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Like Jobs, should you be all in for marketing on Monday mornings?

By Jon Lonsdale on 23rd June 2014

As someone who’s worked in the tech sector for a long time, I have to admit that I have only JUST read Steve Jobs’ Biography. I am no Apple groupie per se – I got sent one by our friends at Apollo Research (thanks again guys!) for a Christmas pressie, it propped up my monitor for a few months and I’ve only just got to reading it.

I won’t bore you with another blog about the genius of Jobs, that’s been said far more eloquently by others.

The thing I loved about it most was the insight, the in-built case study, of Apple as a marketing company.  A company that put brand and product marketing at the centre of its being.  Almost to the exclusion of other things.  Most of the memorable parts of the book, and indeed Apple’s history, are around brand values, launches, positioning, ad copy, images, voiceovers, fonts, journalist interviews, Time front covers and product names.  All the stuff that most businesses leaders, in my experience, describe as the stuff of fluff and nonsense.

Because it was so important, Jobs got his board together (Cook, Ive, Schiller et al) every Monday morning for a three to four hour marketing meeting. If you missed it you got shouted at. That’s brilliant but I would say almost unique.

Imagine if every tech business spent that much senior management time thinking about its brand, as well as its sales; how it was perceived, what its products did, who it partnered with, and how it could tell a better story in order to be more successful.

Well we’d be even busier for a start.

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