Growth Insights for CEOs

The US Hispanic Consumer Cultural Evolution: You CAN Have Your Cake and Eat It Too

Posted by Adriana Lynch

Hispanics, or Latinos (which kindly includes my native country, Brazil, where we speak Portuguese), have been a strong influence in the US economy for decades. As an integral part of the workforce seeking the “American Dream”, more and more Latinos tried, as time went by, to “fit-in” to the American culture to succeed and achieve that Dream. Latino parents would only speak English with their kids, so they would fit-in in school. When American neighbors came to visit, they made sure to serve peanut butter and jelly sandwich for the kids and hot dogs for the adults (“keep the tamales in the fridge, Mi Amor!”). You get the picture.

The process of trying to “fit-in” to an alien culture is called acculturation. It does not have much, if anything, to do with which generation you belong to, but it is a phenomenon statistically proven to be correlated with two major variables:

  • How easily you flip-flop from your native language to the country language. In this case, how effortlessly a Latino goes back and forth between Spanish (or Portuguese) and English, and;
  • How similar the purchase basket is of a Latino family or individual to an American one.
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An Executive’s Guide to Using Video to Win Business and Influence Deals

Posted by Jeff Loeb

First in a 3-part series on Growing Revenue in the Digital Age.

Video works. It’s a powerful way to tell stories, position products and engage viewers. Most importantly, video can directly help companies grow revenue, increase pipeline and build awareness.  It appeals to both the rational and emotional ways we make decisions. It’s also a preferred way to consume content. Face it, no one wants to read long whitepapers any more. Mark Zuckerberg, Facebook CEO, recently said “Video is a mega trend, in a decade, video will look like as big a shift in the way we share and communicate as mobile has been.”

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Supercharging Your SWOT, Step Three: Execute for Success

Posted by Paul Sparrow

Welcome to Step No. 3 of 3! By making it here, you have hopefully completed the initial steps to SWOT success. Is your SWOT consolidated? Check. TOWS matrices built? Check.

Now, it’s time to fully activate — or shall we say, execute — your SWOT to propel and grow your business. As you recall, the initial steps of this process have been focused on eliminating the inertia that often follows the SWOT exercise at most companies. You’ve leveraged and defended your strengths, weaknesses, opportunities and threats. You’ve processed them through the TOWS matrix in Step 2 to uncover immediate and actionable changes — mini-strategies that can alter your market position and engage the mechanisms necessary to grow your company’s business.

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Supercharging Your SWOT, Step Two: Activating Your SWOT

Posted by Paul Sparrow

Congratulations! If you’re reading this blog, you’ve mastered the art of collecting the data for your SWOT (strengths/weaknesses/opportunities/threats) analysis, and have grouped similar concepts into manageable chunks of information.

At many enterprises, this is where the SWOT work dies — leaving company executives with a keen understanding of the state of their business, but lacking a clear path to rendering the findings actionable in an effort to foster real change. Think of the Starship Enterprise never returning from years of space exploration — all that knowledge and data stored in the ship’s memory banks and officer logs, yet nobody ever does anything with it.

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Supercharging Your SWOT, Step One: Consolidating Your SWOT

Posted by Paul Sparrow

Conducting your SWOT analysis was fun, wasn’t it?

It allowed you to take a break from working in your business, and allowed you to work on your business — a valuable step back during which you were able to take a breather from the day-to-day grind, and view the big picture of your business with clarity.

No matter how long your SWOT process lasted, undoubtedly, once you got rolling, the information flowed — resulting in a growing cavalcade of lists that characterized your company’s strengths, weaknesses, opportunities and threats.

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