Archives for category: Planning

It’s easy to get hung up on a go to market plan. Sometimes it can feel a bit daunting: all that research, data analysis and projections to do. Yes, a full go-to-market plan can be a big undertaking depending on the stakes, but the essence of a solid go-to-market plan is being able to answer 6 questions.

Who? Who are you selling to? Which customer segment? Which individual buyer types are you appealing to within your target customer?

Why? Why should they care? What can you do for them and why should they come to you rather than elsewhere?

What? What’s your offering? What’s the make-up of your product, service and accompanying services?

Where? Where will you reach them? Where do they go for their information? The web, via partners, consultants?

How? How will you reach them? Email, advertising, promotion, PR, events, calls, meetings?

When? What’s the timeframe for preparation, execution, review, adjustment?

You can probably see that this kind of 6-question framework doesn’t simply work for go-to-market projects. You can apply it to almost anything you need to do, in order to cover the key bases and get a quick-fire direction that you can build on.

 

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When I look back on individual short-term events in my life, or over long-term things like career, health and so on, I find that I have allowed external factors to shape and evolve me. I have on occasion rolled with the punches, got caught up in the forward momentum and gone with the flow.

I’ve not been in control. I have allowed the focus of control to be external of me, rather than internal to me.

I think it’s important to level-set every so often and endeavour to take back control. Take back control in everything from individual decisions to relationships with other people or entities and to strategy for companies and organisations. Not at the expense of others, that’s not what I mean here. I mean to be active, positive, current, engaged and decisive.

Yes, an important part of assessing our strengths and weaknesses is also assessing the opportunities and threats that are outside our control. Yes, sometimes we have to play the hand we are dealt.

But, if that hand is not what we like, or has developing into something that we don’t like, do we have the option to walk away, and play another game? A game that gives us back control?

It’s about options, isn’t it? If it is, then it’s about taking back control, because without it our options are poorer and more limited.

As I write this, daily and even hourly developments in the UK get filed under the ‘you couldn’t make it up’ column. As you read it, I expect the same situation is currently prevailing.

I heard an interesting story the other day, another symptom of the ‘every man for himself’ panic that sets in during similar times, affecting everyone from your neighbour up to national governments, causing us all to pull decisions, funding and the plug left, right and centre. If only we could be so decisive in our positive actions.

Anyway, this training company was offering programs on business growth. All very worthy in any environment, never mind today’s. Front and centre in the program was Brexit planning and mitigation.

Attendees were signed up, trainers were assigned, everything was ready to go. At the last minute, three companies pulled out, causing the program to be re-organised and two trainers to be let go. The reason they pulled out? Brexit! The irony that you’re pulling out because of concerns around the area that the program is focused on helping…

Remember recently when I mentioned organisations pulling marketing at the first cost-cutting sign of hard times ahead, when the one thing that can differentiate them in a challenging economy, and even grow at their competitors’ expense, is marketing? More of the same :-).

One of the fascinating characteristics of the universe is entropy, the notion that eventually everything gets messed up. Or, as the Americans might say, it all goes to sh*t.

This has never been truer when it comes to large political, financial and economic systems. They’re pretty easy to get into it, but after while you’re well and truly tangled up and they’re really hard to extricate yourself from. Perhaps that’s why there was no real plan for how a country comes out of the euro, or why the UK is finding it so hard to come out of Europe – whatever that means. Maybe the sages knew this all along and kept quiet.

Someone told me the other day that if there was another referendum on Brexit, ‘remain’ would win comfortably. Not because of the recent experiences, though. More because in the last 3 years many of the elderly who voted to leave have shuffled off their mortal coil. For them Brexit turn out to be a final parting gesture like when the Terminator disappears below the surface and gives us the thumbs up, except this time it’s the middle finger.

That is the true Brexit irony. We’re over 3 years further on, and how far have we got? Governments are composed of people, and as people we have a tendency to leave that washing up, that job, that year-defining dissertation til much later. Let’s take a break first, rather than immediately planning for the finishing tape and getting a sense of what we need to do right now to hit the deadline.

