| |
| |
|
Marketing Resource Center |
|
|
|
Secret of Strategy - Part 1
A step-by-step guide to creating a growth strategy based on your current situation and future possibilities. I'll bet you think you already have a strategy. And well you may, but strategy as a concept is just like love: much used and little understood. Many businesses (and that includes small entrepreneurs, large corporations, non-profits, community organizations, governments, NGOs?the works) neither know what strategy really is, nor how to get one. And even if you do, in fact, have a strategy-is it the right one? The best one? This is so important-marketing guru Jay Abraham says-and I agree-a superior strategy badly executed will beat a bad strategy well executed, any day. It's easy to say, "This is big company stuff. We know what we need-why should we do all the extra work." While a "strategy-less" group of marketing tactics may work well and produce good results, is it taking your business in the best direction? You may be making money, but are you making the most money possible? Could another suite of tactics implementing a superior strategy produce far better results? Which brings me to the point of this two-part article: how to formulate strategy. In the next 1500 words, I'm going to present the first half of a basic system for identifying high-impact strategies in your business. (Just the first half? Yes. While I strive to make this as simple as possible, it still takes a bit of explaining, and editors and readers alike detest long articles!) So Part 2 will finish the outline, and in future articles, I will discuss each system component in finer detail. Let's begin with a working definition of strategy. Strategy is the guiding principle on which are based a series of interlinked decisions regarding the selection and deployment of resources and tactics, whose purpose is realizing a vision and achieving decisive objectives in a competitive and changing environment. This definition tells us a few things:
Of course, there is one last step: turning your strategy into tactics and game plans, and execute. We won't get into that in this article. Step 1. Establish your vision. People complicate the idea of vision. A vision is simply a story describing how you want things to be in the future. Some people can tell these stories easily-they know exactly where they want to be and what it will "look" like. Others need help. The best approach is to answer a series of questions regarding what your organization does, who are it's clients or beneficiaries, what its impact is, how big it is, where it is, how it operates, when all these things will occur, and so on. As a result of answering these questions, your vision will emerge. Of course, you may already have a vision. If so, now is the time to insure that it is relevant and powerful. The test of a good vision is if it inspires; not only you and your management team, but all of your stakeholders: your partners, employees, clients, investors, vendors, lenders, your community, your government-and perhaps the public at large. A great vision inspires, and it also provides direction. Every action you take should further your vision. If it doesn't, don't do it. Step 2. Gather environmental and competitive intelligence. To develop the best strategies you must understand the world outside your organization. Quantify and qualify, not just absolutes, but trends. And importantly-identify changes in the status quo. Key areas for focus include competitors, technology, market size and trends, your clients' industry health, macroeconomic trends, availability of key resources (people and materials) government regulations and other political considerations, and changes in demographics and psychographics-like customer taste. Devise relevant measures for each of these key external areas. For instance, examine your competitors for revenue, profit and market share growth (or decline), product and service changes, shifts in marketing and sales strategy, changes in geographic distribution, strategic alliances, and major customer announcements. Macroeconomic factors include the obvious such as interest and employment rates and trends, production and consumption statistics, along with finer grained-industry issues such as new home buying-which impacts a wide variety of businesses, or defense spending-which impacts a completely different set of sectors. Step 3. Take stock of your organization's strengths and weaknesses Now it is time to shine the light on your organization. Examine each functional area looking for strengths and weaknesses. Identify strengths that will help the company realize its vision, and weaknesses that will impede its goals. The following is a starter list of focus areas:
Other areas to examine include:
Step 4: Select your Grand Strategies. This "grand strategy" approach is based upon industry/product revenue growth rates. It is specific to a business unit with one major industry and/or product focus. If your business is more complex, you may repeat the process for each focus sector. First, consider your industry and product sector growth rate. Is it growing or declining? Second, consider your competitive strength within that sector. For this analysis Competitive Strength has two components, the size and trend of your market share, and your organization's financial strength; specifically either cash flow from operations, or access to capital. To simplify: strong market share + strong finances = strong competitive position. Either strong market share or strong finances = average competitive position. Neither strong market share nor strong finances = weak competitive position. This defines a two-by-three matrix of strategic choices from which to select your grand strategy. The exact choice you make will be dictated by the specifics of your situation: sector strength and competitive strength, along with your stated vision and purpose. Choose from the list which best describes your business: Strong sector, strong competitive position. This means that you are in a growing market, hold a commanding market position, and have cash with which to maneuver. Your strategic choices include:
Strong sector, average competitive position Here you are in a growing market, but have either a commanding position, but limited cash-or vice versa. The exact choice available to you depend on your situation. You can:
Strong sector, weak competitive position You are in a strong sector, but have relatively small market share, and limited or no cash. Your choices include:
Weak sector, strong competitive position In this case, you dominate a weak market and have cash to exploit your position. You should:
Weak sector, average competitive position. You are in a mediocre position in a weak market. Depending on your exact circumstances, you can retreat, use what's left of your cash to buy your way out with new products, or try to enroll a strong partner. Choices include: Weak sector, weak competitive position Sorry to say, you are in a bad place. In a word-retreat! You can do this by: If you don't want to liquidate, seek to expand your marketing using low-cost / no-cost marketing strategies - but this may be a losing proposition. Also, as above, attempt to create strategic partnerships and joint ventures, but it may be difficult to attract partners to a market with poor fundamentals. At this point you might say, "?sell the customers? Sell the company? No way. I'm holding on." That just isn't a strategic point of view. Strategy says you can make more money doing something else-so you best start thinking about it. In general, these choices are listed from most attractive to least. Your organization's best choices will be based on your particular circumstances. By now you have formulated a vision, gathered analyzed your external environment and organization, identified relevant strengths, weaknesses, opportunities and threats, and begun to zero in on a grand strategy. That should keep you busy for a while. In The Secrets of Strategy, Part II, we'll complete the process. Remember-you don't need a strategy. But having one increases your chances of generating the greatest profits from your resources. After all, that is the whole point of strategy. --- © Copyright 2004 Quantum Growth Coaching. All Rights Reserved Special Requirements for Reprint: we ask only that you include Paul's name and resource box, and keep all hyperlinks as live links.Paul Lemberg's clients call him "the unreasonable business coach" because he insists they pursue goals and take actions far outside their comfort zone to make more money than they previously thought possible. To get business coaching, tips, tools and strategies like these, visit http://www.paullemberg.com/execoach.html.
