For high performance top line growth these three disciplines must be fully in sync; Strategy, Marketing and Sales.
An organization is very much linked to it’s core brand. In order to facilitate express sales growth, through an aggressive short term campaign, it is recommended to operate at least one secondary “outlet” brand.
The second brand allows you to gain short term growth, and capture additional market share, without diluting your core brand. A “house of brands” approach is needed vs a “branded house”.
To be able to activate the secondary brand on short notice it is recommended to actively sell through this channel. With eg 10-20% of your sales. This way you can build on the active sales for a temporary quarter/6 month sprint.
The best way to manage this multi brand strategy, is to organize a separate team including e.g. marcom and customer service for the secondary brand. Allocate a limited volume and watch it grow.
My ambition is to build strategic alliances between winning organisations, either in executive commercial roles or as general manager. Working with agile and empowered teams with a focused approach (strategic accounts, push products, application leadership) and goal orientation (KPI’s, dashboards, accountability) resulted in >double digit growth in a stagnated European economy.
The Purpose Of A Corporation: To Create A Customer In 1954, Peter Drucker put forward an equally radical idea for business. His book, The Practice of Management, argued that the whole world was mistaken in thinking that the purpose of a firm is to make money for itself. Common sense and conventional wisdom were wrong. “There is only one valid purpose of a corporation:” he wrote, “to create a customer.” Only one. Making money is the result, not the goal of a corporation. Steve Denning, Forbes (more…)
“As the pace of business quickens and the number of brands multiplies, it’s customers, not companies, who decide which brands live and which brands die.”
“Today’s real competition doesn’t come from other companies but from the extreme clutter of the marketplace. Fighting clutter with more clutter is like trying to put out a fire with gasoline. The human mind deals with clutter the best way it can – by blocking most of it out. What’s left, the stuff that seems most useful on interesting, gets labeled and stored in mental boxes” (more…)
Many of the best CEOs today utilize Continuous Performance Management (CPM) throughout their organizations. CPM refers to performance management processes that occur on an ongoing basis, rather than via some annual or biannual appraisals. Near-term objective setting done as part of the CPM process should be based on the strategy and alignment discussed above. CPM need not be time intensive – many successful CEOs simply request that every manager meet with her reports on at least a weekly basis to review performance – often in an informal meeting that lasts for no more than 10 minutes. These meetings give workers a chance to educate management on where employees stand with respect to each relevant objective.
Full INC. article link: https://www.inc.com/joseph-steinberg/7-ways-successful-ceos-improve-performance-of-their-teams.html