through the internet and through content marketing . Once a customer base has been developed, your launch can happen within minutes. Making your products available online is a click of the button away — from there, you just need to keep selling.

4. Avoid the Common Pitfalls

Amazon‘s mistakes were obvious: they were selling a product that their customers weren‘t interested in. They hadn‘t done the market research required to determine what customers really wanted in a phone, and they were going up against a number of already established options.

Many mistakes that you can make are obvious, but others may be a little more subtle. Here are some of the most common pitfalls:

• Not having a list of interested customers . You don‘t need to start with a list, but you do need to end with one. Don‘t assume that because you don‘t have a list yet, you can‘t make one. As your customer list grows, it will also begin to grow faster.
• Failing to properly form and identify your product . As noted, the product that you want to sell isn‘t necessarily the product that you‘re going to end up selling. The early stages of your marketing will lead to refining and modifying your product.
• Not having an expert . An expert in smartphones and smartphone development could have helped Amazon. If you don‘t have an expert, you should acquire one as soon as possible — they will tell you what direction to move into.
• Trying to rely solely upon expertise . By the same token, just being an expert in something doesn‘t mean that you‘re also a marketer. You need to have digital marketing strategies and tactics on your arsenal before you begin your campaign.

Over time, your marketing strategies are going to become unique and refined. You will figure out the tactics that work best for your business and your audience. At the same time, you‘ll still need to do the appropriate research each time. It‘s relying upon prior knowledge — and avoiding additional data — that was the downfall of Amazon.

8 Online Techniques for Your Next Product Launch

As we‘ve discussed, a solid online product launch is really about the process. A rigorous process ultimately leads to positive results, even if the product or service you‘re selling diverges from what you initially intended to provide.

Here are proven strategies that you can apply to make your product launch a huge success.

1. Build Your Product Messaging

This is the mistake that Amazon made — they failed to properly build their product messaging. Amazon didn‘t have the expertise to truly break into the smartphone market, and consequently, they weren‘t able to provide any content of value to their customer base.

Building your product messaging over time is the best way to test the waters and ensure that your products will sell.

Read this article to learn how to create the perfect messaging for your product.

2. Promote It on Your Business Blog

When the webcomic and humour site the Oatmeal  launched their card game product “ Exploding Kittens ,” they made a record-breaking $8.7 million .

This is despite the fact that they had never launched a card game before — and they were only seeking an initial investment of $10,000. Since then, they have continued to develop and release games with great success.

Their secret? They took advantage of their preexisting audience and listened to their audience when they told them what they wanted. The Oatmeal was already wildly successful and had a substantial contact list. Their audience was interested already in additional The Oatmeal products and would purchase a wide variety of merchandise purely through its connection with the art of the comics trip. All of these things gelled together to create an immensely successful campaign.

Read this article to discover the top reasons why a blog is a must-have for businesses.

3. Focus on Your Customers and Their Needs

Who will be using your product, and how will your product change your customer‘s life? The iPhone 8 learned this lesson in a dramatic fashion when it became the first new iPhone release not to garner long lines and a flurry of purchasing .

Apple was so set on creating a new iPhone; they didn‘t ask themselves what their customers really wanted and expected. They released a product that was uninspiring. Other than wireless charging, the iPhone 8 did very little to improve its user‘s lives. More so, customers were anticipating other features that they expected in new iterations of the phone — and consequently, they wanted to wait until they saw a better product.

Learn 4 tested ways to identify unmet customer needs.

4. Optimise Your Website and Your Customer Experience

MoviePass was an interesting online phenomenon. It was wildly successful but also known for haemorrhaging money and providing terrible customer service . MoviePass is a $9.99 monthly subscription service that lets users view as many movies as possible, but MoviePass didn‘t expect to be as successful as it was. In fact, so many users signed up that the site had to reduce its services, and its customer support (or lack thereof) has become a notable problem.

Learn why making optimisations to your website to be predictive and personal can boost your customer engagement.

5. Create Buzz on Crowdfunding Platforms

Crowdfunding has become one of the most popular ways to launch a product online. It makes sense: if there is interest in your product, your product will sell. If no one wants your product, then you‘ll know, without having to invest a lot of money. If you have a product or a service more than you have a company, a crowdfunding platform may be the ideal solution.

The previously mentioned Exploding Kittens card game was a crowdfunded game, but it‘s certainly not the only immensely successful crowdfunded project. The Pebble electronic watch was able to earn $10 million on Kickstarter, while the Ouya raised $8.5 million in less than a month .

6. Create a Remarkable Product Explainer Video

A product explainer video is a necessity when you‘re trying to sell a product or a service that‘s unusual. You may need to explain to your customers what your product does better than the competition or simply explain to them the problem that your product is meant to solve.  

7.  Reach Out to Your Existing Customers

Your existing customers are also your most loyal customers. They‘ve already shown themselves to be interested in your company and your brand; they are the most likely to be in your demographic and interested in your new products.

8. Offer Pre-Orders

One of the reasons crowdfunding is so valuable is because they essentially work as a pre-order service. A pre-order shows that your market is genuinely interested. Pre-orders also work to make sure that you have cash flow from the start, which helps in keeping your company agile.

These are the strategies that are most likely to lead to engagement, and many of them aren‘t extraordinarily difficult to implement. It‘s just a matter of taking the time.

Product Launch Case Studies

The best way to learn about product launches is to look at real product launches that occurred — which ones failed and which ones succeeded. The real world is extraordinarily different from the theoretical world.

Many failed product launches involve extremely large companies — companies that wouldn‘t be thought to make these types of mistakes.

Similarly, many of the most successful product launches are from relatively inexperienced companies — companies that just hit upon a need or drive within their demographic.

1. Gucci‘s “Fall Winter” Collection

Gucci launched its new product line in 2017 with a sequence of science-fiction inspired ads, which were meant to capture the attention of their audience. It worked because it was something that was unique and exciting to its user base. By creating a number of videos and images in the “Fall Winter” theme, Gucci was able to inspire creativity and interest in their followers.

