Tags |
|
|
Links |
|
|
Suggest You - How To Take Control Of Your Industry
Next, assuming everything is copasetic (an old jazz term) prospects will want to know what hoops they have to jump through to get their prize.People are lazy. The less they have to do the better. Asking for a SASE(Self Addressed Stamped Envelope) in the Internet age will surely lose you a ton of prospects.The next question is the cost. What will I have to pay for this fabulous benefit? They quickly compare the benefit to the cost. The so-called cost/benefit ratio. Simply put, is it worth it? Will I get my money's worth?Finally, even if everything checks out, you may still lose prospects because they may want to "think about it" or ""come back to it" which of course they won't. They forget, the phone rings, they lose the paper, life intrudes, etcHere is the Secret Formula for constructing Classified Ads that will pull the rivets out of a submarine!THIS IS WHAT YOU'LL GET/FOR THIS PRICE/IF YOU DO THIS, NOW!THIS IS WHAT YOU'LL GETYou should couch the strongest benefit statement your product or service can support in an emotional manner.What do I mean by emotio
Think of this approach as one you would use if you were shooting arrows at a target in the dark. You could wait for daylight when the target will be visible, but by then others may have already hit it. Or you can shoot a series of arrows and receive feedback after each one about what you need to do to improve your aim. Hitting the bull’s-eye right away isn’t the goal of expeditionary marketing; you simply want to learn more about it each time so that you can hit it before anyone else.
Whether or not a product is failure depends on what you expect from your first attempts. If you think the product will conquer the market as soon as it is launched, you’ll give up when it falls short. But if you see each new model as a work in progress, you can refine it until it provides everything the customer wants.
Most business owners can point to several ways in which their industries are different today from what they were ten years ago. Yet few of them seem to realize that everything today will change just as much in as little as five years. Fewer still have the foresight to see how they can make incredible profits from tomorrow’s new markets, skills, and strategies.
Use a resume as a foot in the doorWhen you go to college, they don’t really teach you how to advance your career. In order to get the jobs you want, you need to know how to write an effective resume that will win you interviews. In order to be successful, you need to look at resumes as marketing brochures. Writing good resumes demands that you understand their purpose. They just need to have enough information to attract the recruiter and the hiring manager.People win jobs in an interviewDon’t include everything when writing resumes. You want to leave something to talk about in your interview. Here’s an example. You could include how your writing saved your last company X dollars. Don’t say how your writing saved them money. Leave a little bit out so that the interviewer wants to bring you in to find out what makes you so special.Resumes don’t get you the job, closing the deal in the interviews is what gets you the job. Remember to use resumes correctly; they’re meant to be “business cards” that you post on job web sites like career builder or monster.com. But a piece of paper can’t con
Unfortunately, very few businesses compete this way. Instead, they wait to see what the leader in their field will do next and then they set their sights on doing next year what the leader is doing today. Meanwhile, the leader is already working on new ways to leave the competition in the dust.
You may think you’ve been doing just fine by reacting to each competitive threat as it comes. But this passive approach won’t work for very long in today’s competitive market. Technology is making new products and services available at such a blistering pace that any competitor can roll out something overnight that will put you out of business. Just because a new product or service may burst onto the market overnight, don’t be misled into thinking that you can catch up in a few days time. It takes years to build the skills you’ll need to match the revolutionary products and services that will soon come barreling down your competitor’s pipelines.
To be able to take the lead in your industry you must create a clear and detailed vision of the future of your market; then you have to be relentless in doing whatever it takes to get there first.
If you want to build leadership in tomorrow’s markets, it’s not enough to become better at what everyone else is doing. You must become different by doing what no one else is doing. Unfortunately, few business owners spend enough time thinking about what their industries will look like in the future.
To begin creating a vision for the future of your industry, start by asking yourself some very important questions: What percentage of your time is spent on outside issues, such as understanding the impact of new technology? How much of the time that you use to look outward is spent imagining how different the world might be in a decade? Of the time you devote to looking outward and forward how much of it is spent to form a consensus with colleagues about the future?
