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The battle for the consumer's attention is more fiercely fought than ever. Consumers of products and services are intelligent, impatient and skeptical. New competitors are forming; new ideas are emerging and, chances are, your business life just isn't going to be what it used to be.
If the rate of change in our business culture scares you, you are not alone. Today's successful enterprises are continuously reinventing themselves to become more attractive, relevant and necessary to an endlessly shifting consumer landscape.
Most strategy projects at candescence are oriented towards starting or re-staging businesses. Increased or new forms of competition, new business ideas, product launches, branding strategy and campaign planning are the primary types of consulting undertaken by candescence.
The theoretical basis for strategic planning at candescence is that problems are solved, and ideas are generated, by "triangulating" information from three domains: the company, the competition and the constituencies that are relevant to the business. We ask three strategic questions: 1) what is the most valid proposition that can be made by the company? 2) what is the most motivating proposition that can be made to the various constituencies? and 3) what is the most differentiating proposition relative to the competition or peer group?
This process, or some version of it, is applied to most strategy engagements at candescence. The output might involve identifying new or higher potential consumer segments, creating a new strategy, ideation of new products or product features, a change in pricing or pricing strategy, fine-tuning of the sales story or refining or changing the brand architecture. The strategic possibilities emanating from candescence strategic engagements is virtually limitless. That's why we make the simple claim: candescence is a way to get ideas.