2. Kate Spade Uses Live Streaming

Kate Spade was able to garner interest in its new collection through the use of live streaming — a technique which lets a brand talk directly to its most interested customers. Live streaming gives customers the opportunity to talk directly to the brand and to feel as though they are a part of an event that is bigger than themselves.

3. Barclay‘s Goes Mobile

When Barclay‘s launched its mobile app, Pingit, they discovered they were getting negative attention due to their 18 and older limitations. They reacted swiftly to correct this , leading to positive responses.

This is an example of modifying a product to suit your audience‘s needs. Barclay simply had not anticipated how many older teens were interested in using its services. The change was incredibly important as it opened up Barclay‘s to a totally different demographic.

4. Front App Uses Its Data

When Front launched its team management app , it was able to pare down through its data to find its top-performing advertising channels. Through this, they were able to improve upon their engagement and conversions. They focused on the advertising channels that worked best, and they were able to tailor their content to each successful channel.

5. Ben and Jerry‘s Leverages Its Social Media Marketing

When Ben and Jerry‘s launched its new products, it turned to its social media marketing. Ben and Jerry‘s sent out its core flavours to 210,000 Twitter followers and the 7.2 million followers on its Facebook pages . This was an affordable and easy way to send a message.

All of these successful product launches focused on putting their customers first. By putting their customers at the forefront, they were able to offer products that their customers want.

Amazon‘s failure to launch its smartphone may have been a win in other ways . Amazon was well-diversified enough that it was able to pivot successfully, moving into the area of smart home gadgets and away from cellular technology. And that‘s another important aspect to business: the ability to move in other directions.

Still, Amazon could have had a successful launch if they had better understood their market or if they had altered their product to suit their demographics. These are things that would have been avoidable but weren‘t simply because they underestimated the need for the appropriate strategy and tactics.

Ready to step up your marketing game? Download our marketing plan template 2.0 to get started!

Written by Step Change

We exist to inspire step changes in businesses and in people.

Tagged: Marketing Strategy , Digital , Business Growth

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Brand Minds Blog

Behind Apple’s product launch event: STORYTELLING STRATEGY

When you think of  Apple as a brand – you think of INNOVATION, CREATIVITY and SOPHISTICATED DESIGN, shaped in the simplest way. When you think of  iPhone, iMac or iPad, you think of a global brand. However, global brands are not created over night, but with consistency and a lot of strategic decisions that are taken with every single step.

In this particular case, Apple managed to:

• Create products that most creators around the world want;
• Design a lifestyle  enhanced by the versatility of their gadgets;
• Build a complex ecosystem that is completely interconnected.
• And most importantly, they succeeded in creating an incredibly engaged brand culture.

Building a global brand takes years, organising an outstanding event requires knowledge that is applied wisely, through a few strategic decisions.

From this article you will learn more about what stands behind an outstanding launching strategy and what you should consider when creating your own. Enjoy!

APPLE INC. – EVENT LAUNCH STRATEGY DECONSTRUCT – Based on the online launch on April 20th, 2021.

Pre-suasion and how apple frames the mood of the audience in creating a certain positioning for their products;,  how they enhance the brand culture, build trust and create synergy with their audience;, 3. how apple leverages the fundamentals of memory palace technique through particular scenes., 1. pre-suasion and how apple frames the mood of the audience in creating a certain positioning for their products:.

There’s a very popular concept in the art of persuation, that Robert Cialdini is talking in his books and it’s called pre-suasion.

Pre – suasion is the practice of getting people sympathetic to your message before they experience it. It’s about all the things that happens before you ask someone to say yes to your proposal.

Regarding this, below you’ll find the PRE-SUATION SCHEME in Apple’s April 20th event. Take a look at it because we’ll go through each point in particular, below:

• WORDS & PHRASES:

You’ve probably heard before that the words we use can frame how we think and act. Well, if you think about it in strategy terms, just imagine that the phrases and the words that a brand uses can frame its audience perception and buying decisions.

Apple manages to leverage this insights in an outstanding way and to emphasise this, take a look about how many times they have used certain WORDS in a 1-HOUR event and what are the PHRASES they use in their event script:

1) MOST USED WORDS:

If you look at the words (grey circles) that are repeating in the event script and you count the number of times (green circles) each of them is used in a 1-hour timeline,  you understand what are the main takeaways that people leave with, after watching it. And the most imortant role in the whole script stands right at the end, with a 238 mentions in just 1 hour. Take a look below.

The perception of Apple products after watching a launching event.

2) USED PHRASES:

In the same strategic way that they are using particular words to create perception, the BRAND’S PERSONALITY is enhanced once again through powerful phrases that do the same thing. You can find below a few of them extracted from the 1-hour script:

Apple Card Presentation:

• Our customers are LOVING all the benefits of Apple Card and we believe it’s THE MOST SUCCESSFUL credit card launched EVER .
• iPhone 12 is THE MOST POPULAR SMARTPHONE IN THE WORLD , and people LOVE its AMAZING features.
• We’re so EXCITED to introduce a new, GORGEOUS purple. / It looks STUNNING . / It’s ABSOLUTELY BEAUTIFUL .

Apple TV Presentation:

• Apple TV 4K is now built with the A12 Bionic, bringing a new level of PERFORMANCE that will b e a MASSIVE upgrade to your TV.
• Apple TV 4K brings THE ABSOLUTE BEST  entertainment experience to your home.
• The results can be DRAMATIC , with more natural colors and improved contrast making your TV look better than EVER.

iMac Presentation:

