Cookie notification: what should we do now?
Posted: Wed Dec 18, 2024 7:46 am
I would like to give you some short and powerful advice about this:
Does the legislation affect your marketing? What can you do with the data that you are allowed to collect? Consider these two questions before you get started.
Adjust your cookie bar so that it is "valid" for the law and clear for the user.
Adjust your settings on your website so that the scripts that place cookies only go into effect if the user has given permission.
Make sure your privacy policy is clear and accurate, so that you can demonstrate in the event of any audits that you take this legislation seriously as a company.
A good competitive strategy contains an element of surprise. By surprising, you use the strategic unpredictability of your organization. Surprising is fun to do, but not always enjoyable to experience, because not every surprise is fun. But competitive strategy is also not meant to be fun for the opponent. As a general rule (in my opinion) a surprise attack is a pleonasm in a good strategy. How can you become more surprising? I describe that in this article.
Surprises take away your initiative, that is not a good strategic position
A surprise can throw you off your game. uae telegram data It happened to me recently. A friend wrote to me about the sudden illness of a mutual acquaintance. You are taken aback for a moment. At first you don't want to believe it. All day long you catch yourself thinking about it. You didn't expect that. It takes a while before you find the words to put on a card.
My experience is that the same applies in business and in (military) history. If you as a reader consciously experienced 9/11 in 2001, then you probably remember exactly where you were when you first heard about it (I was in Meppel). That Al Qaeda had its sights set on Western targets was clear in 1998 in Tanzania and Kenya, and in 2000 in Aden, Yemen. But New York? Now it felt very close, although Aden is actually 318 km closer to Meppel than New York as the crow flies…
How to respond to this? In a surprise, you as a party in a (competitive) battle quickly lose the initiative. And get it back.
Strategy cannot exist without the element of surprise
Surprises contain an element of threat
Military theory also names the importance of surprises in the so-called threat formula.
Does the legislation affect your marketing? What can you do with the data that you are allowed to collect? Consider these two questions before you get started.
Adjust your cookie bar so that it is "valid" for the law and clear for the user.
Adjust your settings on your website so that the scripts that place cookies only go into effect if the user has given permission.
Make sure your privacy policy is clear and accurate, so that you can demonstrate in the event of any audits that you take this legislation seriously as a company.
A good competitive strategy contains an element of surprise. By surprising, you use the strategic unpredictability of your organization. Surprising is fun to do, but not always enjoyable to experience, because not every surprise is fun. But competitive strategy is also not meant to be fun for the opponent. As a general rule (in my opinion) a surprise attack is a pleonasm in a good strategy. How can you become more surprising? I describe that in this article.
Surprises take away your initiative, that is not a good strategic position
A surprise can throw you off your game. uae telegram data It happened to me recently. A friend wrote to me about the sudden illness of a mutual acquaintance. You are taken aback for a moment. At first you don't want to believe it. All day long you catch yourself thinking about it. You didn't expect that. It takes a while before you find the words to put on a card.
My experience is that the same applies in business and in (military) history. If you as a reader consciously experienced 9/11 in 2001, then you probably remember exactly where you were when you first heard about it (I was in Meppel). That Al Qaeda had its sights set on Western targets was clear in 1998 in Tanzania and Kenya, and in 2000 in Aden, Yemen. But New York? Now it felt very close, although Aden is actually 318 km closer to Meppel than New York as the crow flies…
How to respond to this? In a surprise, you as a party in a (competitive) battle quickly lose the initiative. And get it back.
Strategy cannot exist without the element of surprise
Surprises contain an element of threat
Military theory also names the importance of surprises in the so-called threat formula.