Studies have shown that the average business owner spends less than three percent of his or her time on building a view of the future and spends the rest of the time running the business. Whereas, industry leaders spend an average of twenty to fifty percent of their time on building a view of the future for their industry.
To create a vision of the future, you need to first construct a new kind of strategy. It needs to be a strategy based on the foresight to imagine tomorrow’s markets today. Your plan should incorporate a strategic architecture for building the skills you need to dominate the market. It must be a strategy that challenges you and your employees to stretch to achieve the impossible, and focuses on resource leverage to overcome limits. Concentrate on what your company does best rather than product leadership. If you focus on being the first to bring new products and services to the global market, you will find your company far ahead of your competitors.
One of the most important points to keep in mind when you’re developing a vision of the future is that it is more important to restrategize than it is to reengineer. This is because most business owner’s idea of strategy focuses on the tools needed to capture market share. But when the market does not even exist yet, the rules have not been written. And the traditional tools are of no help because they are powerless to analyze the future.
Competing for tomorrow’s markets means that instead of going after market share, you must try to capture opportunity share. This involves competing to get the biggest possible piece of future opportunity. First, ask yourself what unique knowledge and skills do you and your employees possess that have enabled your company to be where it is today. Then, consider what new knowledge and skills you will need to capture a larger share.
Before you can create a vision for the future, you need to forget about the past. You need to unlearn what you know about how to make money in your industry, who your competition is, and what you customers want. What you don’t know can hurt you. And what you do know can hurt you even more if it keeps you from introducing a new product or service before someone else does.
Seeing opportunities demands industry foresight. Industry foresight requires that you have a vision of the future and a strong sense of which skills will get you there. While most business owners believe that foresight is the easy part, today’s execution problems are often a part of yesterday’s foresight failures.
How can you develop industry foresight? Try to imagine what the future might bring for your industry. Speculate where technologies are likely to head. Think about the needs of the customers you could serve tomorrow, not just the ones you target today. It sharpens your foresight greatly if you think about your business as a portfolio of specialized knowledge and skills rather than as a collection of business units.
You can develop industry foresight by forgetting about industry beliefs about price and performance. If you can reduce the price of a product or service far below the competition, you can turn a small demand into a mass market. Finally, it is important to ask what would happen if you based your decisions on what you could do, not on what your customers want to do.
Once you’ve imagined what the future will look like, start building it in a way that puts your business at the top of its market. In other words, create a strategic architecture. A strategic architecture tells the company what it must do to intercept the future. You have to ask yourself some important questions: What new benefits will you offer to customers 5 and even 10 years from now? What knowledge and skills will your need to create those benefits? And how must the ways in which you interact with customers change to bring those benefits to them?
To become the leader in your industry you must be the leader in knowledge and skills. This will give you a tremendous advantage in making successful products and offering the best services in the future. Your specialized knowledge and skills must provide customer benefits, they must be unique, and extend beyond your current products or services to create an edge in future offerings. Your knowledge and skills, and those of your employees should be able to form the basis for entry into new product markets.
Once you’ve considered which unique skills will give you the biggest advantage, you can move closer to bringing your product to the market. To do this you can use traditional market research methods to find the best combination of price and benefits to gain the highest share of the market. But these tools break down when you are introducing a new product that is completely unfamiliar to customers. In this case, you need to learn what the customer wants faster than your competitors. The best way to do this is by expeditionary marketing, or a series of quick, low-cost launches of the product into the market.
Think of this approach as one you would use if you were shooting arrows at a target in the dark. You could wait for daylight when the target will be visible, but by then others may have already hit it. Or you can shoot a series of arrows and receive feedback after each one about what you need to do to improve your aim. Hitting the bull’s-eye right away isn’t the goal of expeditionary marketing; you simply want to learn more about it each time so that you can hit it before anyone else.