• There has never been a more EXCITING time for the Mac.
• And our Mac business has never been STRONGER.
• Our M1 products have continued to fuel the Mac’s INCREDIBLE growth.
• M1 has been a GIGANTIC leap forward for the Mac.
• It has redefined the MacBook Air, MacBook Pro, and Mac mini, SHATTERING EXPECTATIONS  of what each of them can do.
• Users have been ABSOLUTELY blown away by their responsiveness and amazing battery life.
• These Macs demonstrate how M1 can DRAMATICALLY move the Mac forward.
• The all-new, completely redesigned iMac is MORE personal , MORE POWERFUL, and MORE CAPABLE than EVER.
• And it’s  INCREDIBLE from every angle.
• iMac’s new form is STUNNING
• So you can see your content in all its GLORIOUS detail.
• Every image is BRILLIANT and vivid.
• We’ve taken iMac’s camera, mics, and speakers to a whole NEW level .
• This camera will make you look like a rock star. In fact, it’s  THE BEST camera we’ve EVER put in a Mac.
• Simply put, it’s  THE BEST sound system ever in a Mac, and we can’t wait for you to hear it.
• And in Apple Arcade, gaming on iMac is BETTER than EVER, with AWESOME and EXCLUSIVE games.
• ..export your favorite video projects in iMovie FASTER than EVER.
• You’re going to LOVE the combination of M1 and macOS on the new iMac.
• And Magic Trackpad, still by far the industry’s BEST , has a refined shape to match the new keyboard.
• .. the new iMac can DO IT ALL..
• That’s DEFINITELY magic .
• With iMac , the possibilities are ENDLESS.
• ..iMac is THE MOST personal, POWERFUL, CAPABLE, and simply  THE MOST fun it’s EVER been.

iPad Presentation:

• The M1 chip is not just in the Mac, it’s now in iPad Pro. And it’s gonna BLOW YOU AWAY.
• A-series chips to deliver a POWERFUL and responsive experience that’s YEARS AHEAD of anything else.
• ..or Xbox game controllers, with haptics, makes playing games on iPad Pro INSANELY fun.
• With this combination of CPU and graphics performance, the new iPad Pro is, yet again, THE FASTEST device of its kind.
• ..Signal Processor, and unified, high bandwidth memory architecture make iPad Pro more capable than EVER .
• The new iPad Pro also allows users to access their content faster than EVER ..
• ..the new iPad Pro is, yet again, the fastest device of its kind. It’s BUGGER than that..
• And, for our MOST demanding users, a new 2TB configuration gives you ENORMOUS storage capacity,..
• Making it the FASTEST , MOST VERSATILE port ever on an iPad, or any other device of its kind.
• This is HUGE ! Super fast 5G cellular connections lets users be creative and productive wherever they are.
• That’s a MASSIVE increase over the 72 LEDs that were in the previous iPad Pro.
• The result is an EXTREMELY high one million to one contrast ratio.
• There’s NEVER BEEN a display that delivers this kind of visual experience on any other mobile device.
• So users can now do things they could NEVER do BEFORE .
• With this AMAZING set of features, it goes BEYOND any display in the world.
• When I think of M1 on the iPad, there are truly NO LIMITS to what’s possible creatively. The POWER that’s there… It’s a MONSTER . We can do more. We can make BIGGER canvases and we can do way more with our brushes..
• Processing power is INSANE .
• We’re always AMAZED by the new capabilities our developers put in the hands of our users.
• Of course, you can’t talk about iPad Pro and not talk about the PHENOMENAL accessories..
• Apple Pencil transforms iPad Pro into an IMMERSIVE drawing canvas and the world’s BEST note taking device by far.
• An INCREDIBLE value for such an INCREDIBLE device.
• We’re so excited about the new iPad Pro.
• This is the most OUTRAGEOUSLY capable and VERSATIL E iPad Pro we’ve EVER made.
• In every way, this is a GIANT leap forward for iPad.
• We can’t wait to get these new products into your hands and see all of the AMAZING things you’ll do with them .

2) ENVIRONMENT FRAMING

Weather and light have a tremendous importance in setting a person’s mood and Apple marketers know that.

Choosing a sunny day, areas that are bright and warm is always a good technique to transfer a certain mood to your audience.

But it doesn’t stop there, if you pay attention to Apple’s setups, there’s more – especially when it comes to the presentations of their products. Having their products on the centre stage, in a setup that makes them bigger than their presenters highlights the idea of GRANDEUR once again. The message is simple:

They are BIG , they are BOLD , they are THE BEST and you have to have them.

3) VISUAL FRAMING

When it comes to visuals, what we are able to see in most of Apple’s launches (not just the one making this study case) is the VIBRANT COLOURS they use. Enhanced chromatic in visuals is translated as everything that has vibrant colours in our lives, weather is clothes, objects or fruits:

It means FRESH ,  it means NEW , it means VIVID.

Furthermore, C O L O U R S appears to be also the LEITMOTIF of the event and it’s translated through both graphics and sound.

The overall design elements and products:

4) SOUND & MUSIC

To understand how sound effects impact the launching event, you will have to literally watch and listen to it. The underline technique stands in amplifying the whole experience through framing what people hear  and they are told. It’s a fundamental tactic used to mentally transport your audience closer to the state you want to create.

Besides the basic sound effects that enhance certain gestures and actions, Apple has also carefully picked the songs for the event and they are the ones mentioned above.

The themed songs :

• ♪ “Every Color ” by Foster The People ♪
• ♪ “Love Looks Better in color ” by Lizzo ♪

♪ Let you heart See the colors ♪ – Chemical Brothers

Take a look of the lyrics below and think if they make the audience entering a certain mood:

THE EVENT BEGINS WITH:

♪ Let your heart ♪

♪ See the colors ♪

♪ All around you ♪

♪ I’ll be loving you, Yes, I will ♪

♪ I’ll be loving you ♪

NEW PURPLE iPhone ANNOUNCEMENT

♪ “The Candy Man”” by Aubrey Woods ♪”

♪ Who can take a sunrise ♪

♪ Sprinkle it with dew ♪

♪ Cover it in chocolate And a miracle or two ♪

♪ The Candy Man ♪

♪ Because he mixes it With love ♪

♪ And makes the world Taste good ♪

“♪ ‘Cause the Candy Man thinks It should ♪ “

AIRTAG PRODUCT ANNOUNCEMENT

♪ “Every Color” by Foster The People ♪

♪ I can see ♪

♪ I’m caught up Drifting in your rainbow eyes ♪

♪ And I can see Every color in me ♪

♪ I can see every color in you ♪

iMac NEW DESIGN ANNOUNCEMENT

♪ “Love Looks Better” by Lizzo ♪

♪ Sick six piston ♪ 

(presenting the 6 NEW iMac models)

♪ Tiptoe kissin’ ♪

♪ Catcall kittens ♪

♪ Whole milk lickin’ ♪

♪ See my vision ♪

♪ Rainbow smitten ♪

♪ Nobody safe, nobody ♪

♪ You and you and you Can be my lover ♪

♪ ‘Cause love looks better In color ♪

♪ Color me, color me, Color me, color me ♪

 ♪ You can be my lover ♪

THE EVENT ENDS WITH

5) ENERGY & MOOD TRANSFER FROM OTHER PEOPLE

Daniel Goleman , the world famous psyschologist, said in 2018 on BRAND MINDS stage that:

  “The leader sets the emotional state for other people.”

