In Sales and Marketing It’s Never Easy To Say Good Buy!

As we know, profit is no longer solely defined or derived efficiently in products, services, warranties and or credit card interest gains. Today, profit pools are inclusive to “d-o-w-n-l-o-a-d-s” of apps, widgets, movies, music, games, etc. Digitalization, miniaturization, low cost glass for cloud access with wireless mobility is driving dramatic and dynamic change in profit opportunities. Intensive predatory competition is also leading to dangerous commoditization of our consumer electronics market place, pressurizing margins, destroying slow moving product slugs; morphing market dreams into painful market risk. Manufacturers, frankly our entire industry stands at a technology crossroads. Our heavily traveled opportunity fork in the road offers an expensive and very clear choice: “innovate to survive or search for alternative avenues for growth.”

Kinetic game changing technology onslaughts from formidable South Korean goliaths and other global leaders such as Apple are reshaping the industry demand curve with disruptive, highly consumer demanded innovations. These companies clearly innovate to grow, innovate to survive. And these global leaders are no longer simply providers of our home, business and mobile tech lives but rather creators of our living dreams.

These competitive challenges and changes often cause a crises of confidence through corporate hallways. Causes and reveals a confluence of risk factors to best re-define and re-align towards potential growth. Demands aggressive change, demands opportunity through more risk, demands a market entrance where profitable margin pools are visible, can be attained. Through all of this, many struggling consumer electronics manufacturers are smartly focus shifting, attempting to add new profit pools and shadow portfolios of non consumer electronics products to ensure global growth. Incorporating and or moving to more profitable market areas such as green energy technologies, environmental smart products, healthcare products, personal care products and infrastructure products for businesses: all clearly alternative avenues for protracting growth.

Of course in all this change and disruption is vast opportunity. And as we know, the very best opportunities lie in danger otherwise everyone would be successful in the consumer electronics market. But just how did so many major consumer electronics brands arrive to this rough and tumble change opportunity fork in the road?

It’s all about the pillars of successful pull-through defined as building formidable consumer demand, defined as hyper-targeting those with the will, the need and the means to vote for your product, your brand: willing to pay a few extra profitable pennies for the experience. Or it’s all about the opposite: poor consumer demand generation causing poor profits, no future; time to move on to another industry opportunity, time to lower your brand-to-price value in the language of earth scorched pricing. The four opportunity or loss pillars experienced by all CE competitors across retail and internet shelves are:


The only real competitive, sustainable advantage in business is your ambient product and brand reputation known as a good buy. The promise or demise of products and brands is rapidly matured through consumer social site report cards aggregated and morphed into either more or less sales opportunities. The goal of smart marketers is to polish the mettle of your performing product line winner daily. The metric relationship between brand-product value to price-pull advantage is your greatest demand generator. Now just engine with smart promotional and awareness advertising and “here come the profits.”


Entering a new market without mature brand recognition, without proven push and pull spinning shelf space, without product differentiation-advantage, but hyped by niggling,
purse proud, cheeseparing price advantage, is difficult at best.


You gain shelf space but product turns are nothing more than tombstones in the eyes
and pocket books of consumers. In essence, you now have the largest museum of
failed products on the planet, you are respectfully in the profit recession business and you cut, cut, cut your price of course destroying your margins, potentially your brand.


Your forecasts are legitimately and dramatically diminished by the retail and or .com merchant based upon anemic unsustainable failure. Your price point continues to fall to try and re-engine pull. “Sorry says the merchant, your product is wasting valuable and profitable shelf space:” And then the crushing words are spoken:“good-bye!”

As we know, retail shelf space, at least brick and mortar space (as opposed to the endless aisles available on the internet) is a fixed, highly valuable and expensive resource for both retailer and manufacturer. The pecuniary relationship between shelf push and  pull with respect to managed turns, margin and forecast metrics, competitive price drops and drive period promotional stimulants is key to ensure success.

From a merchants perspective, (your most important partner and counselor) across the cold steel of the P&L, there are several key shelf management metrics depended on to best auger potential opportunity, to best ensure a win – win successful product engagement. These merchant principles are based upon tried and true accounting and product marketing disciplines. Best of breed merchants, true retail pantheons smartly examine and metric forecasts hollistically to ensure both retail and manufacturer success.

Gen One Ventures offers ten profit centric merchant banking principles with respect to their smart calculations and guidance for profitable brand and product engagements, designed to drive opportunity, advert bi-modal risk:

1. Calculating shelf space dimensions in the language of space costs, product turn expectations, product profitability (profit per square foot).

2. Competitive line logic tied to price and profit margin elasticity especially with respect to consumer drive periods and competing market forces.

3. Meticulous and logical product forecasts tied to promotional stimulants,
profitable turns and smart shelf investments.

4. Value differences tied to line logic between each brands product line brand positioning, pricing, item profitability, prior success or failure, brand maturity and market demand.

5. Associated costs for selling, stocking, storing and transporting especially for new untested product categories and or brands.

6. Incorporation of shelf space elasticity and cross competitive elasticity among brands in the same category, competing for the same consumer.

7. Examination of consumer brand loyalty to best determine pricing and inventory forecasts and expected demand to inventory management cycles.

8. Pressure manage product to brand value pricing with respect and in congress to in-store and .com competitive price and product assortments.

9. Solicitous review of all external demand generating programs with a keen and smart focus to incorporate mdf retail advertising promotions.

10. Ensure retail profit opportunity is based upon stated dollars per product sale, not based as a percentage of product pricing during and through price erosions, competitive price downs and or end of life cycles.

