Thought leadership

“The Art of Strategic Marketing War”

The Art of Strategic Marketing War – Pearls of Wardom” © 2015  captures gems of strategic and operational insight.

 NEW BOOK due out March 2019

The Art of Strategic Marketing War – Pearls of Wardom. Insight for emerging and current leaders to accelerate their career development.

This small and powerful book captures gems of strategic and operational insight which may be useful for current and emerging leaders  and team members ( Gen “Y” millennials and Gen “X” ) when facing or managing issues that are new, ambiguous and challenging.

Editions will be available in paperback and e-books for major  formats.

“The Art of Strategic Marketing War – Pearls of Wardom” is small;  entirely readable in one sitting ( under 200 pages ); insightful  ( in that it cuts to the essence of actionable initiatives ); uses simple language and will connect with  emerging and current  leaders in small, medium and large corporates around the world whose issues are commonplace in the cut and thrust for profitable growth.

This will be useful for current and emerging leaders when facing issues that are new, ambiguous or challenging.

This book will accelerate emerging managers and leaders’ career development by pointing to areas and issues where they can capitalise…or avoid making mistakes.

It collates 20 + years of strategic insight into the business and marketing planning process; and provides readers with fundamentally important information they won’t find in textbooks.

Email Pete Jeans here to register your interest to buy a copy.

“The Art of Strategic Marketing War – Pearls of Wardom”   ISBN: 978-0-646-94304-6 (expected publication March 2019

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Pete Jeans hosts IGNITE’S Innovation Panel

Pete Jeans  hosted Regional Development Australia’s  NSW Mid North Coast IGNITE Symposium INNOVATION PANEL at Bowraville on November 8 2017. Click through the link below to view SMO’s credentials around complex project and change leadership.


Click here


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Innovation? Alive?

Innovation in Australian business. A new article for CEO Magazine from Pete Jeans.

Is innovation in Australian businesses alive and well?

Organisations should place more emphasis on innovation as a core value in the chase for growth and success.

What’s the rate of innovation amongst Australia’s corporate sector? And what’s driving it? R&D tax incentives? Or more?

Click here  to learn more from Australian leaders.

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Materials handling insights


The days of merely carrying out a warehouse site inspection at each location to review materials handling, forklifts and racking needs in order to develop efficiency improvements are probably largely over.

The materials handling industry in the USA defines materials handling broadly as the movement, protection, storage and control of materials and products throughout the process of their manufacture and distribution, consumption and disposal.

According to the MHI website: “This process involves a broad array of equipment and systems that aid in forecasting, resource allocation, production planning, flow and process management, inventory management, customer delivery, after-sales support and service, and a host of other activities and processes basic to business.”

“Solutions include sophisticated techniques that expedite information flow, including RFID and satellite tracking systems, and the electronic transmission of order and shipping information. These innovations along with traditional material handling and logistics equipment and systems are the solutions that make manufacturing and supply chains work.”

Wow! That’s some mouthful! But very real and relevant in our digitally connected world!

The reality is that supply chains contain multiple materials-handling platforms, processes and approaches to particular organisational and market challenges and cost streams (rather than revenues).

Leaders like me, I guess, probably have tended to rely historically on their ops leaders to drive continuous improvement via judicious capex through the supply chain and materials-handling side of the equation.

Not any more. The opportunity to initiate supply chain task projects, I believe, is squarely on the Group CEO’s list of KPIs; particularly when the potential to unlock efficiencies and deliver savings could be substantial. A buck saved, is a buck earned.

Who does it well in Australia?

Brett Ambrose is CEO of Blum Australia; well known for its high-stack warehousing and materials-handling solutions in servicing furniture and cabinet-hardware customers throughout the nation.

Blum was ahead of the game and still is when it comes to major supply-chain components like materials handling.

I asked Brett what were the key reasons, drivers and outcomes for Blum Australia in its investment in leading-edge materials handling solutions?