…and the rule doesn’t not apply only in leadership, but in every relationship dynamic that occur between people. We partially mirror the state we see in the people that are surrounding us. Wether is high enthusiasm, focus, or positivity, when we relate with a particular mood, part of its energy it’s transfered to us.

In Apple’s videos you will always find positive moods that people wear – they are highlighting aspirational  states  that you want and would be able to reach by acquiring their products .

The message is:

“Life’s most important moments are better with Apple.”

2. How Apple enhances the BRAND CULTURE, build PRODUCT TRUST and create SYNERGY with their audience:

1) BRAND CULTURE: There’s no coincidence that all of the event presenters are wearing Apple watches. Brand ambassadors are basically extensions of the company they represent. Wearing or consuming the brand’s products is a core requirement that builds trust in the relationship with the audience, which is fundamental. How could you trust someone that’s recommending you a product if he or she is not using it themselves? – You probably experienced this through influencers’ campaigns .

No need to mention about the gender balance we see in the brand’s experts’ mix, which is a reinforcement of gender equality and racial diversity. These are beliefs that are deeply built into Apple’s foundation of values.

2) PRODUCT TRUST – is built through presenting the products – not using actors, but the experts that have created them. In marketing, this is a social proof tactic, called experts’ approval. Look for them on LinkedIn, you will find them all. The same approach is present – this time – through non-Apple employees in the Testimonials promo for iPad Pro, here . 

3) AUDIENCE SYNERGY: The idea of Apple products being a part of one’s life is taken farther in their launching events through details most of us do not observe. However, this doesn’t mean, our subconscious minds doesn’t either. Take a look at the scenes below:

• There is a whole chromatic setup built in a way that amplifies the idea that the iMac stands in the centre of one’s life;
• The boldest colour in all scenarios is the Mac’s – everything else – details and accessories gravitate around it;
• The characters’ clothes being in tone with their Mac suggests that the product itself is an extension of their personalities. 

3. How Apple leverages the fundamentals of MEMORY PALACE technique through particular scenes:

The  method of loci  ( loci  being  Latin for “places”) is a strategy used to recall information and enhance one’s memory through visualisations of familiar spaces. The method of loci is also known as the memory palace , or  mind palace technique.

Now, what does this has to do with Apple’s script and storytelling?  You might ask yourself how is it useful since the places they used in the video footage haven’t been visited by their audience? Well, there are certain fundamental parts of this particular technique that are used in their scenes.

But before we go through it, find below the key factors in building a memory palace to better understand the concept:

Let’s assume you choose to learn the KEY PILLARS of a MARKETING STRATEGY;

• STEP 1: Choose a place that can be easily visualised as the blueprint for your palace. (Your HOME)
• STEP 2: Walk through your palace to define a route. ( KITCHEN – LIVING ROOM- BATHROOM – DORMITORY)
• STEP 3: Identify specific locations in the palace to store your information. (KITCHEN will be used for the digital campaigns information ; The LIVING ROOM for social media and so on…)
• STEP 4 : Integrate the information you want to remember in a crazy story that takes place in the space you allocated to it. And remember: the more creative – the more probably your brain will remember it.

Apple is using the last 2 pillars in their strategy.

We could actually mention the first step as well – if we consider the fact that the PALACE is the Apple headquarters.  There are a lot of iconic spaces they use in most of their events (2 of them below).

Getting back to their strategy, the technique is simple:

1. Each presenter covers one PARTICULAR FEATURE or PRODUCT;

2. Each time they switch the storytelling from a product/ feature to, the SCENE changes as well;

3. They enhance the memorisation of a particular product through CRAZY PROMO VIDEOS/STORIES:

⚫ See Air Tag’s story here : The challenge of finding one’s keys translated into an Indiana Jones type of quest;

⚫ M1 chip’s importance story here : A story about espionage and the risks one is willing to take for great technology;

⚫ The amplification of iMac’s place in the Apple food chain here : A metaphorical scene of a whale swimming along with the rest of the sea life;

⚫ iPad Pro’s story here : Translated through a video promo projecting its power similar with a rocket launch and a smooth landing on your office with the sound effect of a parachute. Absolutely gorgeous!

4. On top of all the mentioned above, each character that is part of the event’s promo videos is a projection of the audience that Apple is targeting: creative professionals and families. What’s ve ry smart about their strategy is that they are not just recreating with precision their environments , but they are also highlighting with specificity particular apps they are using.

We are basically talking about TRIPLE RELATABILITY:

• Targeting through LOOKS – the way the characters are dressed to enhance personality;
• Targeting through SPACE – the places that are designed to reflect the target audience’s taste and interests;
• Targeting through APPS – the creative processes the audience is involved with;

Take a look below to experience Apple’s MEMORY PALACE in a VISUAL WAY:

• event strategy
• marketing strategy
• memory palace
• mind palace
• strategic thinking

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These 3 brands stuck the landing on their rebranding rollout. (Here’s how you can too)

Vladimir Kacar , Jo Clarke , Eli Greenspan

If you’ve made the pivotal decision to rebrand, you’ve likely spent months — perhaps even years — developing the strategy, conducting market research, and gaining buy-in from your leadership team. And you’ve probably engaged a branding agency to help you design a compelling visual identity that will crystallize your new brand promise in consumers’ and stakeholders’ minds.

But when it comes to introducing and rolling out your new brand into the world, your work has just begun. Now it’s time to determine which rebrand strategy will yield the right results based on your organization’s goals and objectives — and begin weighing all the details related to a successful rebranding implementation.

Whether you launch your rebrand with a big bang or slowly introduce your new identity over time, you’ll need a thorough and thoughtful implementation plan that will set your rebrand up for success.