Highly professional merchants best auger results through a deeper profit possibility dive. This includes marginal analysis modeling and the relationship between a products share of space and its current competitive market share. Clearly geometric programming to category space allocation is a key objective across all on and off line shelf space to deliver profit maximization. Other considerations are shelf space responsiveness based upon store location, size of space, competitive throughput or lack of as well as advertising commitments to ensure traffic and sales pull through. Merchants think: “increases in product productivity delivers increases in shelf space profitability.”

Disruptive global manufacturing leaders in the consumer electronics marketplace, those who are the smartest and can constantly articulate product profitability through advanced, fresh technology on retail and internet shelves will continue to thrive. They will continue to drive their once formidable competitors into new markets, into unrelated market opportunities, into tired museums of failed products and intentions.

For the rest of us, listen sharply and learn from the urbane guidance of smart retail merchants whose goals are to always ensure win-win strategies and results. And of course listen to consumers pocketbooks and social cloud discussions declaring daily across store and cloud retail shelves either “good-buy or good-bye!”

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Dream On Until Your Dreams Comae True – Are 4K And OLED The Answers To Our Entertainment Dreams?

Within our fast morphing consumer electronics world, we can truly feel the meaning of these words, sung so beautifully and heartfully by Steven Tyler in his superstar group Aerosmith. The song continues with “I know nobody knows where it comes and where it goes.”

Thinking about the sometimes dizzying buzzwords dropped and flopped, which sound so smart and tech-clever, we know new products “come and go somewhere,” so rapidly. Sometimes it feels difficult to catch our breath, catch our pocketbooks from emptying too quickly. The real question for all of us is “just where are all these dauntless and fastidious TV manufacturers going with new technology, and are Hollywood, delivery services, and we the consumer able to keep up?”

You know what I am talking about, those consumer fuzzy muzzy acronyms tied to a viceroy boundary blur of new shiny product launches like CCFL, OLED, LED, 4G, nits, 4K, ADSL, LCD, AMOLED, DLP, NFC, blah, blah, blah. Now don’t get me wrong, we love and cherish our new electronics, we just want to ensure products can truly deliver our dreams.

The ability to overstimulate our senses, ensure imagination substrates are seeded, digested and ingested is what every consumer hunts for. We the consumer do not hunt for acronyms, we hunt to fulfill our entertainment dreams of watching the big game in our living room as if we were actually in the stadium with a hot dog and a beer. So, let’s help each other to experience imagination and dreams the way they were written, the way they were colored, the way the director intended them to be.

Through varying glass vistas designed to protract and stimulate our sweet dreams, let’s get down to some “tech talk.” For the record, the hyperchanging short-product-life-cycles for television technology continue to leap right over needed, complimentary content and delivery provisions. Our new  3D, OLED, and upcoming 4K technologies are moving so fast that content libraries sit quietly in the rear view mirror. Unfortunately, those of us who invested in the 3D home theater experience whine and plead for 3D real-time content, all the time. And with large screen HDTVs quadrupling the resolution of 1080P TVs this holiday season through new 4K resolution (3,840 by 2,160 wow-pixels) televisions are again, just like with 3D, hip hopping over must-have 4K content to fully stimulate our heartfelt, pining experiences.

Let’s begin our tech-talk with OLED displays. They are very expensive to produce and offer shorter product life cycles, averaging 14,000 hours, versus LED TVs, which live in excess of 30,000 hours. Blue diodes within OLED technology degenerate quickly and can be destructive to the overall color balance and sequences of the television. Over time, OLED TV manufacturing costs become cheaper as OLEDs can be printed and stamped on nearly any sensible substrate.

When they’re cheaper to produce, of course, they will be cheaper for us to buy. This means more profit for manufacturers as long as they can command a “new technology premium.” This means more consumers can enter and play through the first inch of larger and thinner OLED TVs as prices decline. Truly, today, OLED technology represents the zenith in a consumer’s dream-weaving experience.

As we the dreamers, through OLED technology, gain wider viewing angles, improved brightness, better contrast and color reproduction than LCD or LED, our minds and our dreams will look, smell, and taste delicious from any angle of the room. Even Mother Earth loves OLED technology with aggressive improvements in energy consumption, as an inactive OLED TV consumes no power, emits zero light.

Next? Let’s turn up our senses, make our dreams come true. With new 4K technology, more pixels per inch allows for bigger display production without compromising sharpness. However, “buyer beware!” These early-launched 4K video screamers will have very limited content available to enjoy the full eye-power disciplines we would expect.

Your 4K television will spend most of its time re-calibrating content through up-scaling, through other ambient devices attempting to over-compliment the greater demand from our eyes and senses. 4K televisions will kiss video content at 4,096 pixels wide compared to 1,920 pixels currently averaged in HD sets today. With more pixels and aggressive, very crisp imagery, 4K will increase your heart- and mind-beat with the right advanced calibrated content. But like 3D, I caution you, there is a modicum of content to fill your head, fulfill your dreams. By the way, for those who enjoy the incredible eye bite sensations of the iPhone 5 along with this year’s iPads and MacBooks, know that Apple has also been quadrupling the resolution of each of these internet pylons to help you enjoy and spend more cycle time based upon stimulating your home, mobile, and business hearts and minds.

Hollywood clearly and surely needs to speed up their creation of both 3D and 4K content while finding smarter, faster, and more profitable ways to distribute it. New advanced forms of file compression and video coding are already in play across Hollywood future format standards, as movie studios are clearly not in the sales-avoidance business. These advanced compression standards beyond current MPEG-4 AVC are designed to ensure future movies will visually accent current 3D and future 4K television sensations.