Whether or not a product is failure depends on what you expect from your first attempts. If you think the product will conquer the market as soon as it is launched, you’ll give up when it falls short. But if you see each new model as a work in progress, you can refine it until it provides everything the customer wants.
Most business owners can point to several ways in which their industries are different today from what they were ten years ago. Yet few of them seem to realize that everything today will change just as much in as little as five years. Fewer still have the foresight to see how they can make incredible profits from tomorrow’s new markets, skills, and strategies.
Firstly you must be wondering who I am and how my advise can be credible, Well lets say I've been there got the T shirt and some and that my credentials are Seller SJACOBS3 View my about me page and the link will take you back to my website j-lou.com I was a power seller from 2001-2007 and was featured for ebay in the daily Mirror to help ebay with its U.K promotion & Represented them for promotion of businesses using ebay as a selling tool.So you want to be a successful Ebay Business.I always called it the 3 p's "Product-Presentation-Price" get this part right and you are on your way, but it doesn't stop there this is the first step, You product needs to have a wide appeal ie: computer equiptment, Fashion, car parts, shoes, jewelery etc. With ebay you can see demand and prices through other sellers in the field that you may have knowledge in. You can see how these sellers are getting on view their feedback and record their sales record, obviously to get a good share of the marketplace you need to better others either on price-product-presentation or service but ebayers tend to ignore this ent by doing what no one else is doing. Unfortunately, few business owners spend enough time thinking about what their industries will look like in the future.
To begin creating a vision for the future of your industry, start by asking yourself some very important questions: What percentage of your time is spent on outside issues, such as understanding the impact of new technology? How much of the time that you use to look outward is spent imagining how different the world might be in a decade? Of the time you devote to looking outward and forward how much of it is spent to form a consensus with colleagues about the future?
Studies have shown that the average business owner spends less than three percent of his or her time on building a view of the future and spends the rest of the time running the business. Whereas, industry leaders spend an average of twenty to fifty percent of their time on building a view of the future for their industry.
To create a vision of the future, you need to first construct a new kind of strategy. It needs to be a strategy based on the foresight to imagine tomorrow’s markets today. Your plan should incorporate a strategic architecture for building the skills you need to dominate the market. It must be a strategy that challenges you and your employees to stretch to achieve the impossible, and focuses on resource leverage to overcome limits. Concentrate on what your company does best rather than product leadership. If you focus on being the first to bring new products and services to the global market, you will find your company far ahead of your competitors.
One of the most important points to keep in mind when you’re developing a vision of the future is that it is more important to restrategize than it is to reengineer. This is because most business owner’s idea of strategy focuses on the tools needed to capture market share. But when the market does not even exist yet, the rules have not been written. And the traditional tools are of no help because they are powerless to analyze the future.
Competing for tomorrow’s markets means that instead of going after market share, you must try to capture opportunity share. This involves competing to get the biggest possible piece of future opportunity. First, ask yourself what unique knowledge and skills do you and your employees possess that have enabled your company to be where it is today. Then, consider what new knowledge and skills you will need to capture a larger share.
Before you can create a vision for the future, you need to forget about the past. You need to unlearn what you know about how to make money in your industry, who your competition is, and what you customers want. What you don’t know can hurt you. And what you do know can hurt you even more if it keeps you from introducing a new product or service before someone else does.
Seeing opportunities demands industry foresight. Industry foresight requires that you have a vision of the future and a strong sense of which skills will get you there. While most business owners believe that foresight is the easy part, today’s execution problems are often a part of yesterday’s foresight failures.
How can you develop industry foresight? Try to imagine what the future might bring for your industry. Speculate where technologies are likely to head. Think about the needs of the customers you could serve tomorrow, not just the ones you target today. It sharpens your foresight greatly if you think about your business as a portfolio of specialized knowledge and skills rather than as a collection of business units.