To help you think through what’s possible — and to show you how BrandActive can help — we’ve curated three examples of brands who rolled out their rebrand in unique and memorable ways.

A big bang rebrand helped this global communications company smoothly launch a spin-off brand

When Siemens Enterprise Communications made the strategic decision to spin off from Siemens, the global German manufacturer, they knew they needed an entirely new name to distinguish themselves from their well-known legacy brand.

To ensure a successful outcome, spin-off Siemens engaged BrandActive to help plan an impressive social media-driven rebranding initiative that spanned 40 countries. In the months leading up to launch, teaser campaigns showcased colors from the new logo. Ads let stakeholders know something big was coming.

This lead-up culminated with a perfectly coordinated launch event based at the company’s headquarters in Munich. The simulcast event featured remarks from the CEO and a grand physical and digital unveiling of the company’s new name and visual identity. And by watching the webcast and joining the social media conversations, each location around the globe was able to celebrate together.

The launch was just the beginning. A complex trademark license agreement required that Unify convert all their branded assets — including vast quantities of hardware products and the service manuals and documentation that accompanied them — within one month of launch. This was no easy feat for a company that produces communication hardware used all around the world!

To support Unify in reaching their objectives, BrandActive:

• Helped create a realistic budget and find ways to fund it.
• Developed branded asset conversion strategies, processes, and documentation.
• Factored in the dependencies that existed among the many global offices and teams.
• Managed the vendors and agencies who were integral to planning and executing the launch.

Your takeaway? It’s possible to pull off a global rebranding initiative that makes a big impact with employees and customers. And with so many moving parts, an expert partner can help you make sense of the myriad factors involved and integrate them all into a cohesive action plan.

Rebrand roadmap - from development to implementation

This high-level infographic provides a look at the steps involved in your brand conversion from a brand implementation and development perspective. Learn what happens in what order during a typical rebrand so you can build your rebrand roadmap for success.

How a smart branded asset conversion strategy helped propel a household name into the modern era

Rebranding takes many forms. Sometimes it’s a full-fledged revolution, as was the case with Unify. On the other hand, sometimes it’s an evolution that illustrates where your brand is heading while building on the value and name recognition your brand has established over many decades.

That was the case for Verizon. When they embarked on a visual identity evolution in 2015, they did so to make their logo more relevant, modern, and reflective of the ways the company had grown and expanded over time. Their goal was to make their red check mark stand for itself, like Nike’s swoosh and Starbucks’ siren.

The biggest impediment to Verizon’s rebranding initiative was the enormous cost involved with converting their logo in hundreds of retail locations. Therefore, BrandActive helped Verizon’s marketing leadership team make the case for the value of the brand evolution through extensive financial modeling, smart planning, and creative branded asset conversion strategies.

Verizon introduced its new visual identity through targeted, consumer-facing advertising and media campaigns — kicking off with the first NFL game of the 2015 season. They converted sponsorships and other high-priority assets quickly in order to get the most ROI upfront as possible. Then, they replaced the majority of their branded assets (e.g. retail storefronts, Fios fleet vehicles) over a much longer time scale and multiple budget cycles.

Your takeaway? There are many ways to make the cost of a rebranding initiative more attainable. By focusing on the areas with the biggest ROI first, you can begin reaping the benefits of your brand’s new identity as you systematically convert your assets over a period of years.

Honoring the emotional connection to a legacy brand was key for this rebrand

When rebranding a health system, it’s important to keep a key factor in mind. A health system’s brand equity isn’t just about the monetary value of the brand. It’s about the emotional value as well. After all, hospitals are where the realities of life and death come into clear focus for so many of us.

Providence , a comprehensive health care organization made up of 52 hospitals and 1,000+ clinics located primarily on the West Coast of the U.S., rebranded with a firm understanding of the emotional complexities they faced. Their rebrand came as a result of merging two well-known health systems together. Each legacy brand brought its own heritage, patient base, and brand equity to the merger. Therefore, the rebrand implementation strategy focused on communicating thoughtfully with the 120,000 employees (known as caregivers) and community members who cared deeply about each brand.

Helping caregivers let go of the legacy brand

Providence went to great lengths to honor the legacy brand and help caregivers let go of the name they loved. As a historically Catholic organization, they incorporated prayer cards and blessing ceremonies into their rebranding strategy. When signs were taken down from buildings, caregivers were invited to witness the process, reflect, and let go of that physical representation of the brand.

Additionally, at a select few locations, caregivers received their new ID badges, and were encouraged to take a piece of rice paper, write a prayer, thought, or memory on it, and then drop it into water where it would dissolve. This served as a tangible and meaningful symbol of change.

Inviting community members to embrace the new brand

A key part of Providence’s rebranding strategy was to time the external launch with fall open enrollment. That way community members could experience the new brand in a cohesive manner while enrolling for their benefits and services. To promote open enrollment, Providence developed a media campaign that showcased time-lapsed drone footage of new signage being installed at several hospital locations.

BrandActive helped Providence with all elements of the planning process, including replacing a few key signs that could be expedited through internal and external review processes more quickly. This enabled Providence to meet their launch deadline and make an impact with their members. Like Verizon, they then continued converting the remaining branded assets over a longer period of time.

Your takeaway? When rebranding, know your audience. If your stakeholders have an emotional connection to your legacy brand, find meaningful ways to help your audience let go so they can wholeheartedly embrace your new brand.

Are you ready to rebrand?

What will your rebranding launch and implementation look like? It’s up to you. There’s no right way to approach your rebrand — but in order to pull your good ideas off without a hitch, you need the right partner by your side.

We’d love to help you think through your launch strategy, create a detailed asset conversion plan, develop a realistic budget, and integrate your agency partners and vendors toward a common goal. We can take you from start to finish and make the process as memorable and enjoyable as possible.

Whenever you’re ready to get started, we’re ready to help .

Related Insights

Which rebranding launch strategy is best for your brand’s next chapter? 4 core elements to point you in the right direction

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• October 28, 2022
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Mapping a Complex Drug Launch Strategy

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A privately held cancer therapeutics company seeking to transform care for hard-to-treat cancers.

