By E.N. Yaw YEBOAH
"A strategy is not a paper. It's a choice." — Mark Pollard, Strategist and Founder of Sweathead.
In the advertising and marketing scene of Ghana, "strategy" is frequently viewed as the introductory part, a checklist item to complete before the main concept takes the spotlight. However, in truth, strategy serves as the backbone of the idea. It is the unseen element that distinguishes campaigns that capture attention from those that achieve tangible outcomes. Nevertheless, what is often presented as strategy in client presentations tends to be a scattered mix of jargon, generic insights, and trend-driven graphs, rather than genuine analysis. As global strategist Julian Cole states, "If your insight can be applied by any brand, it's not an insight. It's just an observation."
In a sector where media spending is decreasing and capturing attention is more challenging, the true advantage goes beyond just creativity—it's about clear strategy. However, who is posing the tough questions in Ghanaian briefs?
Who is questioning beliefs, exploring the deeper aspects of how people consume, or advocating for significance over distractions?
Fewer people, and it's evident.
Think about this: Even with the surge of creative talent in Ghana, including digital creators, influencers, and designers, how many campaigns actually make a significant impact?
How many launches feature strong brand recall, consumer anxiety, or cultural significance?
The distinction between a "nice ad" and a "business result" is seldom about execution. It's a strategy.
I've been in pitch meetings where the so-called "strategy" was just demographic assumptions and optimistic brand mission statements. At those times, it was clear: strategy had turned into a routine. A PowerPoint illusion. Strategy is seen as a topping: something to make the creative dish appear whole, rather than something that shapes the entire meal.
It was a standard, a theatrical introduction meant to give clients the impression that proper investigation had taken place. However, once the presentation started, actual strategy disappeared. We create presentations with appealing slides, catchy slogans, and recycled insights about consumers, and label it as strategy. But let's be honest: having a deck doesn't equate to having a clear direction.
The problem is not that Ghana lacks talent. On the contrary, we possess talented creators, skilled designers, adaptable digital marketers, and perceptive account leaders. However, the strategic aspect—thinking before acting, planning before executing—is frequently underdeveloped, misinterpreted, or completely absent. In many agencies, this function is either integrated into other roles or reduced to templates and structures. It turns into a routine task, rather than an opportunity for innovation.
Numerous clients have also not yet developed the habit of asking for more. They seek "innovative concepts," "trending promotions," and "visually striking designs," yet hesitate to pay for the intellectual effort that provides these elements with purpose and uniqueness. The fixation on strategies, freebies, social media tags, and celebrity endorsements reflects a larger devaluation of critical thinking. We are tracking activity, not significance. Focusing on results, not actual achievements.
Nevertheless, the science of strategy is not enigmatic. Les Binet and Peter Field have demonstrated, through extensive data, that emotional, brand-building campaigns yield superior long-term business outcomes compared to immediate sales promotions. Byron Sharp's research conducted with the Ehrenberg-Bass Institute clearly indicates that brand growth is not driven by loyalty, but by enhancing mental and physical availability. Strategy is not based on instinct. Its purpose is supported by insight, theory, and empirical evidence.
So, how can we distinguish between genuine and false strategy?
A superficial approach is full of fads and common sayings: "Gen Z values honesty." "We must be innovative." It appears intelligent but offers minimal substance. It provides data without a clear perspective. It seems impressive in a presentation but fails when examined closely. Genuine strategy, however, is challenging. It brings about conflict. It requires compromises. It features a distinct, logical narrative that connects business objectives with real human insights.
That's where storytelling plays a role, not as mere entertainment, but as a framework. Strategic storytelling focuses on harmony. It's about how a brand communicates, behaves, and presents itself with internal consistency and external transparency. It's the logical structure that transforms a mission statement into a customer interaction. And it doesn't need to be showy to be powerful. In fact, the most effective strategic stories are often subtle yet unmistakable.
An approach to crafting this narrative involves the 4Cs of brand strategy: Company, Consumer, Culture, and Category. Each C reflects a distinct challenge, internal drive, human requirement, social environment, and competitive landscape. While they are linked, they cannot be replaced by one another. A robust strategy goes beyond a simple acknowledgment; it explores the conflicts among them and identifies a clear stance at their intersection. Simply stating, "Our product is affordable and high-quality" isn't sufficient. Every brand makes such claims. Effective strategy delves further: What underlying need are we addressing?
What idea are we questioning? What action are we changing?
Ghana is well-suited for this kind of effort. We are positioned over a vast reserve of underused cultural symbols, consumer behaviors, and situational realities. From the ground-level observations in Kumasi to the digital traditions of Accra's younger generation, the nation is filled with indicators that can drive a unique approach. However, one must pause, listen, and reflect to recognize them. In a rapidly changing setting where instant action is frequently confused with significance, taking time to think is uncommon.
What is required is not additional talent. We already possess it. What is needed is more thought. Greater discomfort. More rigor. More appreciation for the process that guides talent. We have mistaken noise for resonance. We have confused visibility with value. We have mixed up execution with effectiveness. However, the most successful brands, even on our continent, are those that have mastered the ability to transform cultural subtleties into strategic clarity.
This leads me to the role of the strategist. Not the individual who simply follows a template, but the one who defines the landscape. The strategist acts as a translator, converting business objectives into language that resonates with consumers. A challenger who encourages the team to move past common phrases. An architect who establishes a base that others can develop upon. This position is not sufficiently recognized in Ghana. Strategists remain less represented than creatives, digital experts, PR specialists, and media planners and buyers. And this is, in itself, a strategic oversight.
As artificial intelligence transforms the industry, this imbalance will become even more evident. Generative technologies are capable of summarizing research, crafting content, and producing artworks, videos, and mood boards. However, they are unable to synthesize conflicting ideas, identify cultural tensions, or grasp the subtleties of Ghanaian humor. AI can boost productivity. Yet, it cannot substitute human judgment. This implies that the importance of authentic strategic thinking rooted in context will continue to increase.
A mentor of mine, a creative director I was fortunate to collaborate with at the beginning of my professional journey, once shared with me a piece of advice that has remained with me forever: "Creativity brings the magic. Strategy provides the logic." This statement has shaped my perspective on our work. Magic captures attention, while logic drives progress.
Here's the challenge for every marketer, agency, and client reading this: prior to briefing the creative team, approving the budget, or chasing social media engagement, reflect on: What problem are we trying to address?
What reality are we acknowledging?
What sets this brand apart, beyond just being noisy?
In the end, the distinction between a successful campaign and one that merely succeeded lies in the strategy.
And strategy, when executed properly, is never merely the presentation.
It’s the difference.
The writer serves as the Lead Strategist at Black Excellence House, one of the most daring and innovative marketing agencies in the industry.
Provided by SyndiGate Media Inc. (Syndigate.info).