Of course, we will need 3D and 4K streaming for all of us who enjoy internet downloading, but we will need nearly four times the bandwidth of today’s 6 to 7 megabits per second to experience and enjoy 4K content. Trust me, fatter net pipes over 50 megabits per second are forthcoming, but will need to be installed faster to keep up with today’s advanced television deliverables. Hollywood and our pipe infrastructure are running hard and fast to catch up to TV manufacturers advancements. When the ultimate eye delight trilogy of 4K televisions, 4K Hollywood movies, and 4K-capable broadband pipes unite, it will be very, very difficult to tear our eyes, ears, and coach potato senses away from brightly glowing 4K  next-gen TV technologies ahead.

Having said this, and for perspective, 4K consumer purchasing demand for the near two-year term will be weak at best. Worldwide 4K shipments — according to a couple of third-party resources, including IHS – will secure about 2.1 million televisions by 2017, up from a paltry fourth quarter projection of 4,000 units through the end of 2012. Based upon these numbers, product introductions and consumer demand for televisions with ultra-high-definition 4K resolution will remain negligible for the foreseeable future, with shipments never accounting for more than 1% of the global LCD TV market during the next five years.

So as you think about these torrid, stimulating, very-large-screen 4K televisions launching during this holiday season, realize that Hollywood, manufacturers, and consumers will be very hard pressed to make a 4K sales impact in the near term. Hot new 4K TV sets are cosmetically and visually stunning to stare at for our senses. However, the sticker price currently serves as a major deterrent to consumers, along with a lack of 4K complimentary content.

Smart, tech savvy consumers want to better understand more TV tech details. These include levels of lower power consumption, why mercury is no longer part of the advanced television mix, just how does OLED accent a more balanced color saturation, how does OLED deal with light leakage in dark scenes, how about juxtaposed black level achievements in 4K, how about blah, blah, blah.

Trust me, there will be plenty of time to explore deeper behind the glass, underneath the display case disciplines. I suggest for now, you place your consumer cap back on, go down to Best Buy, Costco, Walmart, PC Richard, hhgregg, Electronics Expo, or others to stare down your dreams from six feet away. Of course you will be ravished by the beautiful cosmetics and captivating views glowing from varying LEDs, OLEDs, and 4K delights. Feel free to let your smiling eyes, your imaginative mind, your heartfelt dreams select your most desired glass pylon of desire. And as the expression goes, “be careful what you dream for!” The more real your television imagination dreams become while you’re standing at the last three feet of the sale in the retail aisle, the more real your pocketbook stretches and sings out loudly, just like Steven Tyler “dream on until your dreams come true.”

As published by technology tell:

Peter Weedfald is President of Gen One Ventures and Author of “Green Reign Leadership.”

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The Wonder and Thunder of Refulgent Leadership!

I believe all of us at one time or another have been pachyderms. Sensitive to our raw feelings and emotions, improvising our defensive response and reactions unnaturally, unhappily. Frankly, we should be appreciative for those “leaders” past who ridiculed us, those who caprice our early brave resolve: for those who unwittingly made us sharper, thicker skinned, strengthened our personal mettle and reversed our defense.

The best of us reengineer solicitously against the din of poor leadership evolving into “can do, will do, done” offense mode. World class leaders are defined, measured and graded through their protractions, their actions, their reactions, their contractions and their natural, formidable magnetic attraction. Superior, proven and trusted leadership is also powered by kinetic, highly relevant learning’s and improvisations based upon experience, based upon crisp critical thinking, business judgment and sales motivation.  

If you polarize a supply chain array of disciplined and focused leadership under the ribs of clear strategy, tactics and courses of action, you will reveal and can juxtapose the substrate of their business DNA; the fabric of their commitment, the speed and agility of their capabilities. Leaderships polarized commitment and capability chain-links measure, metric and medium whether the leader is:

de-active – inactive – reactive – active – pro-active – hyper-active – super active

In each case and or as aggregated as one, the ability to steer and  merit success, to act offensively regarding opportunities is as important as digging in defensively regarding threats in competitive share, changing market conditions. Great leaders are created, not born. Superb leaders, highly effective leaders, self-develop, self-medicate with knowledge to docent themselves through a never ending thread of self-regulated study, relevant education, training and applied experiences. It is the Wonder of superior leadership that augers and creates the Thunder of orchestrated victories.

Having said this, we attempt to gain consensus by defining leadership as: the ability to influence, stimulate and energize others to focus on and accomplish a greater goal. Highly effective leaders story, plan, influence, energize and upgrade the common goal, into the demanded dream of one team. The lucent report card of leadership is best graded by the caliber and business judgment of followers, by the ability and measured results of said greater goal. While the influence of intelligent leadership is best fueled by moral and royal values, trust worthiness, ethics, character and the spirit of generosity, it is the smart knowledge of leadership that grounds united logic for the team, commonplaces clear determination to achieve or exceed the goal.

Mature leadership offers three additional important and unique magnetic characteristics versus standard management or simple authority: motivation, communication, inspiration. Best of breed leadership aggregates and motivates trust, confidence and the demand engine for Spartan followers to become the same or to aspire to a heightened notch above greatness when learned, when earned.

Click for video on the power and influence of Digital Darwinism leadership:


For those who personally demand to become a leader, I suggest you follow this business benediction I have professed for two decades: “If you want to be the leader, act like the leader.” Just make sure you are learning from and following the right leader, to act like the leader you wish to someday become.

Of course management and leadership vary greatly. Think of management as the position of an assigned boss designated to deliver results while leadership is the role designed to focus on and achieve the highest possible goals, together. Think of leadership in the language of honorable business and moral character coupled with selfless service and support for the organization, for the team. Think of leadership responsibility as a guiding light, respected and warranted by followers who demand a greater sense of purpose and direction, who wish to learn and competitively achieve higher ground.

