In marketing classrooms, we’ve all been taught the frameworks. Think SWOT analyses, PESTLE, Porter’s Five Forces.
They’re useful, but in today’s mega-competitive economic environment, they’re not enough. The pace of change is too fast, the threats too subtle, and the opportunities too fleeting.
The sector’s best marketers know this. Over the past year, we’ve seen an uptick in reconnaissance work. While this might sound like a broad term, it is effectively the deliberate, structured gathering of intelligence, such as competitor analysis, horizon scanning for reputational risks, and identifying potential commercial opportunities and threats before they surface.
This absolutely isn’t theory. It’s the difference between being blindsided by a market shift and being ready to capitalise on it.
In academia, SWOT and PESTLE are static exercises. In the real world, they need to be living, breathing processes. Reconnaissance is about going deeper. It is understanding not just where your competitors are today, but where they’re likely to be tomorrow. It’s about spotting the early warning signs of reputational issues before they hit the headlines. It’s about mapping the terrain so you can navigate it with confidence.
We’ve been engaged by clients who recognise that their future pain points may not be obvious yet. Through deep research, we’ve helped them defend their competitive positions, anticipate market moves, and align their marketing strategies directly with their business objectives.
Marketing as defence, Not just offence.
Too often, marketing is seen purely as a growth engine. A way to acquire new customers. But acquisition without alignment to the wider business strategy is a recipe for wasted spend and missed opportunities.
Defensive marketing is about protecting what you’ve built. It’s about ensuring your brand, your market share, and your reputation are shielded from erosion. In a world where disruption can come from anywhere, a nimble start-up, a regulatory change, a viral social media storm, defensive marketing is not optional. It’s essential.
To be clear, Rhotic is a marketing agency, not a PR agency, but these channels cross frequently and the research that underpins these activities is relevant to both.
We know that PR, marketing, advertising, brand, identity, and public affairs are all interconnected.
A CMO or CMCO who understands this will see reconnaissance not as a siloed activity, but as a strategic function that informs every aspect of corporate communications.
When intelligence flows freely between these disciplines, the organisation moves from reactive firefighting to proactive positioning. That’s when marketing becomes a true driver of long-term value.
In financial services right now, the competitive landscape is shifting faster than many brands can adapt. Regulatory changes, new market entrants, and evolving customer expectations are reshaping the way firms communicate and compete. Those who thrive will be the ones who can see what’s coming and act before others do.
Reconnaissance has become a necessity. Strategic insight gives marketing leaders the clarity to defend their position, anticipate disruption, and align every campaign with the organisation’s long-term objectives. In an environment where the margin for error is shrinking, foresight is the most valuable asset you can have.