Prior to launching its new cancer therapy, the client lacked experience in drug pricing and launching within a specific channel. The new drug had multiple uses, further complicating the launch. The client solicited our advice on which of its indications to highlight, as the current reimbursement system poses challenges for multi-indication treatments.

We conducted a thorough assessment of key pricing and access drivers for multi-indication cancer therapies. The assessment, which included a wide array of factors to determine the best price range for the new drug, provided background knowledge on traditional oncology pricing and reimbursement considerations.

We used our market access analytics capabilities to model various pricing scenarios in order to understand opportunities and risks for access and utilization. Using these insights, we helped the client gauge the benefits and drawbacks of each pricing scenario. The data that informed this process will continue to be useful in shaping future plans for the product.

Using these data, we created a roadmap tailored to the product’s intended patient population and its unique opportunities and challenges. The roadmap concentrated on key areas for a successful commercial launch, including payer engagement, channel/distribution, and patient access. It included comprehensive recommendations that detailed customer engagement and access, marketplace trends, and anticipated requirements. After exploring the roadmap in depth with the drug company, we developed a tactical market-launch playbook.

Guided by our insights, the client reached its milestones quickly and was able to track progress efficiently during the drug launch process and monitor subsequent drug enrollment.

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Disrupting dengue with an emerging markets launch strategy description.

Sanofi Pasteur's newly approved dengue vaccine, Dengvaxia, was unusual in that it was launched in the Philippines and other at-risk countries. By choosing to "flip the model" - launch in an emerging market setting as opposed to developed markets - it had to overcome various obstacles across the value chain, from registration to financing to supply. The company spent 20 years and invested $1.7 billion to develop Dengvaxia, taking several high-risk decisions and making trade-offs along the way. The case highlights the stakeholder interdependencies and uncertainties that remained as the vaccine implementation programme crept closer. If successfully resolved, it could potentially offer a blueprint for others.

Case Description Disrupting Dengue with an Emerging Markets Launch Strategy

Strategic managment tools used in case study analysis of disrupting dengue with an emerging markets launch strategy, step 1. problem identification in disrupting dengue with an emerging markets launch strategy case study, step 2. external environment analysis - pestel / pest / step analysis of disrupting dengue with an emerging markets launch strategy case study, step 3. industry specific / porter five forces analysis of disrupting dengue with an emerging markets launch strategy case study, step 4. evaluating alternatives / swot analysis of disrupting dengue with an emerging markets launch strategy case study, step 5. porter value chain analysis / vrio / vrin analysis disrupting dengue with an emerging markets launch strategy case study, step 6. recommendations disrupting dengue with an emerging markets launch strategy case study, step 7. basis of recommendations for disrupting dengue with an emerging markets launch strategy case study, quality & on time delivery.

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Case Analysis of Disrupting Dengue with an Emerging Markets Launch Strategy

Disrupting Dengue with an Emerging Markets Launch Strategy is a Harvard Business (HBR) Case Study on Leadership & Managing People , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Disrupting Dengue with an Emerging Markets Launch Strategy is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Disrupting Dengue with an Emerging Markets Launch Strategy case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Disrupting Dengue with an Emerging Markets Launch Strategy will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

Disrupting Dengue with an Emerging Markets Launch Strategy case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Leadership & Managing People, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Disrupting Dengue with an Emerging Markets Launch Strategy, is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The Disrupting Dengue with an Emerging Markets Launch Strategy case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Leadership & Managing People Solutions

In the Texas Business School, Disrupting Dengue with an Emerging Markets Launch Strategy case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Disrupting Dengue with an Emerging Markets Launch Strategy

Step 1 – Problem Identification of Disrupting Dengue with an Emerging Markets Launch Strategy - Harvard Business School Case Study

The first step to solve HBR Disrupting Dengue with an Emerging Markets Launch Strategy case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Dengvaxia Dengue is facing right now. Even though the problem statement is essentially – “Leadership & Managing People” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Dengvaxia Dengue, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Disrupting Dengue with an Emerging Markets Launch Strategy. The external environment analysis of Disrupting Dengue with an Emerging Markets Launch Strategy will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Disrupting Dengue with an Emerging Markets Launch Strategy case study. PESTEL analysis of " Disrupting Dengue with an Emerging Markets Launch Strategy" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Disrupting Dengue with an Emerging Markets Launch Strategy macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for Disrupting Dengue with an Emerging Markets Launch Strategy

To do comprehensive PESTEL analysis of case study – Disrupting Dengue with an Emerging Markets Launch Strategy , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact Disrupting Dengue with an Emerging Markets Launch Strategy

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ Disrupting Dengue with an Emerging Markets Launch Strategy ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Dengvaxia Dengue is operating, firms are required to store customer data within the premises of the country. Dengvaxia Dengue needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Disrupting Dengue with an Emerging Markets Launch Strategy has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Dengvaxia Dengue in case study Disrupting Dengue with an Emerging Markets Launch Strategy" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Dengvaxia Dengue in case study “ Disrupting Dengue with an Emerging Markets Launch Strategy ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Dengvaxia Dengue in case study “ Disrupting Dengue with an Emerging Markets Launch Strategy ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ Disrupting Dengue with an Emerging Markets Launch Strategy ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Dengvaxia Dengue can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Disrupting Dengue with an Emerging Markets Launch Strategy case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Dengvaxia Dengue needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact Disrupting Dengue with an Emerging Markets Launch Strategy

Social factors that impact disrupting dengue with an emerging markets launch strategy, technological factors that impact disrupting dengue with an emerging markets launch strategy, environmental factors that impact disrupting dengue with an emerging markets launch strategy, legal factors that impact disrupting dengue with an emerging markets launch strategy, step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: disrupting dengue with an emerging markets launch strategy case study solution.

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Since 1990, the goal of Rainbow Tours has been the success of every customer’s holiday vacation in Poland. Focused on the carefree spirit of every customer, Rainbow Tours’ vision was to extend the duration of the purchasing process for the travel segment. The strategy was to apply emphasis on effectively closing sales actions to monetize high-quality traffic. That’s why Rainbow Tours aimed to enhance their sales performance on Microsoft Advertising, focusing on search campaigns from early 2022, leveraging their high traffic, and quality metrics from both organic and paid sources as reported in GA4.

