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Casual Articles - If Your Sales Strategy Is Not Clear Sales Will Suffer
Packaging is very important for the sale, storage and shipping of supplies. The importance of packaging increased significantly after the Industrial Revolution but its usefulness is not new. Even in the times of yore, clay, glass and leather containers were used for these purposes. In modern times packaging has become a complete science which studies all aspects of the product
Autologica presents part four in a series of articles that address some of the common problems and situations that arise in family-owned businesses. The articles are based on an interview between Al McClymont, CEO of Autologica Dealer Management Systems, and J.C. Aimetta, an expert and coach who specializes in family-owned businesses and who has ample experience consulting for t
Strategy is the what – direction of the organization. Organizational effectiveness is the how – how you are getting there. The problem is that if your strategy is unclear, vague or downright wrong it doesn’t matter in the long term how effective you are as an organization – sooner or later you will fail due to any number of outside forces:
- competition
- the economy
- technology
- consumer changes in attitudes
- the global market place
- an aging population
Think of it as a matrix; Draw a four quadrant box. Along the top put Strategy down the left side put operational effectiveness. Therefore;
The lower left hand box is low operational effectiveness and a vague or no strategy.
The upper left hand box is high operational effectiveness but poor or no strategy.
The lower right hand box is low operational effectiveness but clear and focused strategy.
The upper right hand box is clear and focused strategy and operational effectiveness.
We could go on for pages discussing the various consequences and outcomes depending on which your organization is function in. Let’s instead summarize a critical factor in this illustration, which is not the quadrant you are currently in but the direction you are moving. In other words if you are in the lower right (your strategy is clear but you lack
If you are a mortgage broker or loan officer and you are actively buying mortgage leads, or you are considering buying mortgage leads, here are a few tips on how to get your customers attention.Most lead companies will sell their leads up to five times, so you can pretty much count on competition from other loan officers.When calling your prospect for the first tim
- competition
- the economy
- technology
- consumer changes in attitudes
- the global market place
- an aging population
Think of it as a matrix; Draw a four quadrant box. Along the top put Strategy down the left side put operational effectiveness. Therefore;
The lower left hand box is low operational effectiveness and a vague or no strategy.
The upper left hand box is high operational effectiveness but poor or no strategy.
The lower right hand box is low operational effectiveness but clear and focused strategy.
The upper right hand box is clear and focused strategy and operational effectiveness.
We could go on for pages discussing the various consequences and outcomes depending on which your organization is function in. Let’s instead summarize a critical factor in this illustration, which is not the quadrant you are currently in but the direction you are moving. In other words if you are in the lower right (your strategy is clear but you lack
There are only two types of selling; low price selling and relationship selling. The former is based on having the lowest priced product on the market and the latter is based on building a relationship with your prospects and customers in order to better positioning yourself, your product and your company to allow other criterion besides just price to play a part in the customer
- technology
- consumer changes in attitudes
- the global market place
- an aging population
Think of it as a matrix; Draw a four quadrant box. Along the top put Strategy down the left side put operational effectiveness. Therefore;
The lower left hand box is low operational effectiveness and a vague or no strategy.
The upper left hand box is high operational effectiveness but poor or no strategy.
The lower right hand box is low operational effectiveness but clear and focused strategy.
The upper right hand box is clear and focused strategy and operational effectiveness.
We could go on for pages discussing the various consequences and outcomes depending on which your organization is function in. Let’s instead summarize a critical factor in this illustration, which is not the quadrant you are currently in but the direction you are moving. In other words if you are in the lower right (your strategy is clear but you lack
"If there is any one secret of success, it lies in the ability to get the other person's point of view and see things from that person's angle as well as from your own." -Henry Ford.I try to make it a practice every day to write at least one page in my journal, just to see where my head is and to bring to light some of the hidden issues that are lurking just below
The upper left hand box is high operational effectiveness but poor or no strategy.
The lower right hand box is low operational effectiveness but clear and focused strategy.
The upper right hand box is clear and focused strategy and operational effectiveness.
We could go on for pages discussing the various consequences and outcomes depending on which your organization is function in. Let’s instead summarize a critical factor in this illustration, which is not the quadrant you are currently in but the direction you are moving. In other words if you are in the lower right (your strategy is clear but you lack
Based on my experience in helping dozens of companies create performance appraisal systems that actually work, here are ten tips that will help any company create a new performance evaluation system that will provide useful data and be enthusiastically supported by all system users.One — Get top management actively involved. Without top management’s commitment and visible
Granted, no organization will ever stay in the same quadrant indefinitely. There are just too many forces at work here such as changes in management, emerging competitors, a fluxing economy and the rapid pace of change in the are of technology.
It is possible however to stay healthy in both areas and the key is to let your operational effectiveness be driven by your strategy. Herein lies the problem in many organizations today. Management tends to focus more on their operational effectiveness than developing and maintaining a clear, focused and communicated strategy and direction. Sure, many organizations have monthly or yearly strategic planning meetings. I have facilitated dozens during the past few years. And the biggest challenge at these meetings is to keep the focus on developing a strategy (The What) and not get bogged down in lengthy operational effectiveness (T
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