“Blum has around 15 ASRS’s or high-bay automated warehouses operating around the world. As Australia is one of the larger markets for Blum, it was logical for Blum to construct and operate one here. What also suited our operation here was that as Blum Australia sells through a distribution network, we are moving larger pallet quantity orders through the warehouse rather than small picks. This suits the particular ASRS installed at Hoxton Park.”

“With the ASRS, our customers benefit from this facility in a number of ways: 100% inventory accuracy, increased warehouse capacity on a much smaller footprint; and a simple process of adding additional cranes and racking to our original site.”

“With the additional storage capacity and the speed of the cranes, we have been able to double our output with minimal increases in staff numbers. As the warehouse is a machine-only site, we do not have the usual safety issues a typical warehouse with standard pallet racking would have,” he concluded.

In the forklift industry, Chris Spence is Chief Operating Officer of Hyundai Forklifts in Australia.

Interestingly, the company’s website focuses on the benefits of using the product from an operator’s viewpoint: “a forklift operator, who enjoys his work, does a better job. That is why we at Hyundai do everything we can to make that happen. We have merged operator preference, fast precision and lasting performance into a quality product.”

I asked Chris what were the key materials-handling issues and challenges at the client level in Australia now and in the future in major Australian user sectors.

“Our current focus in supporting our clients is to continue to innovate flexible and transparent rental solutions for the MHE market. The traditional fully maintained rental offering no longer suits many larger corporates that are always looking at ways of achieving cost down structures. Hyundai has globally been at the forefront of technological innovations and is now looking to partner this with a more customer centric approach to MHE rentals.”

“In regards to technological advancement, Hyundai will continue to produce new models to meet growing client demand and given our global footprint, we are able to take industry best practice from across the globe and implement it here in Australia.”

“The introduction of driverless equipment and full automation will start to impact in some operational environments, but given the diverse and irregular tasks undertaken in many of the shared operations, we expect it to be some time before automation takes the lead over operator controlled machines,” he concluded.

(This article was produced for Industry Update Magazine. Published March 2017. Click through the link here)

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Marketing’s true value

A rant? No. A rave about marketing’s true value

My goal is to reinforce to you that best-of-breed marketing processes can make a difference; particularly in these challenging times of relatively stagnant demand growth; growing intensity of digital connectivity and the ever-increasing complexity of communications channel-choice to reach target buyers.

Here we go…

In some business-to-business market segments, Australia in my opinion is relatively unsophisticated in the adoption and application of professional marketing practice, techniques and tools.

Why is this the case?

Probably, we’ve never had enough competition in some Australian ANZSIC sectors to stimulate and adopt the fundamentally important view that marketing’s role is to create value for customers.

Does this happen in your industry?

Is it your view too that marketing means only promotion for many?

Where’s the professional integration of product, pricing, promotion and distribution issues; not-to-mention critical strategic issues like development of value propositions, market positioning, brand strategy and executing implementation so well, that disruption actually happens… to access and satisfy previously-unserved potential customer bases. How does this  marketing integration make a difference? Would you play a  full round of golf  without all your clubs?

This is not a criticism of those segments; but an observation based on long-term involvement in and around those spaces. I’m reluctant to name those sectors; but I suspect you know which ones I’m refering to.

And guess what! Our digital revolution is creating a tsunami of data which presents some significant challenges for businesses. What do we collect? How do we collect it? What do we analyse? How do we use the information? How do we track the impact of decisions we make from information application?

That tsunami of opportunity is going to expand exponentially in my view. Are most of us digitally ready for that? Are you ready to understand that you could  segment more closely, make more money, save more money and improve risk management? Would these embedded  digital marketing processes make a difference?

Lastly, the communication channel options we have today are enormous compared with the pre-social and pre-digital media era some dozen years back or so. Communication channels are many, fragmented and often don’t provide adequate or reliable analytics around viewership, readership or participation. And, I’m not just refering to conventional communications channels; but the plethora of digital channels as well.

So the question I ask, is “so what?” “what do we do?”

Firstly, great strategy was never developed without the preparatory hard work around segment identification and viability, buyer needs and behaviour, competitor strengths and weaknesses and market positioning gap opportunities.