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Artificial intelligence in strategy

Can machines automate strategy development? The short answer is no. However, there are numerous aspects of strategists’ work where AI and advanced analytics tools can already bring enormous value. Yuval Atsmon is a senior partner who leads the new McKinsey Center for Strategy Innovation, which studies ways new technologies can augment the timeless principles of strategy. In this episode of the Inside the Strategy Room podcast, he explains how artificial intelligence is already transforming strategy and what’s on the horizon. This is an edited transcript of the discussion. For more conversations on the strategy issues that matter, follow the series on your preferred podcast platform .

Joanna Pachner: What does artificial intelligence mean in the context of strategy?

Yuval Atsmon: When people talk about artificial intelligence, they include everything to do with analytics, automation, and data analysis. Marvin Minsky, the pioneer of artificial intelligence research in the 1960s, talked about AI as a “suitcase word”—a term into which you can stuff whatever you want—and that still seems to be the case. We are comfortable with that because we think companies should use all the capabilities of more traditional analysis while increasing automation in strategy that can free up management or analyst time and, gradually, introducing tools that can augment human thinking.

Joanna Pachner: AI has been embraced by many business functions, but strategy seems to be largely immune to its charms. Why do you think that is?

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Yuval Atsmon: You’re right about the limited adoption. Only 7 percent of respondents to our survey about the use of AI say they use it in strategy or even financial planning, whereas in areas like marketing, supply chain, and service operations, it’s 25 or 30 percent. One reason adoption is lagging is that strategy is one of the most integrative conceptual practices. When executives think about strategy automation, many are looking too far ahead—at AI capabilities that would decide, in place of the business leader, what the right strategy is. They are missing opportunities to use AI in the building blocks of strategy that could significantly improve outcomes.

I like to use the analogy to virtual assistants. Many of us use Alexa or Siri but very few people use these tools to do more than dictate a text message or shut off the lights. We don’t feel comfortable with the technology’s ability to understand the context in more sophisticated applications. AI in strategy is similar: it’s hard for AI to know everything an executive knows, but it can help executives with certain tasks.

When executives think about strategy automation, many are looking too far ahead—at AI deciding the right strategy. They are missing opportunities to use AI in the building blocks of strategy.

Joanna Pachner: What kind of tasks can AI help strategists execute today?

Yuval Atsmon: We talk about six stages of AI development. The earliest is simple analytics, which we refer to as descriptive intelligence. Companies use dashboards for competitive analysis or to study performance in different parts of the business that are automatically updated. Some have interactive capabilities for refinement and testing.

The second level is diagnostic intelligence, which is the ability to look backward at the business and understand root causes and drivers of performance. The level after that is predictive intelligence: being able to anticipate certain scenarios or options and the value of things in the future based on momentum from the past as well as signals picked in the market. Both diagnostics and prediction are areas that AI can greatly improve today. The tools can augment executives’ analysis and become areas where you develop capabilities. For example, on diagnostic intelligence, you can organize your portfolio into segments to understand granularly where performance is coming from and do it in a much more continuous way than analysts could. You can try 20 different ways in an hour versus deploying one hundred analysts to tackle the problem.

Predictive AI is both more difficult and more risky. Executives shouldn’t fully rely on predictive AI, but it provides another systematic viewpoint in the room. Because strategic decisions have significant consequences, a key consideration is to use AI transparently in the sense of understanding why it is making a certain prediction and what extrapolations it is making from which information. You can then assess if you trust the prediction or not. You can even use AI to track the evolution of the assumptions for that prediction.

Those are the levels available today. The next three levels will take time to develop. There are some early examples of AI advising actions for executives’ consideration that would be value-creating based on the analysis. From there, you go to delegating certain decision authority to AI, with constraints and supervision. Eventually, there is the point where fully autonomous AI analyzes and decides with no human interaction.

Because strategic decisions have significant consequences, you need to understand why AI is making a certain prediction and what extrapolations it’s making from which information.

Joanna Pachner: What kind of businesses or industries could gain the greatest benefits from embracing AI at its current level of sophistication?

Yuval Atsmon: Every business probably has some opportunity to use AI more than it does today. The first thing to look at is the availability of data. Do you have performance data that can be organized in a systematic way? Companies that have deep data on their portfolios down to business line, SKU, inventory, and raw ingredients have the biggest opportunities to use machines to gain granular insights that humans could not.

Companies whose strategies rely on a few big decisions with limited data would get less from AI. Likewise, those facing a lot of volatility and vulnerability to external events would benefit less than companies with controlled and systematic portfolios, although they could deploy AI to better predict those external events and identify what they can and cannot control.

Third, the velocity of decisions matters. Most companies develop strategies every three to five years, which then become annual budgets. If you think about strategy in that way, the role of AI is relatively limited other than potentially accelerating analyses that are inputs into the strategy. However, some companies regularly revisit big decisions they made based on assumptions about the world that may have since changed, affecting the projected ROI of initiatives. Such shifts would affect how you deploy talent and executive time, how you spend money and focus sales efforts, and AI can be valuable in guiding that. The value of AI is even bigger when you can make decisions close to the time of deploying resources, because AI can signal that your previous assumptions have changed from when you made your plan.

Joanna Pachner: Can you provide any examples of companies employing AI to address specific strategic challenges?

Yuval Atsmon: Some of the most innovative users of AI, not coincidentally, are AI- and digital-native companies. Some of these companies have seen massive benefits from AI and have increased its usage in other areas of the business. One mobility player adjusts its financial planning based on pricing patterns it observes in the market. Its business has relatively high flexibility to demand but less so to supply, so the company uses AI to continuously signal back when pricing dynamics are trending in a way that would affect profitability or where demand is rising. This allows the company to quickly react to create more capacity because its profitability is highly sensitive to keeping demand and supply in equilibrium.

Joanna Pachner: Given how quickly things change today, doesn’t AI seem to be more a tactical than a strategic tool, providing time-sensitive input on isolated elements of strategy?

