“How do you understand the business or business opportunities that can be generated from the surrounding environment?”
Today we answered your question:
How do you understand the business or business opportunities that can be generated from the surrounding environment?”
Intimately knowing the individual business and the environment within which it operates, both globally and locally, combined are essential to identifying ‘good fit’ opportunities that will strengthen and drive the business forward.
The surrounding environment comprises of PESTLE or STEEPLE, that is the politics, economy, social, technologies, legislation, environment, ethics. Researching this environment regularly highlights potential business opportunities.
Knowing the specific business comes from having clearly defined business capabilities as strengths and weaknesses, which highlight which opportunities would strengthen the business and overcome weaknesses.
Today I answered your question “Where can I ask people to rate my brand/domain name?”
Today, most businesses conduct continuous surveys to stay in touch with clients changing needs. I would recommend you do the same.
A survey can be one simple, targeted question for respondents to fill in rather than many, irrelevant questions. Keep it short and easy for people to complete and tell them why you are asking the question(s).
If you are looking for feedback on your brand from any source and you don’t know anyone, try joining business groups, for example, those on Facebook and ask the group members for their opinion. Remember it is just an opinion.
If you are looking for feedback from existing and potential clients, try compiling a simple survey for them to complete.
The survey should have a specific objective. For example, rather than saying ‘rate my brand/domain name’, your survey should ask questions that provide an answer to whether your brand is clear, or strong for the sector. Be specific about what you are trying to find out. By doing so it will guide you to ask the right questions. For example, ask whether the colours or name are offensive.
Use a combination of positive and negative questions for balance. Ask for additional comments too. Try asking closed questions requiring a yes, no, answers and make sure your questions are not worded in a leading way that forces the participant to give you the answer you want to hear.
You could, for example, ask respondents to rate the effectiveness of the brand on a scale of 1 to 5 or rate the impact of the brand from a negative impact at -5 to a powerful positive impact at +5. Do not ask the respondent for personal details as you don’t need them to determine your brand rating.
I use SurveyMonkey because it forces you to keep to a few questions keeping things relevant, and it collates the responses for you in graphic form making it easier for you to see the results which inform your decisions going forward.
#toodglobal #smarterbusiness #competitiveadvantage #CTO #surveys #feedback
The following is from a contemporary technology and business innovation/change management perspective.
Ginni Rometty, CEO of IBM says, "You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you."
Ginni’s comment says it all. To stay in business and to remain profitable businesses change and adapt constantly. Some changes are visible, such as Amazon Books expanding to include Cloud Services. Some changes are invisible yet equally as powerful. For example, P & G changed their R&D business model from researching and developing their own products in-house to engaging in open innovation with strategic partners.
Had these companies stayed as they were focused on existing clients without looking for new opportunities, customer segments, and new ways to remain competitive, they would not be the powerhouses they are today because their early business model would not be relevant today. A popular example of this phenomena is Kodak who went from supplying 90% of USA film industry to nearly no business at all.
So, to answer the question in general terms, companies need to focus on existing and new customers. Look after today’s customers in a way that outshines your competitors to feed your business today so that you can “keep reinventing” (Ginni Rometty) to open new customer segments to secure your business tomorrow.
Today, I answered your question:
“Why does change management fail in most of the companies?”
There are many reasons for change management failures. One common reason is that the decisions surrounding change are approached in a project-like or linear process by senior management. For example, step 1 - what is the problem. Step 2 - how can we resolve the problem. Step 3 - formulate a strategy for rolling out the selected change. Step 4 - implement the change.
However, change involves people. People, or stakeholders, are often overlooked in the change process yet have the power to significantly influence the success or failure of the change. A common example from a technology perspective is business A researching and selecting new software to modernise the business. Six months after purchase none of the staff were using the software because it was too awkward to use and slowed staff down.
So, a more holistic approach is required for successful change. An approach of learning and understanding the interactions between stakeholders and the area requiring change before any decisions can be made on what that change should look like. This approach ensures the stakeholders have been considered, are part of the change process, and have had time to adapt to the change when it occurs. After change roll-out a delegated champion can keep morale positive by being available to support stakeholders with difficulties surrounding the change and to remind them regularly to apply the new changes.
If you are currently looking at adopting a popular business model, whether it be for a new business idea or innovating or updating an existing business, a strong strategy would be to familiarise yourself with today's popular business models. Then adopt one (if possible) that will be widely adopted over the next 5 years. That way you can get ahead of your competition. Here is some useful information and a resource to get you started:
A strong, precise business model(s) can be a powerful tool for innovation, competitive advantage, decision-making, and culture development. Business models (BM) can either be explicit, written/drawn out, or implicit, unspoken/ undocumented, yet no less powerful. A business model can be a graphic, template, or text heavy document in the form of a business plan. Often businesses have more than one business model (BM). For example, a business may have one BM for each of the following:
Building and developing strategic partnerships
There are over 50 types of BM’s that most businesses fall into (Gassmann et al, 2014). Some of the most common today are:
Freemium (18) - use some of the service for free, upgrade for additional functionality;
Subscription (48) - pay a monthly fee starting at an affordable price point with the option to increase or decrease over time;
E-commerce (13)- sell products/services online;
Performance based (38) - the client pays on results.
St Gallens Business Model Navigator (Gassmann et al, 2014)
A business plan, explicit or implicit, is the blueprint of your business. So it is different for each business. Below are some general questions to answer.
