What we do

Whatever it takes to get your established business more profitable

Whatever it takes to get your startup making profit.

Quite simply

We QUESTION everything!How else will you get

AHEAD? - business rebels

How we do it

We try to look at what PEOPLE will want and how they

will want it, then look at ways to provide it.

We create great experiences and engage with PEOPLE.

Quite simply

How we do it

We try new things all the time.Without testing, you will quite

simply slide backwards.

Who we are

Dave Nemeth (Founder and Head of Projects).

Biography:

A leading Blue Chip international company recently identified Dave as one of the top creative

influencers in the country.

Dave Nemeth is a qualified designer who has held a variety of senior as well as executive

positions with some of the countries leading retail groups, spanning a career of twenty years.

He is the owner ofHe is the owner of Trend-Forward a trend consulting business and is often referred to as on

of the countries leading trend Gurus by a host of publications and online media. He produces

an annual trend forecast focusing on design within business which has become a sought

after report over the past four years with a host of different industries attending these

presentations around the country, normally to a sell-out crowd.

The company has evolved into a unique model that collaborates with some of the countries

best minds, to find solutions for companies, regardless of obstacles. From full scale

Business model reinvention to the handling of social media and blogs and even redesigning Business model reinvention to the handling of social media and blogs and even redesigning

the interior space.

Nemeth consults to a host of businesses from SME’s to some very prominent blue chip

companies on how to do things differently in order to leapfrog the competition in these

tough times. He is often called upon for his views on innovation and forward thinking and

is no stranger to both TV and Radio, he also writes for a host of publications including

some leading business publications as well as some to design journals.

He is known for his disruptive views on marketing, corporate culture as well as the He is known for his disruptive views on marketing, corporate culture as well as the

current state of retail.

He recently spoke at the Barclays international retail conference, proving that

his trends and insights into consumer attitudes are apt within every business

sector. He was the only creative and “design thinking” speaker at the event.

He is often a keynote speaker at a variety of conferences and debates and his

energetic approach has ensured a continual growth on these platforms.

He is currently consulting to a host of businesses both locally and internationally; He is currently consulting to a host of businesses both locally and internationally;

these are as diverse as blue chip retailers to trade expos and even restaurants.

His latest project is the Design Thinking conference, which is a first for Africa and

targets the decision makers in companies, to show that they will not move forward

by doing what they are currently doing. The conference took place on the 11th June.

the feedback was outstanding, with many saying it was the best conference they

had been to in years.

You &Your

TEAM

The bestresearchers

The bestP.R. Specialists

We don’t believe in a ton of

staff, we believe in a ton of

COLLABORATIONS.

The best Design Thinkers.

The best Digital

specialists

The best project managers

The best creative directors

The best architects

The best content creators

The best designers

The best retail specialists

Some clients

We only take on clientsthat are hungry for change.

We don’t sit on the fence &we do have some strong

opinions.

OPINION

OPINION

“Silo Culture” will be the deathof many companies.

Is "marketing" and other terminology creating a silo culture?

The meaning of 'marketing' is technically described as: The action or business of promoting and selling products or services, including market research and advertising...Having recently sat in on a round table discussion with some of the countries leading marketing directors and executives, as well as consulting to a host of top brands, this idealistic interpretation has bombarded my psyche to such an extent than I need to vent myopinions on the issue, which I am strongly opinionated about.

As much as I believe we need specialists within positions, technological factors as well as As much as I believe we need specialists within positions, technological factors as well as the ever-changing attitude of the consumer mean it is vital that we start having more generalists that understand the bigger picture. We need to create a collaborative culture and start to clarify the role of brand building to a consumer, who at present is inundated with a huge amount of noise across a multitude of mediums.

So to start with, the term 'marketing' needs to be replaced in many instances by somethinglike engagement and customer experience management - although marketing itself and theterm will probably actually never die or disappeaterm will probably actually never die or disappear, companies may be forced to take on 'new'terminology to truly get the best out of their staff in these departments. Other terms that should be excluded and which are heavily overused are: Below the line, above the line and omni-channel.

