Dilbert Strategic Planning – Phil Moretini, president of PJM Consulting, recently interviewed StartupBoost, which focuses on startups with a range of services including fundraising, events for tech companies and digital marketing. The StrtupBoost community has over 30,000 members. An interview with Mr. Moretini appears in the organization’s Medium publication titled “StrtupBoost.” Interview Mr. […]
What’s the one thing I hear most often when a prospective software CEO has an initial discussion with clients? “We have no sales,” “Our sales are below expectations,” “We’re not meeting our Series A revenue milestones,” etc. You get the picture. Sales is the lifeblood of any company. There […]
Dilbert Strategic Planning
Recently, as I often do, I was talking to a first-time software entrepreneur. As I tried to give him some helpful advice, it struck me how I tend to give some advice over and over again in these types of discussions. So I thought I’d try to summarize some of these passages […]
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Sales strategy is an invaluable aspect of a technology company’s overall business model strategy. I often find that the decision to approach sales is accidental or in many cases unintentional. A company often hires and fires sales representatives without first considering […]
Estimating market segment size is one of the fundamental activities of strategic planning and product marketing for a software company. Depending on the stage of the company, this role may fall to the founder of a startup, a product manager in a more mature company, or a strategic planner in a large software company. A set of targeted decisions and actions that match your skills and resources (strengths and weaknesses) to market threats and opportunities.
Leads the entire company in what you are trying to achieve; Strategy Operations integrates many strategy-related decisions and organizational effort objectives
Requires multi-functional choices and trade-offs in its scope and implications Integration and alignment Entrepreneurial theory Develops a view of the world and how you fit into it Environmental scanning 6 12 12
Food For Thought
Too Much Strategic Planning Commitment Understanding Accountability Time Spent Strategy Execution Too Few CEOs Middle Managers Customer Relationships
The problem… only 5% of workers know “strategy” and only 25% of managers are motivated by strategy. 60% of organizations do not link budget and strategy. 85% of executive teams spend <1 hour/month discussing strategy. 90% of Strategy Fails to Execute Successfully Robert S. Kaplan and David P. Norton Strategy Focused Organization,
Big Picture Scenario/SWOT Analysis Strategic Planning Functional Integration Performance Assessment Company Customer Competitors Conditions PEST Marketing Growth and Competitive Strategies Profit Mrkt Share ROA ROS ROE Asset T/O Stock Mrkt Cap R&D Production
1. Where are we now? 2. Where should we go? 3. How do we get there? * Growth, competitive and operational strategies
The Comic Strip ‘dilbert’ ( ß Scott Adams), Illustrating The Unethical…
Corporate level. In what business should we compete? Business level of the corporation. How should we compete? Sensor Unit Cons.Elec. Functional Status of Nano-Technology Unit. How do we coordinate? Finance HR / R&D Production Marketing
Jacobsen Turf Care United Technologies Pratt & Whitney Aircraft Engines Cessna Aircraft Carrier Heating & AC Otis Elevators DIAGEO PLC Burger King Guinness Old El Paso Mexican Food Green Giant Liquor
Increase subscription among existing customers. Product development Create new products for existing markets Market development for existing markets Attract new customers to existing products New markets Diversification New products… New markets… New alliances
You can formulate a strategy based on the competitive advantages you focus on; value. Divide design, manufacturing, and marketing more efficiently than competitors. Provide unique and superior value in terms of product quality, features and service.
How To Build A Winning Martech Stack — Advice From The Creator Of Dilbert
Advantages A cost leader can charge lower prices, and even at the same price, a more efficient cost leader makes more profit.