Team members want to respect, hold and duplicate fond and refulgent leadership. To perhaps one day earn the right to become the leader; they themselves. To ensure we fulfill our responsibilities to teach, train, inspire and build future global leaders I offer 11 Gen One Ventures leadership guiding principles to build, mature and orchestrate an army of highly effective business leaders for today and tomorrow:

1. Deliver trust, offer confidence and commanding capabilities for your team members.

2. Preach, teach and unleash your overall business strategy to your team.

3. Openly and consistently reveal fiduciary progress or lack of achievement with respect to targeted goals individually and companywide.

4. Help each employee define and road map how they can personally contribute to the goals from both a pecuniary standpoint and with respect to team engagements.

5. Communicate often and always across all viable channels.

6. Reveal, promulgate and portend a competitive, fun cultural spirit of determination.

7. Be actionable, be measurable, be accessible, not just professorial.

8. Know your team members history; help plan the dream of their future.

9. Through your personal leadership always unleash capacity, never punish productivity.

10. Learn and earn to deliver: share the dignity of knowledge with your team, the spoils of financial success with your entire organization.

11. Focus leadership on your customers and they in turn will focus profitable, long term leadership on you.

Champion leadership inspires team greatness. Challenges the process, challenges the strategy, challenges the team to inspire victorious results. Great leadership utilizes superior business judgment, critical thinking and team motivation to steer around competitive business remoras, competitive advantage. Inspire others, enable others, model others, energize the hearts of others and encourage others to become the leaders they pine to be, to continue their demanding role on the offense, to deny the bulwark distracters they met and feared so many years ago on the defensive side of leadership. And of course, unleash your competitively aggressive business and market offense by unleashing your highly trained and aspiring leadership team members.

The Wonder and Thunder of Leadership. Go ahead and create some, make some or get some… or be kind and just get out of a Champions way! 

Peter Weedfald – Author of Green Reign Leadership: Order Book thru Amazon


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Content: The Publishing Plutocracy

Peter Weedfald discusses the influential power of ubiquitous publishing with Greg Keys and Eric Schwartz at CES 2015 in Las Vegas.

“When you eye and strategize the market as a publisher, you advantage team productivity, celerity, efficiency, channel dominance, brand power and most importantly, consumer engagements.”

I am a Publisher. For nearly a decade I was a magazine and on-line publisher at Ziff Davis Publishing company across such market-towering hit brands like PC Magazine, Computer Shopper, MacUser and Windows Sources. I spent 80% of my time hop-scotching across our fruited plains meeting with hardware and software CMO’s from nearly every brand within our industry. I traveled to sell and market ZD’s urbane and bestofbreed publishing positions. I traveled to learn, earn and build CMO juxtaposed perspective on which marketing strategies worked in our business and which did not. I asked the same simple question to each and every marketing head with 100% declaring the same emphatic answer: “No.”

During my recent Channel IQ high-tech keynote presentation in Chicago (entire keynote video here: ), I specifically asked a room of several hundred attendees the same question: “How many of you in the room today are publishers?” Their squinting eyes and surprised expressions foretold the results. Less than 10 people raised their hands. I immediately declared to an un-expecting room: “You are all publishers, of one of a kind content or another. And beginning in 2015 your brand and product success will either hyper-accelerate or hyper-hibernate.” Those who create and mature a publishing construct will be hyper-fueled to scotch formidable competitors, gain market advantage. In 2015 you must think and act like a publisher – or you must think about a new career.  

Why do so many in CE sales and marketing define publishing in such a narrow-cast way: only within the context of print editorial, advertising or internet (email, text, blogs) communications? We as manufacturers publish content defined as hardware, software, services and of course cloud based apps. Whether you’re selling a magazine, a web site, apps, products, software or even an idea, you are, indeed, a publisher of content. Content, in my opinion, is everything and anything produced, purchased and shared. To extend this thinking, yes indeed, even product cosmetics, tooling design and exterior packaging enveloped around your product are valuable published content.


Editorial publishing is declared as having: “a unique editorial or USP (unique selling proposition) franchise that attracts relevant, highly active buyers (through CRM – circulation) that allows a brand to invite sellers to meet buyers, to enjoy revenue and profits for future investments and market growth.” If you are a manufacturer of content – again products, software, apps and or services – then in fact, you are a publisher. Not an editorial publisher rather a product publisher. When you eye and strategize the market as a publisher, you advantage team productivity, celerity, efficiency, channel dominance, brand power and most importantly consumer engagements.

As a declared publisher you also recognize and capitalize on the essence of a unique product and brand position, the absolute need to build a valued circulation through CRM and SCRM (Social Consumer Relationship Management), and navigate the power circulation affords you to engine revenues and profits. At the core of any publishing model is frequency consistency, size, color and location. Our consumer electronics sales, advertising and PPLM (profitable product lifecycle management) chores need to mirror  and market-express the same: to best unleash capacity, accelerate shelf pull, build tightly  knit brand and product engineering and to punish and subjugate competitive  productivity. 

As example and in contrast, content publishers view each consumer engagement as a potential, time based subscription-annuity to be fawned, matured and fueled towards accelerating future product introductions and desired market demand. They seed mature and commanding CRM and SCRM data lakes at the heart of their content strategy, as the future and protracted value of their products and brands. These databases act as successful harbingers for next-gen content demand. Content publishers are highly creative as well as smartly focused on datamining consumers from a psychographic, geographic and content-graphic relevant perspective. Publishers drive emotional appeal, they service consumer imagination; they pull brand and product desire, never push it. They crosspollinate relevant products to their customer base under the ribs of their brand posture, their brand personality.

