Transcript
The best demand spaces don’t just help insider marketing teams. They shape conversations in the boardroom. For example, they reveal where to invest across brands, innovation, marketing, nee. They size the price. They show the level of competition and they map how demand will evolve over time. Demand spaces also serve as risks. They reveal brands stuck in declining spaces and show you cannibalization in your portfolio. Likewise, they show potential competition from brands or private label or the risk of future irrelevance from standing still. When engaging senior leaders, a useful lens that we apply is DCV. This stands for desirability, credibility, and viability. Is the space desirable? Is there sufficient demand in this space? Is it growing? Does it have lots of future potential? Is it worth chasing? Secondly, can we win credibly? This question is about brand. A space might be big, but is it a space we should play in? Do we have the right to win here or should we prioritize elsewhere? Lastly, is it viable? Can we make money here? Do we have the capabilities to profitably create value? What are the chances of success given potential competition and any likely disruption? This DCV framing helps leaders grasp not just today’s opportunities, but the realistic chances of winning and how future scenarios may play out.