MORE RESOURCES:
Marketing - Google News |
|
|
|
RELATED ARTICLES
Gaining Business Intelligence A white paper on how companies should analyse customer data to gain better business intelligence and how they can use that knowledge. In an increasingly competitive world, using your client database smartly, to gain a better understanding of your number one asset - your customers - can make or break the success of your company. Business Card Design - How to Stand out and Get Noticed One of the most powerful, yet over looked weapons in yourmarketing arsenal is your business card. If designed properlythis little 3 x 2. Principles of Marketing 101 Marketing results should be measured in only one way - increased sales. Marketing should not be considered an art form. Mastering the ABCDs of Small Business Marketing & Selling I believe that small business marketing and selling follows a certain flow. The pace of the flow may differ depending on what you're selling, but I still see the flow for virtually every small business. Referrals - How to Get Them Referrals are an extension of Networking. If people like youand like the sound of your product or service, thenthere's a good chance they'll tell other people aboutyou. Small Business Marketing Tip - Focus on a Niche or Target Market I think selling and marketing today often feels a bit like talking to a brick wall and that in interesting metaphor to help grasp the importance of niche marketing especially when it comes to small business marketing. Imagine for a moment that you are attacking that brick wall with a hammer, randomly hitting it everywhere. What to Look for in Display Graphics and Trade Show Graphics Display graphics are graphic images used for illustration or "display" purposes. Display Graphics are usually printed on paper, vinyl or fabric using a "large format" printing device. Marketing For Profit - 6 Critical Traits Develop These Six Critical Marketing Traits.. Are Corporate Awards and Corporate Gifts Beneficial for Your Business? With the increased challenges that all companies are faced with, many corporations have implemented various initiatives to continue to grow corporate earnings and shareholder value, some have discovered the strategic value of corporate awards and corporate gifts. From the boardroom to the frontlines to the client across the country, corporate awards and gifts offer many benefits to enhance performance. Medias Dirty Little Secret I'm constantly amazed by all of the media reps from all of the different media outlets that can help your advertising to "reach the right people."Why am I amazed?Because they all reach the same people. Putting Your Website to Work Websites have replaced the brochure as the "must have" marketing tool for businesses large and small. While virtually every business has a website, few are harnessing the potential of their websites and the Internet in general to promote and grow their businesses. Mark Twain's Great Marketing Idea To tell you the truth (and about 53% of this article is true), I don't know where I heard this story about Mark Twain. But I've heard it enough times to verify that it's either (a) at least half true, or (b) a credible lie. Direct Mail Marketing Done Correctly, Cannot Fail So how do you do it?Direct mail marketing. When it comes to marketing your product or services there are two basic challenges:1. How to Conduct a Successful Fax Marketing Campaign 1. Focus your fax marketing on one objectiveFax is a flexible medium, and is being used by Adestra clients to sell off-the-page, to conduct research, for broadcasting newsletters, for generating prospects and for database cleaning. Why Smart People Dont Know How to Market As an educated professional, your success is based on what you know, your education, your intelligence, and your creativity. Even if you're just starting out, you've achieved success just to get your many degrees and pass those licensing exams! Your clients return and refer because you apply your expertise and insight to guide them to appropriate answers for their unique situations. 5 Print Ad Essentials! Writing an effective print ad, particularly a classified advertisement, requires that you remember five essential points. Failure to implement these points correctly can cost you much in the way of time lost and a sale missed. 8 Proven Ways to Get Referrals Do you find it hard to ask for referrals? I know I do! Your heart starts racing, you stumble for words, and sometimes you break out in a sweat just thinking of asking for a referral. But the secret to getting referrals without having to ask is to develop a system that does the asking for you. Where Are Your Leads Coming From? Most B2B marketers spend a great deal of time analyzing the performance of their programs and initiatives. The reason is obvious: With the growing pressure on marketing to produce measurable results, it's critical that every marketing dollar is invested wisely. Profitable Marketing Programs Part 2: Figuring Break Even Point In Part 1 -- http://www.websitemarketingplan. The M-Word (Marketing) Phase 2 Last month we looked at what you need to do before you spend money on marketing brochures, a website, advertising or even go out to network. During Phase 1, it's all about crafting your message.
|
| home | site map | Advertising Articles |
| © 2006 |