Finally, publishers know that simplicity rules. Content whether realized as a product, as software, as apps or as a physical newspaper like USA Today, needs to be simple to engage with, simple to navigate and socially share.

Just imagine if your brand acted with a flinty crosscompany mindset and charter under the ribs of a savvy publishing umbrella. Your hard-earned CRM circulation would be big, mature, robust, assiduously engaged and conflated to: your brand and products – to your channel partners, to your factory forecasts, your retailers: to ambient push and pull efforts. Indeed, with a united and smartly galvanized publishing environment your leadership team will begin to benefit from the plutonic power and speed of content publishing versus the worn legacy of sluggish product marketing.

Peter Weedfald is president of Gen One Ventures and author of Green Reign Leadership

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A Brand Is A Promise. What’s Yours?

“It’s the anthem of your company’s reputation – and it deserves respect as such”…

To be clear, a brand, as treated in the substrates of conventional marketing wisdom, is the anthem of your company’s reputation. As a consumer brand is a measured promise in commerce, a promise revealed, monetized and measured through revenue, profit and market share results, so is your personal brand. And as any product or service for sale should be viewed as the pillars under the company’s brand anthem, the pillars under your personal brand anthem will also be measured. In essence, you always represent two brands. Your brands will be compared and either monetized through your ability to lead and compete in a market or become business-recessed and degraded within your core mission. The latter result is well known as accelerating towards brand evaporation. The net? Brand is a promise; what’s yours? Brand is a promise; what’s your personal brand worth inside the hallways of your company, as well as through the eyes and ears of your customers?

Peter Weedfald and Paul Meyhoefer discussing digital brand leadership with a robot friend.

The ribs under your company’s anthem leadership umbrella should reign and shine upon your personal brand reputation. And the pillars of your personal competitive engine deliver your ability to lead through your vision, determination, teachings, disciplines and team results. In point of fact, your company’s brand anthem and under-pillars should be an absolute reflection of your own personal leadership – as goes the value of your personal leadership mantle, as goes your company’s reputation, as goes your company and your own future net worth. Let’s dig deeper. To be clear, the product itself, a current-constant, is your working hero, while your brand performs, acts and evolves as your emotional hero.  To elevate, promulgate and create emotional brand value, always authorize and drape your product with highly relevant and energizing creative-competitive-advantage. As brand, in many cases, is the refuge of the unsure, product as the immediate object of consumer desire must be visibly anointed as the hero of this dynamic relationship – must be over amplified above the din of competitive brand and product noise. The stronger the working hero (pillar) appears and performs, the more relevant and magnetic the advantage of emotional capital for the brand (anthem).

10 Attributes of Brand Prowess

Peter Weedfald with a very smart and highly effective brand leader Kristen Perez at a local Best Buy store. Thank you Kristen!

In either the case of building your company brand or prinking your personal leadership brand, your ability to over-value attributes and benefits will warrant a positive overall comparative brand attitude. It will also build brand elasticity and desirability, translating to steady demand in product preference and product deliverability. This successful formula for brand and product duopoly also delivers a ubiquitous opportunity to build lasting attention, interest, conviction, desire and corresponding sales for your Brand X, for your Product Y. To amplify and enlighten this discussion we underline 10 proactive, protective and meaningful attributes of building competitive and lasting product and brand prowess, ensuring lifetime personal and or company brand equity. As you read each of these descriptive multi-modal product to brand anchors, think of brands and products you personally associate with, you respect and you have purchased over time. Further, as your own brand and product litmus test, consider whether your personal leadership DNA is viewed and appreciated by customers, peers, reports and executives positively through each of these core value elements.

In order to ensure lasting brand and product infatuation united tightly as one, to ensure you receive a few more pennies versus your competitor’s brand on the shelf, to ensure you build personal brand infatuation, you and your company’s brand experience must be inclusive to the following 10 reflective brand (anthem) and product (pillar) elements:

1. Personable.
2. Exorable.
4. Protectable.
5. Adaptable.
6. Meaningful.
8. Creative.
9. Affable.
10. Memorable.

Peter Weedfald with a very dedicated, smart and caring brand leader Tarrick Ahmad at the Bagel's Abroad deli. Thank you Tarrick!

Whether you are focused on varnishing your own personal leadership brand or focused on your company’s brand and product building chores, keep in mind these critical elements are all about meriting and muscling up long-term profitable equity. The most formidable – and frankly, smart – report card for your company’s brand efforts is: what consumers would think about your products if they only knew about its brand name and were only exposed to brand logo characteristics without product. As your competitors’ branded products are never static, always developing, always enhancing, a formidable and durable brand position both protects your current family of products as well as sustains your buying fans to wait for your next product launch in response to competitive offerings. I respectfully suggest the same formula and examples within apply to your personal business brand-building chores and corresponding leadership measurements. Building formidable brand leadership through your own personal “product” actions can also build the same for your company brand and family of products. Brand infatuation begins, accelerates and competitively matures best when in direct congress with personal and company brand leadership across the entire sales and marketing organization.

Peter Weedfald is President of Gen One Ventures and author of Green Reign Leadership


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How Smart Is Your Speed?

We are hyper-speeding through the mature, profitable stages of tech-based economies and shifting into our newly anointed “smart economy.” Smart however may be an overstatement. For all brands within our new digital economy it is virtual and ubiquitous speed that creates smart opportunity and smart advantage. And for all brands, the disciplined question and company focus should be “how competitively smart is our speed?”

I believe America should have a global coming out party to signal our refulgent leadership in this new smart economy. We need to declare our formidable strengths, determination and deliverables proven through fast technologies, software, silicon, content, networks and apps developing dynamically around our home, business and mobile lives. With balanced caution, smart-tech dynamics also spur rabid and rapid market disruption.

