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"I don't want to be see as a failure."

Updated: Jan 20, 2020

I don't want to be seen to be a failure

Let me give you an example. Recently I undertook just such a review. The company was a really exciting SME with some pretty zippy products. Initial impressions looked good.   But having spent 24 hours analysing sales process, forecasts, sales messages, and positioning etc. this is what I discovered:

The company was not explicit about its value. It was unable to demonstrate economic and associated customer value with empirical data that backed it claims up. There were no referable use cases to anchor to, for both the vendor and consumer. They were pitching either the right message to the wrong buyer or the wrong message to the wright buyer

Whilst the plan was well presented and comprehensive, it lacked the substance that matters to both the business and its consumers. Let’s face it, the bottom line is:

“We need to be compelling and investable at pace”

To compound this, there appears to be no recognisable sales on-boarding, or induction plan/programme anchored to ramp/quotas. This was exacerbated further by a gap in the knowledge and understanding of what the vital message and positioning ought to be, especially to put the sales and marketing departments in winning position.

This is not a crisis. The situation could actually be turned around quite easily by implementing, and using a recognised tool-kit. Clearer message and positioning around the value proposition aimed at the right buyer will impact dramatically. Just these changes will expedite results and accelerate learning.  The crisis comes when you don’t bring someone in to spot the need for tweaks and changes early enough. Why would you, who wants their business, department or even themselves personnel criticised.

Bringing in a new breed of consultant can offer a completely different perspective.

Although some of this might be very painful to hear for any business, it is necessary.  Bringing in some outside help can offer a completely different perspective. They can give you both granular examination and a broader picture of business. Sometimes an unrelated experience will shed new insights into a company’s modus operandi and change everything. We cannot be specialists in everything. Each one of us needs an expert in varying fields. Therefore bringing in some outside help is not an admission of failure. Actually, it’s a statement of intent.

And if you are interested; this business did look at itself and made the commitment required to set it on a better course. The results are significant, and far outweighed any fees getting it there.

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