Create a product that customers perceive as distinctive/unique and offer superior quality/service benefits that customers expect and are willing to pay a premium price for
General strategies: position relative to competitors. Focused Cost Leadership Focused Differentiation Narrow Targeting
Number and Nature of Competing Segments Ride Product Life Cycle #2 #3 Competing: Broad Market Position Mrkt Emerging Mrkt Cost Competitive Strategy Matrix #1 Product Quality
The Strategy Essentials
Broad Mrkt Niche Mrkt Emerging Mrkt Competition – Total Cost Leader Cost Leader – Low-Tech Focus Cost Leader – PLC Low+Trad+High Differentiator – Differentiator High-End Focus Differentiator – PLC Cost Product Quality
34 Total Cost Leader Cost Leader – Low-Tech Focus Cost Leader – PLC Low+Trad+Hi A total cost leader will try to be the lowest cost producer in every market segment.
Total Cost Leader Cost Leader – Low-Tech Focus Cost Leader – PLC Lo+Trad+Hi – Seeks to dominate price sensitive market segments. – Pricing below all competitors and still profitable
36 Total Cost Leader Cost Leader – Low-Tech Focus Cost Leader – PLC Lo+Trad+Hi will allow products to age and move from high appeal to traditional and ultimately low buyers.
Knowledge Transfer: What It Is & How To Use It Effectively
Niche Differentiation Hi -Tech Focus Differentiation – PLC Lo+Trad+Hi meets the ideal criteria of positioning, age and reliability for customers.
Finance achieved when: All decisions taken by all functional areas are mutually synchronized with the overall strategic direction of the company. Production Marketing
Marketing/HR should work to complement manufacturing, which complements human resources, which complements finance.
When all functional areas and all decisions are integrated with each other and aligned with your overall strategic direction, you achieve… Differentiate capabilities.
Balancing Strategy And Execution In Tech Companies
Marketing: Awareness and Accessibility Research and Development; Product innovation and design manufacturing. Factory automation and utilization of human resources. Staff skills and training
A cost leader is not trying to be an industry innovator. The main objective is to increase efficiency and lower costs compared to competitors. Marketing, research, development and production costs will be reduced.
Lowering prices especially in price sensitive segments allows for good profit margins on sales… Functional alignment Manufacturing automation – early and aggressively implemented capacity upgrades are unlikely (can be overtime instead) R&D spending on marketing promotion and sales Spend minimal on R&D.
51 The differentiator will incur significant R&D and manufacturing costs. Since you want/need to make a high quality/highly desirable product, you will have a significant marketing spend… because you need to build maximum awareness and brand equity.
The 10 Funniest Dilbert Comic Strips About Idiot Bosses
Wanting to be known for producing high quality/highly desirable products, functional alignment manufacturing is less likely to invest in automation or manufacturing capacity. – Keep the product fresh
… as you develop more brand equity by increasing product quality and awareness…. You develop more brand loyalty… more loyalty, less price sensitivity
In order to operate this website, we record user data and share it with processors. To use this website, you must accept our privacy policy, including our cookie policy. As I write this, Amazon.in shows 28,775 search results for “Books on Change Management” in the Business, Strategy and Management category alone.
This is clearly an area of struggle and concern for most leaders. I remember reading a Dilbert comic once where a boss with spiky hair briefs everyone in a meeting: to which Dilbert says: “Or we can develop sensible strategies. Then employees will approve the changes. The boss with the hair answers. “It’s more difficult.”
Should Range Between 23 Degrees Celsius And
Moving from comic to reality, organizational change guru John Kotter published a paper in 1995 on the eight biggest mistakes that can ruin a change exercise. After studying more than 100 companies that tried to transform, he identified eight main challenges: – Avoiding temporary successes, premature declaration of success and change in corporate culture.
My stories over the past three years have shown that using stories or story structures is very powerful in at least four of the eight challenges.
Change is most acceptable when you understand what it is about and the reason for the change. It could be your corporate strategy, your culture transformation plan, your merger strategy, or one of your business strategies that involves major changes.
All three parts are necessary for success. Clarity tells direction and inspires action. Deniers are prevented from finding and identifying counter-narratives. Storytelling skills provide communication skills that help leaders explain what needs to happen and why it is important. Success stories are the fuel that keeps the system going. Each new success provides evidence of progress and a jolt of motivation.
Scott Adams Dilbert Manage It! Your Guide To Modern, Pragmatic Project Management. Johanna Rothman.
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