Success breeds success. In a growing and buoyant market, business tends to come to you and profits tend to be solid and growing. Ultimately, success can breed failure. When organizations enjoy solid growth in vibrant markets, over time the company tends to become complacent. It stops listening to its customers and the market. It gets […]
Posts Tagged ‘strategic fit’
Understanding When to Partner No organisation can achieve excellence in all areas. Attempting to do this will result in trying to be all things to all people and nothing to anybody. Therefore, to achieve sustainable competitive advantage, every organisation needs to choose a few (2 to 4) areas that are important to its customers that […]
Strategic Fit is the difference that makes the difference. To achieve sustainable superior performance a business must attract more loyal customers than its competitors. Every business attempts to achieve this but not many succeed. Many organisations focus on attracting new customers whilst under-servicing their current customers. The result – customer defection. The cost of customer ‘churn’ […]
This framework assists you to elicit implicit and explicit assumptions about your customers and develop an assessment of their needs.
Culture can be defined as “the way we do things around here”. Culture acts as the “glue‟ that holds things together, making it capable of accomplishing what an individual cannot. Culture reflects the capabilities that the organisation needs to “play the game”.
This framework will assist you to define, describe and subjectively assess your organisation’s overall culture together with sub-cultures (if any).
To build a high performance culture, your culture needs to ‘mirror’ customer needs and behavioural patterns. You will need to answer the 6 questions with absolute honesty before you can identify what to do
to improve your ability to consistently outperform your rivals.
sk your executives to answer the question “what business are we
in?” You will be amazed at the variation of response. It is imperative to have clarity around business definition as it guides decision making around strategy, structure, systems, skill sets and the nature and type of people you recruit. This worksheet will assist you to define the business of the business by assessing 3 dimensions – customer groups, products and services offered and the benefits delivered to customers.
To produce superior returns in terms of Strategic Fit, a company must be aligned with the needs of its customers. By placing customers into segments, we can deploy & focus our scarce resources more effectively.
This worksheet provides a 4 step approach to segmenting your customers (i.e. placing them into homogenous groups in accrdance with certain criteria).
Context The agency designs and builds high technology defence weapon systems that are used by the country and sold to other allies. R&D was staffed by 93 scientists, 89 of whom were ‘If’ (INTJ)* and 4 were engineers that had ‘FS’ preferences (ESTJ)*. Leadership within the Agency was thought of as ‘getting in the way […]
Background The company manages and operates the premier MICE (meetings incentives, conventions and exhibitions) venue in Asia Pacific. It has the location, facilities, infrastructure and service capabilities to meet the most demanding of customers’ and delegates’ needs.
Background A global express distribution company was attempting to service up to 42 separate segments through the same infrastructure. The business had become so complex that: Market segments began competing with each other, cannibalising its own market and allowing some competitors to position in uncontested market spaces. The business became so complex because the executives […]
Background The company operating in Asia Pacific is the largest hospitality management group in Australia, New Zealand and New Caledonia, operating multiple brands across all star classifications. The company is a wholly owned subsidiary of a French organisiation that owns or manages over 2,500 properties worldwide. Following an unprecedented period of growth through acquisition, the […]