Yuval Atsmon: It’s interesting that you make the distinction between strategic and tactical. Of course, every decision can be broken down into smaller ones, and where AI can be affordably used in strategy today is for building blocks of the strategy. It might feel tactical, but it can make a massive difference. One of the world’s leading investment firms, for example, has started to use AI to scan for certain patterns rather than scanning individual companies directly. AI looks for consumer mobile usage that suggests a company’s technology is catching on quickly, giving the firm an opportunity to invest in that company before others do. That created a significant strategic edge for them, even though the tool itself may be relatively tactical.

Joanna Pachner: McKinsey has written a lot about cognitive biases  and social dynamics that can skew decision making. Can AI help with these challenges?

Yuval Atsmon: When we talk to executives about using AI in strategy development, the first reaction we get is, “Those are really big decisions; what if AI gets them wrong?” The first answer is that humans also get them wrong—a lot. [Amos] Tversky, [Daniel] Kahneman, and others have proven that some of those errors are systemic, observable, and predictable. The first thing AI can do is spot situations likely to give rise to biases. For example, imagine that AI is listening in on a strategy session where the CEO proposes something and everyone says “Aye” without debate and discussion. AI could inform the room, “We might have a sunflower bias here,” which could trigger more conversation and remind the CEO that it’s in their own interest to encourage some devil’s advocacy.

We also often see confirmation bias, where people focus their analysis on proving the wisdom of what they already want to do, as opposed to looking for a fact-based reality. Just having AI perform a default analysis that doesn’t aim to satisfy the boss is useful, and the team can then try to understand why that is different than the management hypothesis, triggering a much richer debate.

In terms of social dynamics, agency problems can create conflicts of interest. Every business unit [BU] leader thinks that their BU should get the most resources and will deliver the most value, or at least they feel they should advocate for their business. AI provides a neutral way based on systematic data to manage those debates. It’s also useful for executives with decision authority, since we all know that short-term pressures and the need to make the quarterly and annual numbers lead people to make different decisions on the 31st of December than they do on January 1st or October 1st. Like the story of Ulysses and the sirens, you can use AI to remind you that you wanted something different three months earlier. The CEO still decides; AI can just provide that extra nudge.

Joanna Pachner: It’s like you have Spock next to you, who is dispassionate and purely analytical.

Yuval Atsmon: That is not a bad analogy—for Star Trek fans anyway.

Joanna Pachner: Do you have a favorite application of AI in strategy?

Yuval Atsmon: I have worked a lot on resource allocation, and one of the challenges, which we call the hockey stick phenomenon, is that executives are always overly optimistic about what will happen. They know that resource allocation will inevitably be defined by what you believe about the future, not necessarily by past performance. AI can provide an objective prediction of performance starting from a default momentum case: based on everything that happened in the past and some indicators about the future, what is the forecast of performance if we do nothing? This is before we say, “But I will hire these people and develop this new product and improve my marketing”— things that every executive thinks will help them overdeliver relative to the past. The neutral momentum case, which AI can calculate in a cold, Spock-like manner, can change the dynamics of the resource allocation discussion. It’s a form of predictive intelligence accessible today and while it’s not meant to be definitive, it provides a basis for better decisions.

Joanna Pachner: Do you see access to technology talent as one of the obstacles to the adoption of AI in strategy, especially at large companies?

Yuval Atsmon: I would make a distinction. If you mean machine-learning and data science talent or software engineers who build the digital tools, they are definitely not easy to get. However, companies can increasingly use platforms that provide access to AI tools and require less from individual companies. Also, this domain of strategy is exciting—it’s cutting-edge, so it’s probably easier to get technology talent for that than it might be for manufacturing work.

The bigger challenge, ironically, is finding strategists or people with business expertise to contribute to the effort. You will not solve strategy problems with AI without the involvement of people who understand the customer experience and what you are trying to achieve. Those who know best, like senior executives, don’t have time to be product managers for the AI team. An even bigger constraint is that, in some cases, you are asking people to get involved in an initiative that may make their jobs less important. There could be plenty of opportunities for incorpo­rating AI into existing jobs, but it’s something companies need to reflect on. The best approach may be to create a digital factory where a different team tests and builds AI applications, with oversight from senior stakeholders.

The big challenge is finding strategists to contribute to the AI effort. You are asking people to get involved in an initiative that may make their jobs less important.

Joanna Pachner: Do you think this worry about job security and the potential that AI will automate strategy is realistic?

Yuval Atsmon: The question of whether AI will replace human judgment and put humanity out of its job is a big one that I would leave for other experts.

The pertinent question is shorter-term automation. Because of its complexity, strategy would be one of the later domains to be affected by automation, but we are seeing it in many other domains. However, the trend for more than two hundred years has been that automation creates new jobs, although ones requiring different skills. That doesn’t take away the fear some people have of a machine exposing their mistakes or doing their job better than they do it.

Joanna Pachner: We recently published an article about strategic courage in an age of volatility  that talked about three types of edge business leaders need to develop. One of them is an edge in insights. Do you think AI has a role to play in furnishing a proprietary insight edge?

Yuval Atsmon: One of the challenges most strategists face is the overwhelming complexity of the world we operate in—the number of unknowns, the information overload. At one level, it may seem that AI will provide another layer of complexity. In reality, it can be a sharp knife that cuts through some of the clutter. The question to ask is, Can AI simplify my life by giving me sharper, more timely insights more easily?

Joanna Pachner: You have been working in strategy for a long time. What sparked your interest in exploring this intersection of strategy and new technology?

Yuval Atsmon: I have always been intrigued by things at the boundaries of what seems possible. Science fiction writer Arthur C. Clarke’s second law is that to discover the limits of the possible, you have to venture a little past them into the impossible, and I find that particularly alluring in this arena.

AI in strategy is in very nascent stages but could be very consequential for companies and for the profession. For a top executive, strategic decisions are the biggest way to influence the business, other than maybe building the top team, and it is amazing how little technology is leveraged in that process today. It’s conceivable that competitive advantage will increasingly rest in having executives who know how to apply AI well. In some domains, like investment, that is already happening, and the difference in returns can be staggering. I find helping companies be part of that evolution very exciting.

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