Just like being "eco-friendly" is no longer a trend, so omni-channel should be embedded in a company's customer engagement DNA and not create a lengthy discussion around the boardroom table. Using these terms creates specific silos and the results are generally seen in the way a company communicates with its audience, often with a non-cohesive seen in the way a company communicates with its audience, often with a non-cohesive message.

There are still really large corporates going out with press releases stating they have an aggressive omni-channel strategy. That's like saying they are considering having a website.

What we are currently seeing is companies splitting up ad spend across all the various channels and the various teams responsible for these outputs going back to their secluded silos and pulling on their "thinking caps". They will have to show an adequate return on the budget they have been given, so the R200,000 allocation for Facebook, will need to show budget they have been given, so the R200,000 allocation for Facebook, will need to show some sort of measurable return, as will print and other mediums. It is a huge mistake to allow each specialised area to work in isolation with only a measurable return as the carrot and the KPI as the stick, because the overall company message can very likely end up as a blurred mix-match across all these platforms.

Changing traditional namesof roles & positions, mustcreate a different result.

Don't get me wrong, there are companies out there that do get this right. However, at this stage, they are few and far between. Many ad agencies - please note use of the word 'many' -are more interested in putting another award into their reception cabinet than in creating a meaningful relationship or engagement between client and consumerWhilst we are on the issue of innovation and creativity, why is it thatmost ad agencies look the same? The norm seems to consist mostly most ad agencies look the same? The norm seems to consist mostly of creative slogans and typographic overkill, with colour blocking and creative boardroom names, with as much use of glass as possible. The way of work ischanging and these agencies should know and be at the forefront of this paradigm shift. Once again, note that some of them really are getting every aspect right.

I do believe that we need to start by changing the entire culture around this age-old way of "marketing". A good start would be a name change where applicable, to create a company dynamic that will assist in understanding the task ahead. When we are suddenly called an dynamic that will assist in understanding the task ahead. When we are suddenly called an 'engagement and customer experience' manager, we start to focus on the importance of bringing all the aspects together, as well as the need for great content, without having the word 'content management' thrown into the mix as well. We will now realise that all the different channels lead to one really strong message across the various groups we are targeting - or in some cases, multiple messages. We also start to realise that certain mediums will not necessarily show a measurable return, but rather be part of the messagejournejourney, which will hopefully show great results as we tell an entire story. We will continuallybe striving to lead our customer on an exciting and engaging journey, which will provide loyalty as long as we are doing this.

Our engagement and customer experience department will understand the brand so well thatthey will be able to give such a specific brief to the ad agency they won't run astray withirrelevant bells and whistles, which really do nothing except inflate the bill. This doesn't mean the ad agency cant be creative, it just means the parameters and the goals are clear. WWe need to understand that ad agencies are not retail specialists, or tile specialists or lingerie specialists, so it is always advisable to also consult with professionals within these industries. Often even at store level or at the point where there is contact with the customer where possible, which will assist both parties and ensure the content is relevant and enticing.

This process and new outlook needs to begin at the top, as this is just one area within a company's structure that needs to move into alignment with current times. It also doesn't mean throwing out the baby with the bath water and getting rid of staff, but rather empoweringthem to think differently and to work togethethem to think differently and to work together. It is necessary to have a better understanding of budget allocation and to realise that not every area is the golden goose but to rather havea cohesive strategy, which will ultimately have a greater return on investment.

Educational institutions need to quickly get up to speed with these real-world changes as well as the changing face of consumer attitudes. We need to engage and enthrall our customers instead of just selling them product. Those days are gone.

We need to start thinkingdifferently about everything.

OPINION

Current presentations

Current presentations

VISUAL DIRECTIONS

Contact usdaven@worldonline.co.za082 652 0976www.trendforward.co.za