Listo, lume, obxectivo

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Esta noite foi unha noite estupenda con expertos en vendas, mercadotecnia e marca moi coñecidos. Fomos invitados a un restaurante moi agradable nunha habitación privada. O propósito da reunión era axudar a un compañeiro que quería levar o seu negocio ao seguinte nivel ... ou algúns niveis máis alá do que está agora.

Houbo unha chea de acordo na sala ... descubra o que fai nunha única frase, identifique os trazos que o diferencian, desenvolva un proceso para vender os seus servizos en función do valor que trae, conéctese coa súa rede para identificar as mellores perspectivas para comercializar e desenvolver unha marca que inclúa o que traes á mesa.

Non necesariamente estaba en desacordo con isto ... pero iso é un traballo bastante intenso, non si? Podería traballar durante anos nestas cousas ... e rematar no taboleiro porque non o conseguiches.

Con todo o respecto aos meus compañeiros, sempre son un pouco escéptico cando os expertos ofrecen este tipo de planificación e asesoramento estratéxico. Honestamente levo máis de dúas décadas traballando nos departamentos de mercadotecnia e arredores e non se me ocorre un só plan de mercadotecnia que funcionase como estaba previsto.

Sinceramente, creo que moito desta charla é só poppycock.

Non é totalmente literario ... Creo que pensar estratéxicamente é importante. Ao final, cómpre saber onde está a dirección xeral do obxectivo antes de tirar un gatillo. Non obstante, prefiro que alguén dispare primeiro e despois apunte en vez de traballar durante meses para establecer un disparo que poida ou non golpear o toro.

Moitas veces vexo que as empresas fracasan antes de que realmente poñan o gatillo. Teñen tanto medo ao fracaso que están paralizados e nunca corren os riscos necesarios para avanzar. Mira ao teu redor as empresas que teñen éxito. Teñen éxito porque planificaron impecablemente? Ou teñen éxito porque eran áxiles e capaces de axustar a súa estratexia segundo as esixencias dos seus clientes potenciais, dos seus clientes e da súa industria?

Cales son as túas opinións? Experiencia?

8 Comentarios

  1. 1

    I think you’re right for the most part. It seems to me that it depends on what you are doing and how confident you are that something is worth promoting. What I mean is that sometimes it is very necessary to get a formal plan in place that has direction and purpose. It helps the people carrying out the plan actually stay on course. However, within that plan there needs to be more execution than planning. Initial strategies can get turned upside down in a matter of days. That requires quick changes.

    To take your analogy a little deeper, imagine if you didn’t aim at all before you fired. You could hit the target, but you most likely would miss entirely, or hit a friend, or yourself. That is why I am thinking this is very dependent on how confident you are about the idea or business (how big the target is).

    So to bring it all together – in this competitive environment we’re all in, we need to aim very quickly AT the target and fire, then re-aim and fire again, then really re-aim and fire again. Or… just bring the shotgun.

  2. 2

    Doug,

    I’m with you on this one. Having come from a semi-large organization where speed was measured in months and half years and “strategy + getting it” right were 15 year institutions I saw the value of being agile as we began to apply a new methodology to the operation of our business. Now running marketing for a startup that was, when i started, smaller than the marketing team that worked for me your point is even more important. The collective experiences of the senior members of the team should be enough to point you in the right direction. Being agile and getting better constantly is about operational excellence…an incredibly important and often overlooked skill set for growing teams.

    – Jascha

  3. 3

    Totally agree, Brian! The irony is that I spend most of my free time reading and studying the results of others so that I do know which direction the target ‘should be’. I just worry that many companies never actually take the first step. They don’t immediately fail because of a misstep… but they ultimately fail as others pass them by.

  4. 4

    Yes I agree. I haven’t seen bad marketing first hand but I keep hearing stories of older companies really struggling with initial marketing efforts. They just don’t get it so all the planning in the world doesn’t help them learn the real lessons they need in order to re-aim and shoot again and they don’t reiterate fast enough to fix the problem.

    By the way, that is a great analogy. It works very well in this case. You are right about just knowing where the target is and I’m sure you have a very keen sense for that. Some people just don’t though. Who knows if planning helps, but man there are some people just shooting themselves in the foot with their marketing. (I had to say it, it just fit too well)

  5. 5

    Doug I could not agree with you more. At the core of who I am is: ENTREPRENEUR. And as far as entrepreneurs go I am all about visioning the future and taking whatever steps necessary to get there. I believe in strategies. I believe in planning. However, I must confess I never have developed a traditional “business plan.”

    A year ago I had a conversation with a gentleman. I don’t even remember his name. We met for the first time at a breakfast meeting we both attended in the Castleton, Indiana area. It was one of those “stand-out-in-the-parking-lot-for-over-an-hour-after-you-just-met-conversations” and somehow we got on to the topic of creating a business plan. I confessed to him that I had never created a traditional business plan. He asked me “Do you plan anytime soon to go get funding from a bank for your small business?” I replied, “Nope.” Then don’t worry about a business plan, he said. In essence, he told me “Fire and Aim.” He encouraged me to follow my entrepreneurial spirit and go out and succeed.

    And so Doug that is what I have been doing for the past 3 years since I launched Cross Creative in October of 2007. So Happy Birthday to my company and many more years of success to us both as we endeavor to serve with the passions that stir us up each new day! It is a great day to be an entrepreneur.

  6. 6

    Totally agree, Doug. Analysis paralysis is not just a symptom of large companies. Many small businesses owners are afraid of a wrong move too. Action, with metrics to evaluate success, is a good strategy. Fortune favors the bold.

  7. 7

    I also agree Doug, Flexibility is the name of the game today. Strategic thinking today must include the ability to quickly adapt to an ever changing marketplace.

  8. 8

    This is why the really successful entrepreneurs start businesses… then sell them to the strategists who talk too much “poppycock” to ever have started one on their own.

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