In my experience working with start-ups and existing businesses, I find the best place to start is to graphically represent the business as a business model. It is far easier for everyone to understand the business when viewed as a graphic, and to build on.
I like to use an adapted version of Gassman, Frankenberger, and Csik (2014) “magic triangle” framework (below) as it provides a simple, easy to understand graphic of the information needed to create a business plan and model with the focus on the view from your customer’s perspective of the value you provide.
Each corner of the triangle and the centre can be developed with more information as your research develops. The details can easily transfer into a business plan and an interesting pitch deck for those presentations to potential investors.
Simply fill in the four circles. Who is your target market, what value are you providing your target market, how will you provide it, at what cost, price, and mark-up (pricing model)?
Now build onto your initial answers for each circle providing much more detail as you progress. Detail comes from your knowledge of your business and experience. It also comes from thorough research and analysis. For example:
These are some of the questions to answer. Once answered add the information you accumulate to the different triangle circles. Show you know your business, market, and finances.
Now you can easily transfer the information from the graphic into a old format business plan with headings such as described by SmartAsset Top 10 Components of a Business Plan - SmartAsset
The short answer is that until the start of widespread technology adoption around 2008, small businesses had the upper hand in many ways. Examples are:
To survive businesses have employed skilled CTO’s over 10 years to adapt their business. Here are a few:
The question implies you are a business owner trying to adapt your business to Google Sites.
Try approaching this question the other way around.
In other words, start by working out the optimum workflow and processes from your customers perspective. Then adapt Google sites (or any other software) to your business. If Google sites can’t be adapted, choose another app that can.
Doing it this way around provides all the answers you need.
From a CTO Technology Management perspective, companies are looking at ways to change their business to survive and thrive in a dynamic business market and to recover from the effects of COVID 19.
Technological advancements have changed the way we live and work from available devices and products, how we communicate, how business is managed and conducted, the way services are delivered, business structures, and what makes a business competitive, for example.
Therefore, companies are looking to innovate from within.
In particular, areas within the business that can be easily adapted to these changes, not once, but continuously, alongside ongoing technology advancements. Business models, service delivery, pricing models, knowledge, culture, technologies, management approaches, are some of the areas within an organisation that can be adapted for stronger competitive advantage. Without adapting in this way a business lags behind others in their sector, the worst case scenario being closure.
Here is the example in action.
The explosion of surveys and reviews companies are asking their customers to fill in over the past few years is collated, analysed, and decisions are made on what to adapt within the business. This is one simple example of how companies are capturing and using internal knowledge to inform their next move, a move that puts them ahead of competitors. As customers evolve and buying habits change, so, too, will the company’s products, service delivery, and product range, etc, because of the knowledge accumulated from these surveys and reviews.
As Ginni Rometty, ex-CEO of IBM said "You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you."
One way business owners and leaders are adapting to COVID 19 is by changing the way they manage their business.
Managing a business under the COVID 19 situation as the traditional, linear, project-like approach commerce favours cannot produce a successful outcome. Why?
1. Because there is no history or experience of this kind of situation to inform the business how to progress. In other words, there is no safe ‘blueprint’ to follow for a successful outcome. Everyone is learning as the situation unfolds.
2. There are so many people involved, each experiencing different emotions that will explode if a decision is made that makes them feel more uncertain.
3. Everyone has different needs. If these needs are not addressed, riots can break out and civil unrest.
So, a different management approach is needed, one that considers everyone’s emotions and needs within legislation and using technologies effectively and safely so that outcomes are favourable (not necessarily ideal) for everyone.
The different management approach is a systemic approach, one that embraces change, uncertainty, is always acutely on the ball with the needs and emotions of their workers, customers, shareholders, legislation, technologies, and are insightful about the impact their decisions will have on all these factors.
To do this successfully organisations are continuously capturing feedback from these groups, and the wider society, capturing what they are learning along the way as the situation unfolds. This collective knowledge informs the business owner/leaders what steps to take going forward. That is one reason why governments and bosses provide updates around once a week because they need to learn as the situation unfolds before making the next decisions going forward.
Joseph Schumpeter’s research, a world renowned economist from the early 1900’s, shows that with each technological advancement comes great entrepreneurial opportunities. We have seen that occurring in our own lives recently with digital technology. Amazon, Netflix, Google, Uber are current examples of businesses that would not exist without digital technologies. Like every technological advancement there are both positive and negative effects.
For example, the above services have enhanced people’s lives tremendously by creating the opportunity to buy cheaper transport, books, and provided more convenient ways of delivering a service such as providing instant access to unlimited information. One of the negative sides, however, is we give away some of our privacy to enjoy those services.
Digging deeper the fear new disruptive technologies bring is often the fear of change and the uncertainty rather than fear of the technology itself. Once we identify our personal fear of change we can manage the fear and prepare ourselves for new technologies by learning about the positive and negative aspects going forward.
Hello, from a CTO’s perspective, to stay up to date, know which new opportunities to integrate into the business, clients employ specialist CTO’s (Chief technology officers) on a full time basis, on contract, or on affordable subscription. CTO’s are practitioners of innovation. Current research shows that the demand for highly skilled chief technology officers (CTO’s) is growing exponentially across all size businesses. Modern CTO’s stay up to date with emerging technologies, the benefits they may provide for the business and additional value for clients that give the business a competitive advantage.
CTO’s have usually studied at postgraduate level, regularly complete relevant courses each year to stay up to date with forthcoming changes in technologies, business management, and legislation. In other words, its a full time job for a practitioner of innovation. Hope this helps.