Brands Must Connect With Real Human Needs And Motivations-Abiodun Ajiborode On Timeless Marketing Principles

Dr. Abiodun Ajiborode is the Founder of Brand Management Academy (BMA) and the Business Leadership and Innovation Management (BLIM) Group. With nearly three decades of experience spanning leadership roles at Coca-Cola, SABMiller, PZ Cussons, and Monument Distillers, he has successfully transitioned from corporate titan to industry educator. Through BMA, Dr. Ajiborode has trained hundreds of marketing professionals, many of whom have rapidly ascended to senior leadership positions across various sectors. In this interview with Brand Communicator’s Jeremiah Agada, “Coachie” as Dr. Ajiborode is known in wider circles, addresses critical issues facing Nigerian marketers today, from the widening skills gap to the integration of AI and data-driven strategies, while sharing insights on timeless brand principles that remain relevant in an evolving marketplace. Excerpts:

You transitioned from corporate leadership to establishing BMA to bridge Nigeria’s marketing skills gap. What motivated you to take this leap, and what challenges did you encounter in shaping marketing education locally?

I started teaching around 2012 after completing my CIM. At Simon Page, I noticed that the pass rates were very low, and I worked to improve them. Over time, the students’ results went up to 90 percent and even 97 or 98 percent. The students wanted more from me—they even asked the school to give them extra lectures. But I could only teach the modules I was assigned, like strategic management and corporate reputation.

I realized that the CIM Chartered Institute of Marketing curriculum was too theoretical. Students learned the models and frameworks, but when they got into the real world, they forgot most of it. That’s when I decided to create BMA. I wanted to teach marketers practical skills they could use right away.

In 2017, I planned to start something to help young marketers, but I did not start immediately. People were eager and kept asking me when I would begin. By 2019, I finally committed. One of my tenants had moved out, so I converted a two-bedroom flat into a small classroom for BMA. The first class had five students. Then two more joined, making it seven. The room looked a bit empty, so I gave scholarships to three friends to make it fuller.

As the first batch finished, more students joined. The second class had about 15 people. By the third class, the room was full. I realized then that if you create real value, people will come.

By 2022, it became impossible to manage BMA alongside a regular 9-to-5 job. What made me happiest was seeing students succeed—some became marketing directors in just a few years. This made me realize I needed to move from being a “king” to a “kingmaker,” helping others grow and succeed. My goal shifted from building my career to building people.

You have led portfolio expansions and brand innovation across FMCG and spirits sectors. What core brand principles do you believe remain timeless, regardless of market or category?

Some brand principles never change.

The first is human truth. Brands must connect with real human needs and motivations. Human truth is universal. People want to express themselves and gain validation.

The second is culture. Every organization has its own way of working. If you don’t understand the culture where your brand operates, it will struggle to connect with people.

The third is value and pricing. Consumers must know why they are paying for a product or service. Where value exists, people will follow. This also applies to building teams—you need to empower others and create opportunities for them to grow.

In the long run, I learned that chasing both passion and purpose is important. My purpose is building people. Ethics, measurable results, continuous learning, and leaving a positive impact are core principles that guide brand leadership, no matter the sector.

You often stress the importance of bridging theory and practice. Can you share a specific example of how BMA equips marketers to handle real-world challenges from day one?

One of the main reasons I started BMA was to help marketers learn the practical side of marketing, not just the 4Ps, Porter’s 5 Forces, or other models that you forget when you get into the market.

At BMA, one of the things we focus on is building character and changing mindsets. The real world expects you to challenge assumptions. We do not do exams. Instead, students work on projects overseen by key players in the industry because nobody succeeds alone.

BMA is not just about teaching marketing. It is about building character, changing mindsets, and helping people challenge assumptions. The results have been amazing. Graduates from BMA have moved quickly into leadership roles, showing that combining theory with practice prepares marketers to handle real challenges from day one.

AI, digital tools, and data-driven marketing are rapidly reshaping the industry. How are your programmes at BMA and BLIM preparing the next generation of Nigerian marketers to thrive in a tech-driven, global environment?

We make sure students are exposed to the realities of the FMCG and marketing industry. They learn by doing, not just by reading. We bridge theory and practice so that when they leave, they can handle real challenges immediately. Technology is part of the toolkit, but understanding the market, connecting with people, and solving real problems remain central.

We should understand that AI is not an enemy but rather a personal assistant that will help you grow. In fact, there is a module in the curriculum that handles AI specifically.

From your experience, what are the most common skill gaps among Nigerian marketers today, and how can educators, corporates, and young professionals address them?

The first gap is strategic thinking because many marketers focus on what is happening now instead of planning for the future. The second is financial awareness, as marketers need to understand how their decisions affect revenue and business results.

The third is collaborative leadership, since working well with teams to achieve results is often missing. The fourth is analytic skills, because using data to make informed decisions is crucial but not always well developed. The fifth is segmented execution, meaning marketers must do what works for each person or target instead of using a one-size-fits-all approach.

To close these gaps, educators, corporates, and young professionals need to focus on real-world experience, not just theory, and provide hands-on exposure so marketers can learn practical skills they can apply immediately.

Looking ahead to 2026 and beyond, which trends do you think will change marketing and brand leadership in Nigeria and Africa?

AI is here to stay. Marketers should see it as a helper, not something to fear. The future will be mobile-first. Marketing will focus more on talking to people and giving them experiences, not just showing ads.

Using data will be very important. Brands need to understand their customers, predict what they want, and give them messages that fit. At the same time, connecting with people’s feelings and culture will stay important. Stories, nostalgia, and human experiences help brands connect with their audience.

Also, people expect brands to give them experiences made just for them. Marketers who use technology but also understand people, culture, and creativity will lead the way in Nigeria and Africa.