It has to be done, It isn’t cheap to undertake it. But, without the spadework, you might as well go fishing for a target species without the right bait, gear and sonar…in the wrong location. How costly would that be? Probably much more expensive than doing the hard yakka up front.

Secondly, don’t be afraid of the plethora of  conventional and digital media communication channel options. Pick the ones that seem appropriate. Insist on evidence of how  well those channels reach and engage the profiles of your desired buyers in preferred market segments. Media  channel mix selection is exactly a combination of science ( media planning software and insight ) and art ( media advisory services and experience ). Then it’s up to us to make a judgement. Just like we do as leaders day-in day-out. Imagine the difference these marketing processes can make. Now, we are in a stronger position to measure the outcomes over time. Does ROI seem plausible. Yep.

Test. Test. Test.  Test your promotional messages ( based on your value propositions ) and channel mix choices. That’s the key.

So,  in conclusion, here’s what I believe.

Yes, we’re in a different digital world. Yes. Things appear more complex. Yes, business is faster. Perhaps more competitively intense. More margin-sensitive.

But remember, the benefits and processes of professional marketing practice are in principle, no different to 5 years ago. 10 years ago. 20 years ago.

Professional strategic marketing processes will arm you for the future. They’ll allow you to determine strategic clarity from  ambiguous complexity. They’ll enable you to withstand margin dilution. They’ll create value propositions of yours  that customers of your competitors won’t be able to ignore. Imagine the difference that could  make to your revenues.

Professional strategic marketing processes and the right advisory support will make a difference; because you’ll be fore-warned and fore-armed before your competitors. In tight demand conditions, you want to be in better shape don’t you?

Make sense? Please contact me to learn more about marketing initiatives you could implement quickly. Details are below.


Pete Jeans is an expert business developer. He facilitates  the Marketing for Managers  unit at the Australian Institute of Management School of Business MBA programme; and is Chief Operating Officer at SMO Sydney which is celebrating its 25th successful year in 2017 as one of Australia’s pioneers in strategic mission-critical growth project leaders. Contact him on M: 0432 113 930.


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Tighten your model?

Tightening up on business-model alignment means shifting the way you do business in line with customers’ needs and expectations.

Arguably, the better you do this, the better the potential development of your value proposition built around your competitive advantage. This is the essence of surviving and growing. The question then becomes: Tighten up, or significantly change

Read more here from  my latest article for CEO Magazine. Click through  here




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Drivers for transformation

Review what other senior leaders say about drivers for business transformation. Lead indicators for your business’s future are key. Do your metrics cover today and how you visualise the shape of your success going forward?

Read more. Click through this link to CEO Magazine’s  latest article by Pete Jeans

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Go Deeper than Competitors

Go Deeper than Your Competitors in stagnant market conditions

Written for CEO Magazine. August 2016. Click through the  yellow link below

Go Deeper than Your Competitors

What can you do to build business intimacy with your current and future customers in stagnant market conditions?

The major challenge, in my view, is how to win and sustain the prize of higher profit ratios, clear market leadership and greater share of customers’ wallets when demand conditions are unambiguously stagnant at low growth levels.

Refresh your view

You must start with a refreshed view of the racetrack, the market climate and headwinds, your own fitness, the competitors’ strengths and weaknesses, the landscape through to the finish line and the prize.

That will demand a renewed focus on switching customer share to you using deeper segmentation and customer experience development tools and insights.

The deeper you go, the better you’ll understand opportunity. Those new segments that are viable, should deliver new opportunities to grow your customer portfolio profit-mix potential when others are still taking macro stances towards markets.

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Key Marcomms Governance

Pete Jeans says there are profitable growth opportunities right under your nose if you know how to look for themMarcomms governance – it’s key. Are your current marketing and communications operational protocols adequate to mitigate risk? Read my latest article on governance here

The level of rigour applied to standard operations policies and procedures should  arguably also be applied to marketing and communications activities in our 24/7 digitally connected world. Not to do so is folly.

We’re experts at helping organisations integrate marketing and communications governance into their businesses and organisations at reasonable cost.

Please call me on Australia +61 (0) 432 113 930.

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