Business | Ideas, Strategy and Tips

Archive for November 28th, 2009

Copyright (c) 2008 Curtis Bingham

Procrastination can be painful. When I recently noticed the flashing light on my car’s dashboard telling me that it was time service my brakes, I thought that perhaps I would get to it tomorrow. Tomorrow turned into next month… and then the most horrible noise could be heard from the rear brakes. When I finally got them repaired, I ended up paying more than four times what I would have if I had taken the car in when I first noticed the warning.

Business leaders often procrastinate establishing or updating their business strategy. Refining strategy is uncomfortable because you have to acknowledge the goals that weren’t met, or the activities that slipped by the wayside. It is sometimes hard to tear yourself away from the tangible, immediate issues at hand. For many busy executives, it seems impossible to take the time away from a hectic schedule filled to overflowing with customer fires, internal crises, delivering for customers, or closing new business. But what are the consequences of NOT stepping off the runaway train and spending time preparing for the future?

1. Customers grow tired of inadequate service and take their business elsewhere. Hopefully they don’t take some of your other customers with them.

2. You are so busy serving existing customers that you don’t have the capacity to bring in new customers, forestalling growth

3. Without new customers, you have no way to compensate for inevitable customer churn

4. Your employees are ineffective at best, and at worst, begin to burn out and leave. How much would it cost you if 50% of your employees were ineffective 10% of the time? For 200 employees, you may be losing a minimum of $1.5M each year!

5. Your competitors pass you by

6. Worst of all, you suffer from burnout.

Postponing the development of strategy may be a short-term strategy in and of itself, but it is ineffective. Unfortunately, the treadmill you’re on keeps running, dragging you with it, until you choose to get off and readjust.

For your business to succeed, you need to allocate time each year to evaluate and update your long-term strategy. In addition, you also need to set aside a smaller amount of time each month to test & refine it. By ensuring that you are regularly evaluating and refining your strategy, you ensure that your customers, competitors, or the market don’t leave you behind.

The time you set aside for strategy must be sacred; otherwise, it gets put off like my brakes until the penalty is much greater than the prevention. December is typically a good time to evaluate your business strategy because many customers are unavailable. Schedule the time and “Just Do It!”

Many people talk about business strategy but have a great failure to realise exactly what this is – is it surprising that a great deal of business people have a huge problem discussing this when they do not exactly know what this is!

Questions that should be asked may include the determination of the fact that is there even a strategy in existence or if so, is this the correct one? Additionally, how do we determine what a strategy is and how does one go about developing one?

It is important when developing strategy to look at some of the issues and why a chosen path can go wrong-if one keeps doing the same thing, one will get the same results.

Many complaints about strategy range from the fact that it is difficult to determine, it gets messy and unfinished, and many people involved either do not contribute or attempt to dominate proceedings and a general feeling of the future and the failure of any future chosen path.

Broadly speaking, some schools of thought hold with notion that there are three main reasons for a failure of strategy.

Managers often fail to realise what these differences are; business schools talk about corporate-centre strategy and business-unit strategy. Business-unit strategy is for controlled organisations that may be part of conglomerates or single-business units whereas the other is for conglomerates planning growth through the use of single business units.

Another is often no clarity of purpose; for example there is no point in using models that are simply intellectually attractive when the purpose of the task is to discover options and directions and gather proof to support decisions about the future.

The business – unit level requires methods that are relatively straightforward and the only real obstacles are intimidation by “professionals” and their jargon. Most means of analysis are in excess of 35 years old but there is a general lack of understanding of them amongst business people and most of them do not know how to use them.

So how do we correct this anomaly?
Initially, the ground rules need to be set so participants need to arrive with open,clear minds. Strategy may be likened to seeing everything around, from every angle available and even into the future and the following requirements must be met to be successful: Customers are paramount and form the basis of market uuderstanding, practicality must take priority over theory, the business needs of now and the future need to be thought about and the strategy needs to be measurable.

It is worth at this point to touch on the philosophy behind a strategy.

The best place to start is to take the old adage of begin with where you want to be and work backwards to where you are now.

If, on the other hand, one believes that strategy is an analytical process then start with where you are and work forwards. However there is a difficulty with this approach as straightforward arithmetical thinking stifles creativity.
Perhaps, in the real world, a combination of both methods is probably a necessity.

This is all, of course, driving towards growth of the business and that is largely down to marketing. So why are not all growing firms good marketers and why have not they developed a good strategy?

Very briefly, this begins with a failure to understand the difference between selling and marketing – marketing is about developing products or services that customers will want where selling is about simply getting people to but the product.

The rest, for the moment, I leave you to ponder on.