A few weekends ago, for one glorious afternoon, I turned off all of my tech devices, pulled out a pile of Harvard Business Review magazines (the hard copy kind) and, with nothing but a legal pad and pen in hand, set out to engage in some thinking time. I sat on my deck, without even my Bose SoundLink, and just lost myself in learning. I literally (more…)
Archive for the ‘Strategic Planning’ Category
Every once in a while, we work with a client who believes that they do not have any competition–they are unique or their product is so exceptional that there is just nothing that competes. Those client conversations are always just a little bit awkward because, in reality, every organization of any size has competition of one form or another. Even an organization that is introducing a truly unique and innovative new product will deal with “indirect competition” (literally, “any other alternative” to what they have to offer). Acknowledging competition can be tough, but it’s a critical step in determining how to best “position” and sell what it is that you have to offer.
One way to think about this is to ask yourself the question: (more…)
Why do strategic planning efforts so often fail? It’s a question I ponder a lot and one that I’m asked frequently by clients and business colleagues. I work with companies of all sizes and in a variety of industries on strategic planning efforts. Previously as a marketing manager/director of corporate communications in the education, energy and healthcare industries I was involved in a range of strategic planning activities from business planning to the development of marketing plans and project-specific plans.
Most of these plans are developed, reviewed, revised–and, sadly, forgotten. Here are some of the key factors that I believe contribute to the successful execution of a strategic plan — whether it’s a business plan, a marketing plan, or a project plan. The process is the same, and so are the potential pitfalls.
We recommend these best practice steps: (more…)
Some of my favorite authors/social economists do a great job of cautioning us to beware of “conventionally held wisdom”–Dan Ariely and Steven Levitt are two that immediately come to mind. It’s so easy to get swept up by conventional wisdom and then, unfortunately, to act based on that wisdom–whether it reflects reality or not. (more…)
I was asked recently to provide some information for an article on how to create an “integrated marketing plan.” That phrase has become quite popular and is, I would agree, more precise terminology to convey what a marketing plan actually does. In truth, I would think that every marketing plan would, by definition, be (more…)
I will admit, that in years past I was a mission statement basher. I considered mission statements to be exercises in futility and a waste of time. I’ve come to believe differently, with one big caveat: (more…)
I used to consider SWOT analyses to be “silly exercises,” but after using them on a number of occasions during strategic planning processes with clients and, after conducting research for my book The Complete Idiot’s Guide to Strategic Planning, I’ve come to believe that (if done effectively) they can help drive better strategy development.
If done correctly, SWOT analyses should: (more…)
My husband likes to say: “Opinions are like noses, everybody has one.” There’s truth in that, of course. We do all have opinions and even if they’re not strongly held–or strongly expressed–they impact the way we interact with those around us, including individuals and organizations.
For businesses and business professionals attempting to shape those opinions (often called “public relations” or PR), there can be a tendency to start the process by sending out “key messages,” from the standpoint that “we need to get the word out!”
To that, I like to say: (more…)