After developing and leading five businesses in North America and Internationally, you begin to recognize why some organizations are more adept to long-term success versus others.
Fundamentally, there is a connecting tie to the organizations DNA. In this case the culture and path of the company is defined by the traits that the organization embraces.
When your organization is unable to achieve its results there can be a number of issues. I once had an executive tell me “but the plan is sound I don’t understand why its not working?” The answer is obvious ‘execution’ and of course the organizational functions all need to be inter-linked into what will make the execution easy and flawless.
Here are some key initiatives to steer by and the means to develop a “Brand Focused” company.
1.Making Customer Growth and Service the number One Priority for the organization.
– all internal strategies are customer growth and retention driven.
– understand your external environment and be prepared.
– understand your existing customer base and learn from it.
– defining your future customer base and how to grow it.
– make customer research the key water fountain of your information.
2. Product Development and Introductions that sell!
– understanding what and how to sell to your customers
– create a new function call it “Innovation”.
– developing the brand selling skills of your organization.
– bring together the strategies with the best practices that work for your business.
3. Higher Sense of Urgency:
– communication is key to making change effective and dynamic.
– weekly business summaries based on the new goals and direction.
– the numbers should be connected to the strategy.
– every function and every employee pointing in the same direction
4. Be Strategically Extreme
– back up your strategies and ensure that they are complete
– execution is the just the basics
– follow-up and measure
– observe execution at all levels.
– re-group and have the teams that delivered the plan manage its execution
– tie rewards to the execution of the plan across the board
5. Developing a GAP analysis
– if you don’t have a road map there will be no improvement!
– precise strategic initiatives with sales targets tied to each.
– an operating plan behind each initiative to deliver the desired outcome.
– be certain of what you put on paper and that it can be delivered.
– have the ability internally to explain variances to the planned initiatives
6. Introduction of the right financial models
– a strategic profit model that fits the organization
– become data driven looking for opportunities to improve
– never sacrifice customer service
– the CFO and CIO should be looking for ways to reduce overhead and
deliver value to their shareholders and retail customers
– define the real drivers behind productivity improvements
7. Launching a new marketing platform
– its about driving traffic and transactions…otherwise don’t do it.
– its not about price…price is a reflection of the value you deliver.
– it’s about the Brand Values…how do you bring them to life?
– Brand Values need to be easy to deliver.
– your CMO needs to be a head of the curve on the market’s performance and
trends (not their own assumptions)
8. Product and Design Teams
– introduce products that compliment your brand
– innovation at the heart of their focus
– be first in the market with trends and new products
– in tougher times affordable and accessible
– in better times do more of the same
9. Brand Training
– it’s about service that sells….your sales team are your brand ambassadors.
– share knowledge that helps understand why customers choose your brand.
– brand training is measured by the sales it delivers and customers you retain.
– teach the organization the drivers behind your desired brand DNA
– training is orchestrated and linked as a critical functional member to
deliver strategic development.
10. Human Resource Branding
– the DNA of the brand needs to be lived in the front lines
– recruitment must have a balance between sales skills and service behaviours
– the internal DNA of the back office needs to be front line service oriented
11. Sales Events Don’t Build Brands
- they are a necessary evil, however they should be planned versus everyday
– create a proposition where value is seen and appreciated
– customers need to feel great about their purchase and the associated service
– diminish buyer remorse
12. Be the Brand
- every executive on your team needs to live and breathe the brand
- the strategies are a part of their life
- remove pacifists from the team who don’t see the big picture
- change the titles of the people in your field operations to “brand leaders”
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