2. Turbulence wasn’t confined to the recession

3. The world will be facing increased turbulence over the next decade and beyond Global Trends 2025: A Transformed World released by the National Intelligence Council

4. caused by leadership change in emerging markets, major policy shifts by governments

5. Increased armed conflict

6. Interlinked economies

7. Budget cuts by local and national government

8. All of which impacts on brands which are also confronted with

11. And that’s not all…

13. Making the issue more fiery

14. Turbulence is the NEW Normality

15. “We postulate that turbulence, and especially heightened turbulence, with its consequent chaos, risk and uncertainty, is now the normal conditions of industries, markets and companies” Philip Kotler

16. So what brands need to do to prepare for and survive, even prosper, in turbulence

17. Realign with changing TIME

18. Maintaining the Brand Core

19. Changing One’s Mindset!

20. Reevaluating the Brand positioning

21. Having Conversation

22. Bullshit … make it simple man

23. Brand Core is… What a Brand does?

24. To solve unsolved problems innovatively

25. To experience the joy of advancing and applying technology for the benefit of the public

26. A brand’s core can be changed over time but it must not be rushed and never at time of heightened turbulence

27. “Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world”

28. Changing One’s Mindset!

29. one that accepts that we can’t predict the future and should concentrate on being flexible enough to successfully engage it, in whatever form it may take

30. All one can do is to give yourself the capacity to respond to the only certainty in life - which is uncertainty. The creation of that capability is the purpose of strategy

31. Capacity for uncertainty” is the concept of scenario planning

32. Scenario planning helps us deal with uncertainty and plot realistic alternative futures

33. Scenarios allow us to see beyond the obvious

35. Different approaches

36. Seek diverse, expert opinion within and outside the organization.

37. Identify the question that you want answered and gather the information.

38. Identify the drivers that influence events and compose realistic plots for the scenarios.

39. Engage in ongoing strategic conversations and constantly test the scenarios.

40. and avoid panic when the future deals a bad hand

42. Positioning a brand is relevant to competitors and consumers in the market

43. Turbulence tends to upset the positioning

46. Your clients and your staff want to hear from you and be reassured

48. Management Presentations Series Thank You! You can reach me at: Vinod.kr.sharma@gmail.com