Now, with the deadline looming ever closer, and almost no progress made, we’ll be hoping for another instance where productivity accelerates hugely before the due time and we get it out the door, something, anything, just get it out.

Or maybe we’ll ask for more time, again. And if we don’t get it, and the deadline passes, will it be like Y2K, or WW2?

In the preceding post I wrote about the bites Brexit is already taking out of our daily lives at work and play. It’s really hard to fathom what the economics of it are going to be. Bad is the universal opinion, but how bad and in what areas?

The trouble with economic models is that they are not very good at predicting the future. They’re great for explaining and rationalising the past, but that’s not much good when you’re staring down the barrel of the single most important macro event of the last half century. The last economic downturn took some of us a decade to recover from. This one looks like being at least a generation, and not just economically. For the last few years we’ve been in a period of serious isms – isolationism, protectionism, lookafterourselvesism…and this is the background against which Brexit is going to play

The central banks’ methods of, for example, keeping down interest rates to stimulate the economy while at the same time making it more difficult for us to plan for a financially secure retirement, may well not work in 2020 and beyond. They might have the opposite effect. We simply don’t know.

Business uncertainty makes businesses worry and stop spending on the only thing that’s likely to bring them growth, namely marketing. Why is it that the practice of positively influencing the exchange of outcomes between you and your customers the first thing you stop doing when the going gets tough?

Personal uncertainty makes us stop spending money and consuming as much as we were, which of course impacts businesses. It’s the downturn death spiral.

Who knows, perhaps any impending hardship will actually force us to properly embrace the environmental tenets of reduce, reuse, recycle, like our parents and grandparents had to do in wartime eras? Perhaps this kind of economic downturn and conservative/conserving/conservationist behaviour is just what the planet was hoping for. It might re-engender some genuine altruism and community spirit, and turn us from a diet of me-ism to we-ism.

Brexit is a subject that’s possibly broader than any other. It’s pretty much like saying ‘the global economy’, except that it’s broader again, with huge cultural and environmental implications. That’s the problem with a connected world: everything’s connected. Fine when everything is going well, a house of cards if it isn’t.

And, as I write this, the implications of it – uncertain but massive – are starting to bite into the apple of our daily lives. It’s true that business hates uncertainty, but the recent doom and gloom of the Irish broadsheet press is hard to ignore.  Mrs D is very scornful of my comment that I don’t think Brexit is going to affect me very much. I should have perhaps qualified that by saying I was talking about my work. For someone whose business is sales and marketing strategy, the international aspect of this should mean that I’m actually busier.

In truth, while, paradoxically, we’re pretty close to full employment in Ireland, the state bodies that part-fund a lot of business initiatives – and therefore indirectly fund some element of consultants’ income – are reviewing their programs, reducing initiatives and reducing the number of companies on them. At least to my partly-tutored eye.

At an individual and personal level, and as an Englishman working in a die-hard EU country, it’s hard not to feel insecure. Where do you go to insulate your financial future from the impending onslaught that might last long enough to prolong the entry into retirement for those who might be twenty years away from it?

Probably worth a follow-up post on this, I think.

Town planning is a tricky but fascinating thing, isn’t it?

When you think about your own town or city, is it new or old? Has it grown organically or in a more structured way? Can you easily get where you need to get to, and out again? What’s the transport infrastructure like for public and private travel to a big event?

I live in a small town and I work from home a fair bit, so my measure of how well a town has been planned is how quickly I can get to strike all the errands off my list at lunchtime. You’d be surprised at how much you learn about traffic flows, parking, accessibility if you’ve only got 20 minutes and 3 different places to go.

My town is well served by trains, but not well served by bridges, which means it’s well served – if that’s the right word – by train barriers to block pedestrians and vehicles while the train traverses the road to get from A to B. The upshot of this is that it’s not uncommon for you to be caught for 5 minutes at a barrier both on your way into town and out of town. If you’ve 20 minutes for errands, driving or walking, you’re stationery for half of it in this scenario. Your alternative is a long detour round the town’s medieval and therefore maddeningly narrow one-way streets to use the one railway bridge.

