Marketing

Master brand positioning and storytelling from a strategic and executive perspective. It’s not just about campaigns; it’s about building authentic narratives backed by marketing analytics to truly connect with audiences. Discover a critical view that prioritizes strategic consistency and long-term impact over short-lived tactics.

Between Theoretical Rigor and Business Reality

Between Theoretical Rigor and Business Reality

In many companies there is a tension between theoretical rigor and real-world applicability. Models help bring structure, but their value lies in how they translate into actions that impact the business. Organizations expect results, not models. This article explores this friction, using the Buyer Persona as an example to examine the boundary between useful analysis and operational noise — and how an excess of theory can pull us away from what truly matters: selling more and selling better.

From SWOT to CAME Strategy Managing Probability and Criticality

From SWOT to CAME Strategy: Managing Probability and Criticality

Strategy cannot be limited to describing the present through a static SWOT; it must anticipate scenarios and prioritize them with sound judgment. By weighting threats and opportunities according to their probability and impact, the analysis becomes a genuine decision-making tool. CAME then translates that diagnosis into action, turning strategic reflection into competitive advantage.

Not All Features Are for Everyone

Not All Features Are for Everyone

Many products include layers that only certain groups of users actually use, while others pay the same price without perceiving any imbalance. The ProRAW mode on the iPhone by Apple, for example, enables professional-grade photo editing: photographers value it, but most users don’t even know it exists. Product maturity lies in understanding what truly drives purchase, what retains users, what defends against competitors, and what is simply excess.

Dynamic Pricing Between Optimization and Perceived Greed

Dynamic Pricing: Between Optimization and Perceived Greed

Dynamic pricing promises to optimize revenue by adjusting prices in real time, yet it often clashes with consumer perception. Balancing efficiency, scarcity, and capturing the customer’s maximum willingness to pay, this strategy can lead to prices perceived as opportunistic, eroding trust. An analysis of when it creates value—and when it crosses the line into perceived greed.

Marketing and Structural Problems

Marketing and Structural Problems

Marketing is an amplifier, not a substitute for reality. It works when there is a solid foundation of product, processes, and experience; it fails when it is used to mask structural shortcomings. Pushing storytelling beyond real delivery capacity leads to frustration, loss of trust, and operational debt. When marketing promises what an organization cannot deliver, the problem is not the narrative, but the structure behind it.

Low Cost Low Value

Low Cost = Low Value

Price is never inherently expensive or cheap; it always depends on the value delivered. Low cost usually implies measurable trade-offs: narrower seats, cheaper materials, simplified processes. Perceived value cushions the experience, but does not change reality: low cost delivers adjusted expectations, not absolute quality.

Screen Equalizer Limiter at the same time Post

Screen as Equalizer and Limiter at the Same Time

The screen democratized access, leveled the stage, and turned the pixel into a battlefield, but it also flattened impact and drove up the cost of attention. In a saturated market, a product no longer competes only on attributes; it competes on meaning. The only thing that cannot be replicated is the concept that connects emotion and identity, because in an oversaturated world, we don’t remember what we saw, we remember what moved us.

Ecommerce eres tan bueno como facturacion generes

You’re only as good as the revenue you generate

In e-commerce, success often feels provisional, and revenue tends to outrank the narrative. When sales dip, past achievements barely buy time, and analysis speeds up—driven by data, pressure, and doubt. But growth isn’t an absolute merit, nor is decline automatic incompetence. What sets strong teams apart is their ability to diagnose without panic, to distinguish what’s within their control and what isn’t, and to redefine the path that leads—once again—to growth.