Want proof of the power of smart digital disruption? According to ShopperTrak, brick-and-mortar retailers had only half the holiday physical store traffic in 2013 that they did in 2011. The research company reported declines of roughly 28 percent for 2011, 16 percent for 2012 and 15 percent for 2013 while online holiday sales rose by more than double the results of brick-and-mortar sales. Smart technologies deliver company advantage in the language of market speed. Unfortunately as seen in sluggish companies, the congress of competitive smart and speed tears down old legacy opportunities at the speed of disaster.

Hyper Digital Change

Savvy, well-educated business leaders are protracting new pylons of business opportunity created through smarter, faster technologies. Clearly our new smart economy charges company leaders to focus, auger and muscle-up smarter disciplines for company transformation to advantage market growth. This smart digital transformation is a journey, not a destination. We are in the early days of smarter, highly embedded technologies which will educate, fuel and blossom faster business-to-consumer interactions and commerce. We are accelerating smart, profitable productivity while lessening the need for direct human intervention towards creating brand and consumer value. Digital speed, in essence, may be smarter and more profitable than human capital.

Successors in our new smart digital economy are those able to shape, operate and execute under heightened fiduciary assumptions: those leaders willing to deploy assets
and investment exploration to smart technology approaches within their business model. Fast winners will deploy and re-capitalize their goods and services in parallel to smart technology advancements. For example, embedded node sensors will become a greater part of our daily lives within our clothing, devices, packaging, monitoring systems, eyewear, toys, health-wear, car tires, furniture, and even, our flooring.

Peter Weedfald presenting "How Smart Is Your Speed" in 2014 forward.

These embedded smart signals will offer manufacturers and retailers pre- and post-supply chain, demographic, geo-demographic and psychographic information
relevant to consumption, pricing and preference. It also will allow for a smart, fast and closer one-toone SCRM (Social Customer Relationship Management) with consumers to create profitable advertising, marketing, branding and selling opportunities, second by second.

Our new paradigm of smart devices, software and digital embedded nodes causes business leaders to quickly harbinger changing market dynamics, delivering go-forward
digital-focused strategies to ensure company speed, market growth and profitable opportunities. The time for such leadership is right now. Smart technologies have already set the early stage for winners and losers across every market category. How smart is your company’s future?  As smart as your leadership’s ability to obsolete sluggish market engagements while simultaneously re-threading and re-torqueing capital, assets and investments for smarter hyper-digital speeds.

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Peter Weedfald is the author of Green Reign Leadership.

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Eat Less, Sell More!

I confess to skipping breakfast and lunch for over 30 years through an assiduously rough and tumble sometimes sales disappointing, sometimes sales inspiring consumer electronics market place. I also confess to arriving to work each and every day no later than 6:00am for the same 3 decades. Those that know me will testify to my disciplined style of business living. For those that don’t, please take the word of the New York Times. 

Why perform this way? Because like so many of you I work through a business world of perpetual sales rejection. A highly competitive, always-on local-global-matrix-energized consumer electronics business. The granite wall of disappointment for many of us is merchant rejection in the cruel language of “no!” It is pressure, heavy tolling and trolling pressure that causes my personal intense sobriety to eat less, work longer: fight harder. Failure in sales punishes brand productivity and if not corrected becomes a learned and
sustainable product disability. That which can be repaired, can be re-aligned.

Having said this, like you, I am passionate about our consumer electronics business and believe massive opportunity abounds daily especially around emerging digital content provisions. The axiom of my words compliments all CE manufacturers, retailers and channel partners for their incredible sales determination and aggressive push-to-pull CE successes for decades. These words remind us that selling is not for the faint of heart, not for the unprepared. Regarding the power of push and pull in the language of digital content I am proud to report over 10,000 views for my recent video interview with Frank Radice from RedTouch Media seen here:

In my early days, food was my personal guerdon. Thirty plus years ago food was my insulation, protection and consistent reward for failing. Food helped and supported me through continual sales rejection. As I fell again and again selling one on one or in front of a large group with sad nervous energy I aggressively rewarded myself with more and more food to offset the pain of failure. Food instantly doctored my pain and anguish for trying so hard, for losing so hard. The tougher the rejection, the more I ate, the more portly, tubby, sluggish, tired and sleepy I became through the day, through my life.

Rejection in sales, for those Spartans determined to win, determined to succeed
painfully triggers the need for some form of personally-balanced, personally-formulated restitution to lick the wounds, to re-strengthen determination, to find a better way. My reward today after the same long hard fought hours, win, lose or draw is a simple one-meal-a-day dinner. My heartfelt reward is dreaming of spending more quality time with my family. Still one meal a day, still early and late hours but now physically fit and business confident for decades in mind, body and competitive sales performance. Now it’s time to give back broadly to those who have the will, the need, the passion to compete,
while they hunger for personal protection and rewards greater than a colossal plate of food.

Peter Weedfald and Frank Radice discuss accelerating opportunities in the language of digital content:

Why do I share these rejection centric thoughts? I share to respect, herald and word-reward sales champions throughout our consumer electronics marketplace who keep the pain of rejection secretly tucked inside their heart and mind. To catalyst CE manufacturer and retailer commanders to invest early, to train the young determined who struggle to find their way on how to best muscle through rejection. Best commanded through professional selling skills; not through overeating food aggressively or left to whatever personal protection they may deploy to off-set selling rejection, off-set personal pressure, off-set the fear of failure.

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Sales Principles Designed To Fuel Market Advantage

In sales, if you want to be the leader and you desire personal and team greatness, then you must act and perform like a sales and marketing leader. It amazes me that some manufacturers and retailers with very good legacy-stewarded brands, in congress with market-equitable price points, are losing competitive ground, growth and opportunity-share across our highly fertile consumer electronics marketplace.

