Where can you truly be champions?

Some companies want to chase so many objectives just because they perceive that there is money to be made there. They often do not think of the resources required to attain those objectives. Champions in the category know what they are truly good at. They throw in everything to ensure they emerge the category champion. Importantly, as part of the process they leave things that they will never excel in order to focus.

What does it take to be a champ?

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Is your path the same?

Frameworks are just that – a model you can use to navigate with a set of parameters you have to work with through your maze of work. It provides a systematic way of doing something. But it is not reality. Reality deals with a lot more parameters that may not have been taken into consideration. That’s when you as a manager step in to steer it with expertise and experience.

How do you use a map?

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What are you ignoring?

The journey to becoming good in your chosen field includes learning to know what to ignore. Otherwise, you waste time pursuing useless knowledge and skills. It also means you know what you need to focus on to hone your skills as skills get better the more you practice.

What do you focus on?

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Are you planning to die?

The Chinese has a proverb loosely translated as “The business world is like a battlefield.” If you think this is true, then you need to strategize, plan and execute in such a way that you win. Because losing in a battlefield means you die. Most companies frame their strategy and plans in such a way that they are happy with mediocrity.

Play to win. Don’t play for the sake of playing.

Do you plan to win?

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What’s the plan?

When you hear a promise, ask for the plan. That’s the only way you can increase the odds that something will be delivered. Always be cautious of the guy with lots of promises but has no plans.

What did they promise?

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What is so tough?

Don’t let people who has the word ‘strategy’ in their designation intimidate or impress you. Strategy is simple. To execute is not easy. The tough part is making the decisions to do what needs to be done and more importantly to choose what NOT to do. A good strategy increases your chances of success but it doesn’t guarantee it. That’s the part that makes it tough. The risk you need to take to make those calculated bets.

Why does it have to be complex?

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Which doctor should you see?

Marketing and branding are not a panacea for all your business challenges. Diagnose it well and get the right expert’s help. Your sales challenges may have its roots somewhere else. Find the cause and you will fix the symptoms.

Are you taking the right medication?

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Are you on the same boat?

Conflicting agendas often pull teams apart and the organization implodes. Internal experienced team versus external rich expertise. Marketing versus sales. Old team versus new team. Veteran experience versus youthful passion. You can add your own list but you get the idea.

No matter how conflicting the agenda is, there is only one boat. That boat has to get to shore. Either you row synchronously or you die at sea.

One agenda. One goal. One destination. The boss has to jump in. Make some walk the plank if that’s what it takes to reach the goal.

Can you see land yet?

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Which is the true pot of gold?

Too many entrepreneurs want to hit it big and quickly, they keep looking for that shiny trend that will reel in the stacks of cash. Pivot so much in order to hit it big and in the process crash and burn.

Don’t look for the one hit wonder. Search for the treasure that is a perennial seller.

Which can take your further?

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Should you do it?

Your responsibility may not be your job. That is why even when it is not your job, you will have to do it.

Who else but you?

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What do they need?

I have learned one thing after 30 years in the consulting business. You can’t really sell the client any solutions unless the client sees it themselves. They know what they need but often times they make decisions contrary to what they need because they don’t “see” that as a solution. Your role as a consultant is merely to coach them into “seeing” it.

It’s not whether you think they need it. It’s whether they think they need it.

Do they really want it?

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How can change happen?

Having confidence that your company will weather the crisis and come out better is just one part of the equation.

The other part of the equation is being able to have the inconvenient conversations, uncomfortable discussions to confront the brutal facts.

What can get you the breakthrough?

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What do you do more of?

If you spend more of your time solving problems than digging for opportunities to strengthen your company’s ability to make money, then your role needs a rethink. 

What are you hired to do?

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Who will increase your sales?

Most marketers are so obsessed with the loyal consumers that they forget the competitive users, the light users and the occasional users. These make up nearly half the sales in a company according to research by Dr Byron Sharp.

How do you increase your loyal users?

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What do you think your main role is?

Every department in a company is a cost center until and unless it is able to take the resources it is given and turn it into a profit but being consumer oriented. Yes, of course it involves inter-departmental coordination and cooperation to make that happen. That’s part of the job too.

How will your company make money?

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Who can define your business?

“Only a customer can define business purpose”, Peter Drucker THE Grand Master Mahaguru Sifu of management wrote that. Food for thought when you consider that he also said, “Mission statements have to be operational; otherwise, it is merely good intentions” in such a way that - a manager’s job is to turn “the organization’s mission statement into specifics.”

Your mission statement doesn’t have to be sexy. It has to be operational.

Is your mission statement more of a statement than a mission?

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Who should share your KPI?

Sales people should share some of the brand equity KPIs with Marketing/Brand. And Brand/Marketing people should share some of the sales KPI. The degree and weightage can vary but it can and should be shared.

Otherwise, you would always end up with one focusing too much on the long term and one that focuses too much on the short term. Conflicting interests will only hurt the organization as a whole.

How far should they see?

What’s easy?

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Do you know what you need?

I have come to notice that many NGOs and not-for-profit managers come and attend my Masterclass previews over the years. Interestingly, they almost never sign up though they are very interested and in fact in great need of marketing skills in order to sell the cause the champion and raise the funds they need.

Many people do not realize the competition is tougher in not-for-profit world than the commercial world. Every organization wants a part of the donation you can give as citizen. How do you get a share if that donation needs marketing skills?

Is marketing only for marketers?

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