Generational change in a Company is a difficult bet to win
The “XXXX” Case. Out of respect for the Client, of course, I am not quoting the Company, but what I am reporting really happened about a year ago.
We were contacted by a company, which wanted to renew its business policy and marketing, entrusting both to our agency.
Talking to the owner, “We would like to grow, but above all I would like to make sure that my figure is no longer preponderant in the Company. My son has to take my place. He needs to understand how to run the Company.”
Well, after a month of work it was clear that the “bottleneck” was the son.
He approved the Communication Projects and the summary of the Meeting Reports without bothering to read them.
After two months, as was obvious, there was no consistency between what the agency processed and the Client’s expectations.
I then asked for an appointment with the owner, who restated that he would intervene promptly.
First lesson: Always talk to the one who makes the decision (Decision Maker).
Subject of the meeting: review of ongoing activities both from the perspective of strategy and the results generated.
During the meeting, it emerged that the activities developed by the Agency, had generated revenues in excess of the Client’s expectations:
“Fantastic Cremonesi, then we are not in the position that was described to me in the Company. We’re going on great.“
In addition to the activities already planned, we have been asked to support the Company in the implementation of Marketing and Communication activities to support their participation in a major industry fair.
Second lesson: If you don’t address a problem, it will come back in an even worse form.
And so it was that, we were again faced with a number of issues, with the owner’s son.
We would define timelines and processes to develop the strategy.
What was the responsibility of the agency was being implemented; what was the responsibility and competence of the client’s son remained at the post.
I have personally and again spoken with the owner to point this out.
I fully understood that he was facing an important decision: to face his own son.
The person to whom he wanted to delegate the organization and management of his company.
Well, after two weeks we were asked to discontinue the collaboration.
The alternative was to realize that, perhaps, the mentee, was not engaging as much as he wanted/needed to.
3 teaching: understand so as not to repeat the mistake
As always, at the close of a relationship I analyze what happened.
I try to learn from it, to avoid similar episodes in the future.
Well the lesson was: if you have to enter a company to accompany its generational change, first verify that there is an iron will and real will, otherwise leave it alone.
Did you find this article interesting? You can explore further by reading these articles.
- Your Marketing Consultant is your best ally
- The real value of a company is the Collaborators and Suppliers
- Paolo Ruggeri: two books you must read!
- “The Courage to Change” Three Leadership Lessons from Sergio Marchionne
- Happy Forever, the beautiful book by Mario Furlan
- Ethical marketing: how it can make a difference for companies