Peter Weedfald enjoyed a great opportunity for a keynote presentation on creating connected content.

Sales leadership as defined through merchant consensus is the ability to influence, stimulate and energize others to focus on and accomplish a greater united goal. Highly effective sales leaders plan, influence, energize and upgrade a common goal into a dream, enveloped around one team, one mutually beneficial and achievable partnership. True when selling to retail merchant teams, true when selling a consumer at the last three feet of the sale in a brick or virtual aisle, true in selling our own points of view within our
personal lives.

Click here for the Dealerscope version:

We know and understand that a sale will be made today. In fact we know a sale will be made every day, every minute. Either “I will sell you or you will sell me.” Either we will sell a consumer on our brands’ features, benefits and pricing or they will sell us on just why not. Either we will sell a merchant on our brands’ features, benefits and pricing or they will sell us on just why not. The desired sales zenith is a perfect quid quo pro where we gladly and profitably sell each other. A fruitful transaction between buyer and seller where each party assigns and heralds a higher value to what it receives than what it provides.

Peter Weedfald enjoyed a video interview at CES 2014 with very smart and savvy Frank Radice on the future of content.

The moment either side smells, detects or assumes the transaction is deked or is a cui bono where the benefit for one heavily outweighs the benefit for the other the deal is dead, the opportunity for mutually beneficial sales leadership and market opportunity is lost. This dismal conclusion is true for any brand, any product, any salesperson. To extend, especially in selling any brand: We must ensure the right product is for sale at the right price in the right place with the right financial and emotional capital gainfully and emotionally exchanged.

The most effective sales people I have been honored to run with, learn from and/or reveal a balanced sales benediction which creates and energizes greatness for their brands, products and team members. They serve logic, relevance and high creative value to all they partner with as well as to all whom they compete with. They effectively know that selling logic makes a prospect think about potential opportunity. They also smartly know serving
creativity through emotional capital stimulates immediate action, best closes the sale. Educating a prospect with the dignity of knowledge without motivating them emotionally simply creates smarter prospects who may purchase from another. Logical-capital plus emotional-capital whether in face to face selling, through advertising, social networking or communications equals a sturdy and defensible sale today as well as tomorrow.

Peter Weedfald and Paul Meyhoefer working together with Walmart stores to build market opportunity.

Through our rapidly evolving and hyper-changing shiny electronic products and across our rapidly evolving commoditization of nearly same products and pricing, opportunity abounds for best of breed sales professionals. Below are ten principled and purposed characteristics of sales leaders designed to re-shape and muscle up mediocre opportunities into flourishing partnerships. They re-shape brand positions into pylons of product opportunity while simultaneously de-fuel competitors through smarter unionization of business logic and emotional capital. I suggest these principles are effective and valued through all areas of sales, marketing and communications, within any physical or cloud consumer location:

1.    Mission Prepared: they logically and creatively know and offer more about the market, buyers, competition and advantaged product features than their prospect is aware of, than their competition is capable of.

2.    Quiet Time: they listen logically and creatively to capitalize on silence evoked to learn, to project, to excel confidence in smart, highly relevant and valuable response.

3.    Questions Are The Answers: they ask logical and creative questions to stimulate mutual partnership in thinking, planning and dreaming about the art of the united possible.

4.    Smarter Assets: they deliver logical and creative brand, product, social and marketing assets to over stimulate considered opportunities versus competitors who cannot or will not do the same.

5.    Relevant Focus: they state, intend and deliver mutually profitable focus and deliverables for their prospect who in turn, in kind, deliver short and long term profitable engagements.

6.    Profit Is Good: they understand and pronounce through logic and creative disciplines the importance and righteous reality of profiting from a mutual exchange of goods, services and great united will.

7.    Challenge To Win: they challenge themselves, challenge their prospects, challenge their own company to be business logical and market creative to ensure profitable realization for both sides of the table.

8.    Unleash Capacity: they never punish productivity with words like “market conditions or price challenged.” They instead find the logical or creative market fissure to stimulate and benefit mutual results.

9.    Creativity Creates Advantage: they know that aggressive brand, product and sales creativity seeds and feeds market advantage. They create to abate market losses, competitive market advantage.

10. Communicate To Stimulate: they communicate often, smartly, with
economy of language and purpose designed to jointly muscle up the logic and
creativity of a rapidly changing CE marketplace.

Peter Weedfald is president of Gen One Ventures and author of Green Reign

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Brand Pull Out-Muscles Brand Push

Something big has happened. Something once protractedly invested in and heavily promoted in the consumer electronics market has all but evaporated—gone quietly into the night. So big is this thundering industry change that ad agencies who garnered millions of dollars driving this once force-of-marketing-nature have great cause for alarm; many have tombstones in their eyes, and many have holes in their pockets.


There has been a slow progression of carnage among many a once mighty electronics brand in our industry, as these brands were tripped, toppled and torn by this uncanny, unyielding and unstoppable force. Ever wonder just why certain brands with once-mighty local and global market positions, mature market share, and spilling-over shelf space with vast consumer demand have receded? Why they have lost their once-glorious and unstoppable market footing in the maverick language of consumer preference: demand and pull?

The general press smartly surmises that these companies have not kept up with engineering the freshest “lettuce” versus their competitors. Yes, this is surely part of the
problem—but only part. An even bigger problem, I suggest, is a loss of footing in marketing and communication investments.

