Saturday, September 24th, 2016
When we are making businesses, we have to clearly define our strategy, our value proposition to the market.
For this, we must first to know what we do and what we don’t do. We don’t have to try to be all things to all people, because it typically means we are not very good at any one thing.
People believe that a company that specializes in a particular area is better at it than a company that says it’s good at many things.
It’s easy to lose our focus, particularly when sales are down and we see an opportunity on a different product or service, outside of our target markets just to make a few extra bucks. When we do that, we jeopardize our true strength to focus on what we may not be successful at and create undo pressures for our team, our budgets, and our company as a whole.
It’s imperative to know what we do (and what we don’t do) and always communicate that message both internally and externally, in a coherent and consistent manner.
We want people to know what we do. Internally, it keeps employees focused and it forms a basis for making tactical decisions. Externally, it tells our clients what they can expect from us. Just knowing that provides them a sense of stability and security, and they’ll be more comfortable doing business with us.
We have to tell everyone we know what we do, and we have to tell everyone everything that we do, making sure that we constantly educate our clients about additional services we know do.
Summing-up: Know what you do, what your product does, and stick to that niche. Again, the answer is focus, flow, and a foundation for decisions. In other words, thriving instead of surviving. Aligning our efforts with an agreed-upon focus saves both time and frustration, and it makes a company much more profitable.
These notes have been taken from: