Marketing, but not as we know it

Marketing is about the fulfilment of promises. Determining what to promise, to whom, making that promise and then keeping it. It creates a bond and establishes a pathway along which strong relationships can flourish.

Not all promises are kept, but when this approach fails in an organisation it is invariably seen as some form of integrity failure at an operations level.

It's rarely perceived as a marketing issue, but somebody needs to pull together a solution. That coordination depends on a broad, dynamic and yet highly focussed approach which, again, may not obviously sit within the average marketing remit. Solving such problems, or better still, avoiding them in the first place is a specialised job.

That job employs a set of methods, models and processes that are applied according to the nature of each organisation and the nature of that organisation's challenges. Which tactics we chose and how we use them is often a matter of personal choice and 'upbringing'. What is absolutely clear is that getting the strategic thinking and supporting processes in place first dramatically improves the prospects of getting the tactics right.

That's strategic marketing. It should be the beating heart of your business.

What's in a name?

  • /dub'l-u/: is the twenty-third letter of the modern English alphabet and is derived from a double u to express the voiced consonantal sound heard at the beginning of the word 'wow'.

    Say it slowly.

  • is short for watt - the SI unit of power

  • is the chemical symbol for Tungsten (which used to be important for shedding light on things).

    Very illuminating

  • is used to denote the fall of a wicket when scoring in cricket.

    How's that?

  • W is the only letter of the alphabet with more than one syllable.


  • The word double-ewe is sometimes used as web long hand for the letter W; usually to avoid censorship when writing the three letter acronym, WTF.

    (Not that we would)

Why do acquisitions fail?

The single most often stated factor is poor integration. Where solutions exist, they vary, but most place the effort post-acquisition. So you might ask, all that financial due diligence and legal effort to define the asset and agree a valuation is worth what?

So how about improving the odds and doing the meaningful work up front? You could call it Non-financial due diligence.