Don’t TV brands care enough to advertise? Marketing investment for many CE brands is
dramatically down. Selling your brand and product story continues to be essential for market success. As example, when was the last time (outside of smartphones) that you personally viewed a TV or Internet ad to sell, market or brand TVs to consumers? Especially during sports or major drive period events. Especially during new product launches.

It seems that viable consumer-motivating advertising investments have quietly stalled. Within our CE business, nearly all TV brand competitors offer 3D, 4K, OLED, smart and curving flavors of TVs. Of course, there are several standout brands mirroring and accenting the freshest brand and product power in consumer electronics, such as Samsung and Apple. The rest, also formidable product engineers who spend billions of dollars product architecting, tooling, manufacturing, packaging and pushing for global
shelf space, are losing market share, and perhaps even losing interest in our  industry. Why and how can so many billions of advertising dollars once spent to make or take a market, to gain profit and market share dissapear? What has caused this dramatic change to the power of so many brands within our industry? Two words: the Internet.

The Internet is the great brand and product divide. The Internet is “Darwin on speed.” The Internet creates success and failure at the speed of sound. The Internet is the catalyst for vast market confusion for so many companies, that they blame poor product and or salesperson performance for their sluggish results, even though they have very good products, and strong and determined salespeople. This all occurs while simultaneously, the Internet dramatically strengthens the pull power of consumers with instant access to product reviews, socially trusted recommendations, price, brand and product comparatives, and apps for a buying advantage.

Brand investments in marketing and advertising push are instantly out-muscled by socially savvy consumer knowledge in the language of Internet pull. Brands must relearn and re-torque their entire communications, marketing and advertising investments to cross over to the profitable side of consumer pull. Consumers are too well-informed, too socially connected, too engaged with instant Internet gratification regarding all brands, products and prices. Everything has changed for marketers, everything has changed for brands, everything has changed through highly empowered, socially connected consumers,

For established legacy CE brands, this colossal change in consumer Internet power is mind and investment-boggling. The burnished mettle of past brand and product initiatives and performance cannot survive the torrid informational pull power of the Internet.

As brand commoditization continues to rapidly evolve amongst product categories, once established legacy brand loyalty wanes, price premiums shrink and shelf space declines. This means the diminishing economic value of brands and marketing investments in the face of new Internet-savvy brand and product competitors who are working in congress to eliminate price premiums. This means consumers are victorious in their ability to make better, faster and more informed brand and product decisions. This also means new brands, products and marketers are capitalizing on a vast Internet pylon of consumer opportunity to achieve accelerated sales, profits and market share.

Two decades ago, the dreams for market penetration from new products and brands were suffocated by the mighty brand muscle of formidable leaders. Today, the Internet steers around the old, creates and stimulates new brand and product pull, and creates profit opportunities in ways that seem nearly magical. The Internet is a big, socially enabled brand and product divide from old to new, stale to fresh, cold to hot. For decades, consumer buying was nearly in perfect push and pull harmony with company brand and product marketing investments. In our newly anointed Internet economy, brands are only as good as their last consumer sale. The core stimulation for your brand and products—especially your newest products—is not through traditional push advertising. Rather, your focus and investment muscle needs to be on the pull side of Internet marketing, stimulating and creating savvy social network buying armies determined to make your brand and product successful.

This article was published in the April 2014 issue of Dealerscope Magazine:


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Green Reign Leadership’s Second Edition Printing

I am very proud and most grateful to announce the second edition printing of my book Green Reign Leadership. As many colleagues and friends have asked me, below is a
short synopsis of the book’s intended principles. Also included are available locations to purchase the hard, soft or downloadable version of Green Reign Leadership along with many positive and energizing reader reviews.

the mission: Green Reign Leadership respectfully yet aggressively shares august-organizational-leadership principles based upon decades of observations, tried and proven results.

the offer: Green Reign Leadership offers business executives as well as senior sales and marketing managers lessons, principles and rules to muscle up their personal leadership foundation. The book portrays and docents precise, advantaged leadership practices defined as the dominant force to competitive advantage.

the insights: The short chapters are designed as a sharing and training insights manual for all direct reports to strengthen leadership resolve, to develop smart, effective internal and external styles of highly effective customer and market engagements.

the navigation: Is designed for easy reading across a variance of leadership responsibilities designed to energize, stimulate, strengthen and promulgate leadership disciplines reflective to each individuals career and role experiences.

Presenting Green Reign Leadership principles to executives of Forrester Research.

the leadership: It is all about leadership in the language of competitive advantage; urbane leadership lessons and principals designed to fortify and energize you, your team, your profitable business results.

the actions: In essence, great leaders have a rugged constitution with boundless sensitivity. Be clear, be concise, be intelligent, be bold, be relevant, be open, be passionate… but mostly be trust worthy through your actions and discipline as the leader. In order to become a world class leader you must first and foremost act like a leader.

the decision: There is proven history of quicksilver business decisions which time can prove to be the foundation and underpinnings of fallen leadership, fallen companies.  Green Reign Leadership docents business judgment, critical thinking, sales motivation, sales comprehension and overall company leadership in the language of advantage.

Delivering Green Reign Leadership keynote presentation during Jasco Corporation's annual sales and marketing summit.

the truth: Is best recognized and keenly anointed through leadership discipline, mutual trust, unyielding integrity, refulgent passion, the dignity of knowledge: caring, sharing and daring to exceed a united goal.

the purchase: Click below for just a few purchase locations. A portion of all proceeds are donated to a variety of children charities. Thank you very much for your kind support!

+ amazon

+ amazon china

+ barnes and noble

+ booktopia

+ ebay

+ booksAmillion

 + indiebound

 + alibris

+ abeBooks

+ cheggBooks

Peter Weedfald is president of Gen One Ventures and author of Green Reign Leadership.

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