Business Plans

Dynamic platform vs. traditional business strategy

By |2018-12-01T04:39:36+00:00June 27th, 2018|Categories: Brand Strategy, Business Leadership, Business management, Business Plans, Business Strategy, Strategic planning|

Our dynamic platform harmonizes your leadership team around a clear vision in one day and then builds momentum long-term, ensuring that vision becomes a reality. It could be called a “Strategy Platform”. But let’s not. Our approach is so radically different from the disappointing image “strategy” can summon in the minds of business leaders, we don’t like to use the word.

Unlike a traditional approach to strategy, our dynamic platform is an online, adaptive, affordable, collaborative method that guards against faulty conclusions or dust-gathering strategy documents because no one knows quite what to do with them.

Don’t settle for the traditional approach of just getting people on the same page, offer them a framework for smart improvisation.

Wondering if it’s actually possible? Over a hundred organizations have found it highly beneficial.

Check it out: http://visionplatforminc.com

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A short history of why we need to know how we are unique as an organization.

By |2018-12-01T19:01:40+00:00May 28th, 2018|Categories: Brand Strategy, Business Leadership, Business Plans, Grow Business, Smart Leadership|

It’s generally understood that brand, as the term is now used, began in the twentieth century. Linguistically it has a long history, but as it applies to the stakeholder’s image of a business, it has a fairly short one. All its diverse origins and evolutions could be investigated, but it’s not necessary to go that deep into history to gain an effective understanding. Simple definitions are the most useful.

An academic would be disappointed without years of research and pages of references, but smart business demands only the essential elements be evaluated and applied. That’s the difference between people who like to talk about business and those who like doing business—theory vs. hands-on implementation. Often, it is also the difference between a useful consultant who has the track record to evolve your company and one that has an impressive-sounding theory about “how one might grow one’s business.” Use caution.

The short story about “brand” goes like this: As the mass-produced products from the industrial revolution came to market, it created an identity problem in the local store. The question arose: How does one differentiate a new, modern product (like a healing salve, for instance) from the local product everyone has trusted for years? The problem of communicating the unique value of any given product was born. Eventually this created an entirely new industry category that became part art and user was no longer the priority. In fact, belief in the strength of branding made us consider whether a quality product was even necessary. Even those of us who made a living by marketing and branding started to drink our own Kool-Aid. We no longer felt the need to actually tell the truth about the products or offerings, because the brand was the thing that people would buy. There was no need to obsess over the product; that was the old way of doing things. Now all we had to do was tell the potential buyer what to think through great branding. With enough really smart creativity, we would motivate the purchase.

The hard thing for me to admit is that it actually worked for a period of time. Most of the buyers jumped on the branding bandwagon and were genuinely influenced by the grand illusions presented by marketers.

What could fill that huge gap in logic?
Emotion. Our affluent culture offered us, as consumers, far too many decisions to make in a typical day. We were grateful for anything that could speed up any of those decisions, especially one that is emotionally charged.

It’s impossible to know all the reasons why our culture, at least for a time, fell prey to the egotistical message of the Brand. But I’m pretty sure it has something to do with the fact that we evolved to a place where we had the affluence and leisure time to move higher up Maslow’s hierarchy of needs, without the discipline to do so.

Here’s what I mean by that statement: We, as a culture, had been working really hard—toiled through the infancy of the industrial revolution and a couple of world wars—and then the fabulous time-saving, pre-packaged goods rolled into our homes and made our lives a breeze.

That’s the point at which we became lost in the pleasure of our reprieve and quickly forgot why we had worked so hard. We wanted a well-deserved break, a little time to bathe in our newly won luxury. We lost touch with the bigger goals and meaning of life. Without a more noble pursuit that humans naturally long for, we were left with stuff, experiences, and purchases that we then used to make us feel alive and important. In that context, an exciting brand illusion appeared to be just the thing we needed. Good branding could offer us the timesaving, pre-packaged replacement to a meaningful life. Thankfully, this shallow solution was not going to last forever.

So now, we come full circle. We, as a culture, have begun to awaken and realize that without a reason for being, we will end up in a lost, pointless existence. Now, everything has shifted. We want more—more than just “stuff” for the sake of having it. We want more than the emotional high of associating our personal worth with the brands we choose. We want less jargon and more for our money. We want to save the trees, save the planet, save the children, and educate the poor, and we want a product that does what it claims it will do. Or we’re out.

This is an exciting time for those who prefer telling the truth. It’s encouraging that we are all demanding more from the products and offerings we spend our money on. It restores a little faith in human nature. But it will also increase the demands on the business owners to pay attention to their customers.

We’ve developed a method to produce the candor required to build a great brand.

Are you ready? Check out this self-assessment and find out in just a few minutes:

https://visionplatforminc.typeform.com/to/UO53uc

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One sure way to develop efficient tactics

By |2015-04-29T18:17:36+00:00April 29th, 2015|Categories: Brand Strategy, Business Leadership, Business Plans|Tags: , , |

One sure way to develop efficient tactics – Don’t roll the dice. All your
tactics can be very effective and efficient to implement once they are tied directly to your larger strategy. You can quickly evaluate each tactic based on your companies values, personality, positioning, SWOT, and consumer needs.

Here is an example of the potential cost of neglecting to directly tie
tactics to a larger strategy. During the Atkins Diet craze many potato chip companies who had solid growth for years were suddenly losing revenue. Sales and business development people were screaming for a diet product. Companies started reformulating their product line, designing new packages, creating new sales programs and new messaging—then the fad wore off. The image of their company had now become convoluted, and getting back their market share
likely was even more difficult.

This initial response was human nature. Of course, the natural response was to develop “diet products.” Without organizational guidelines that are stronger than the panic, what else would an entrepreneur do?

Since constant change seems to be the constant part of the business climate, this re-creating of tactics would need to happen quite often without the overarching guidelines. The leadership team, or in some unfortunate cases an outside firm, would need to regroup again, put their heads together, and craft another set of actions they’d need to take immediately to respond to the new situation. Next, they’d need to create a new budget to support those actions, scrapping former efforts to adapt to the new situation.

It is possible that these are actually the correct actions for that moment in time, but how can you be confident that they are appropriate for the long-term goals of your company?

• How do you know this is the right direction and not just a new direction?

• In what ways should the new plan connect directly to former efforts and in what ways should it deviate?

• Will the return be worth reinventing internal procedures to support the changes?

• Will the company really be able to deliver on its new promise/direction?

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The Brand is losing power.

By |2018-12-01T18:58:27+00:00January 29th, 2015|Categories: Brand Strategy, Business Plans, Grow Business|Tags: , |

We want more—more than just “stuff” for the sake of having it. We want more than the emotional high of associating our personal worth with the brands we choose. We want less jargon and more for our money. We want to save the trees, save the planet, save the children, and educate the poor, and we want a product that does what it claims it will do. Or we’re out.

This is an exciting time for brands who prefer telling the truth. It’s encouraging that we are all demanding more from the products and offerings we spend our money on. It restores a little faith in human nature. But it will also increase the demands on the business owners to pay attention to their customers and to find a way to be accurate about who their company is and it’s motivations. The question is how?

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