We have loads of train advocates in our area, and it does provide an important link to the east and west of the country. I’m not sure, however, if those advocates factor in how it plays with the other 2 modes of transport, especially at lunchtimes when you’re under pressure.

“Daur “Hockey” Sticks” by Gary Lee Todd, Ph.D. is licensed under CC PDM 1.0

I’ve been in business for a good 30 years or so. For most of those years I remained confused about a phrase that a lot of my North American colleagues used.

‘We’re looking for hockey stick growth,’ they would say, ‘that elusive hockey stick growth curve.’ This image always left me flummoxed. After all, who wants to see a massive downturn in growth before you see the upswing? You might not survive the downturn…

I finally realised that I wasn’t thinking about the right hockey stick. In fact I was thinking about the right hockey. Hockey, or ‘Ice Hockey’, to give it its full name, is hugely popular in North America, and has a flat bottom part and then bends up in a straight line, the sort of sales growth envied the world over.

In Europe, hockey is field hockey, not anywhere near as popular in North America, and uses a differently shaped stick with a curved part where you hit the ball. Not the shape you want for sales growth…

Confusion over!

The goal of underlying sales and marketing technology is that it is the slave, not the master, to your organisation. Automating your processes will enable you to embed and reinforce best practices throughout your organisation. The collection and inputting of good data and managing interactions for the complete customer journey will ensure you have visibility into your organisation, give you the insights to do accurate business planning and allow you to demonstrate your compliance.

Customer Relationship Management (‘CRM’) systems fulfil these responsibilities for your organisation. They are the machine to power your business, but are limited by the fuel you give them – in this case the quality and accuracy of information you import, enter and store. You can customise many CRM systems to suit your own business processes. You can also enhance them by integrating additional specialist software from third party organisations.

The CRM industry is extremely cluttered and competitive. There is a vast array of CRM systems, which vary appreciably in cost, functionality, reporting, flexibility, ease of use and size of their third party software ecosystem. It’s important to select the system which offers the best fit to your requirements and the long term vision you have for your organisation.

These 8 aspects will give you a solid structure to define your technology requirements, before shortlisting the alternative providers:

  • Your objectives for the technology
  • The functions within your organisation
  • The tasks you want to automate
  • The information you want to record
  • The metrics you want to measure
  • The users you want to enable
  • Their requirements
  • Your budget to accomplish these things

Think about your requirements as deeply as you can before you take the plunge. Companies often find that once they start using an implemented system there are additional things they didn’t think about that would have further influenced either their choice of system or how they customised and implemented it.

I carried out a detailed study in pubic transport the other day. Actually, it wasn’t that detailed, it was a data point of one, one journey.

I went to visit my mother, who lives near Bristol in England. I live near in Galway in Ireland. It’s perhaps 300 miles as the crow flies, if even a crow can fly that far, except that there’s the Irish Sea in the way.

I had decided to go via public transport, rather than a car. Normally I would drive to the departing airport and hire a car from the destination airport. The public transport option was cheaper and better for the planet. It would simply cost more of my time, a very precious commodity as far as I’m concerned, but there you go.

These were the legs of the journey:

  • Walk to local train station, 10 minutes
  • Train to Galway, arriving 45 minutes before coach trip to airport
  • Coach from train station to airport, supposed to take 95 minutes, but took nearer 120
  • Arrived at departing airport 2 hours before flight
  • Flight to Bristol airport (1 hour)
  • Bus to Bristol city centre (wait 10 mins, 30 minutes journey)
  • Bus to my mother’s neck of the woods (no wait, 45 minutes journey)
  • 10 minute walk to mother’s house

Total elapsed time via public transport: 10 hours exactly

Total elapsed time if I was driving both ends: around 5 hours

I think 10 hours is far too much to travel from one neighbouring country to another. So do most other people I guess, judging by the amount of people who, if they have access to a car, take one.