You can develop industry foresight by forgetting about industry beliefs about price and performance. If you can reduce the price of a product or service far below the competition, you can turn a small demand into a mass market. Finally, it is important to ask what would happen if you based your decisions on what you could do, not on what your customers want to do.
Once you’ve imagined what the future will look like, start building it in a way that puts your business at the top of its market. In other words, create a strategic architecture. A strategic architecture tells the company what it must do to intercept the future. You have to ask yourself some important questions: What new benefits will you offer to customers 5 and even 10 years from now? What knowledge and skills will your need to create those benefits? And how must the ways in which you interact with customers change to bring those benefits to them?
To become the leader in your industry you must be the leader in knowledge and skills. This will give you a tremendous advantage in making successful products and offering the best services in the future. Your specialized knowledge and skills must provide customer benefits, they must be unique, and extend beyond your current products or services to create an edge in future offerings. Your knowledge and skills, and those of your employees should be able to form the basis for entry into new product markets.
Once you’ve considered which unique skills will give you the biggest advantage, you can move closer to bringing your product to the market. To do this you can use traditional market research methods to find the best combination of price and benefits to gain the highest share of the market. But these tools break down when you are introducing a new product that is completely unfamiliar to customers. In this case, you need to learn what the customer wants faster than your competitors. The best way to do this is by expeditionary marketing, or a series of quick, low-cost launches of the product into the market.
Think of this approach as one you would use if you were shooting arrows at a target in the dark. You could wait for daylight when the target will be visible, but by then others may have already hit it. Or you can shoot a series of arrows and receive feedback after each one about what you need to do to improve your aim. Hitting the bull’s-eye right away isn’t the goal of expeditionary marketing; you simply want to learn more about it each time so that you can hit it before anyone else.
Whether or not a product is failure depends on what you expect from your first attempts. If you think the product will conquer the market as soon as it is launched, you’ll give up when it falls short. But if you see each new model as a work in progress, you can refine it until it provides everything the customer wants.
Most business owners can point to several ways in which their industries are different today from what they were ten years ago. Yet few of them seem to realize that everything today will change just as much in as little as five years. Fewer still have the foresight to see how they can make incredible profits from tomorrow’s new markets, skills, and strategies.
Often our expectations are based on the assumptions we have about people or groups of people. The same is true of us. Have you ever noticed how your expectations become reality in your personal life? Expectation is literally a self-fulfilling prophecy. We do this consciously and subconsciously. Remember the kid in grade school who was always really rowdy and disruptive? Sometimes if people already assume they are perceived a certain way, then that is indeed exactly how they will act, even if they don't mean to. The rowdy kid in grade school knew everyone perceived him as disruptive, and so he was. The teacher expected bad behavior, and the expectations were fulfilled.Consider the profound impact this can have in your own life. Are the assumptions and expectations you have about yourself liberating or victimizing? There are countless examples of "self-fulfilling prophecies," or the Law of Expectations at work in everyday life. Ever notice how people who think they're going to be fired suddenly experience a drop in the quality and enthusiasm for their work? Then what happens? They get fired! Their belief causure is that it is more important to restrategize than it is to reengineer. This is because most business owner’s idea of strategy focuses on the tools needed to capture market share. But when the market does not even exist yet, the rules have not been written. And the traditional tools are of no help because they are powerless to analyze the future.
Competing for tomorrow’s markets means that instead of going after market share, you must try to capture opportunity share. This involves competing to get the biggest possible piece of future opportunity. First, ask yourself what unique knowledge and skills do you and your employees possess that have enabled your company to be where it is today. Then, consider what new knowledge and skills you will need to capture a larger share.
Before you can create a vision for the future, you need to forget about the past. You need to unlearn what you know about how to make money in your industry, who your competition is, and what you customers want. What you don’t know can hurt you. And what you do know can hurt you even more if it keeps you from introducing a new product or service before someone else does.
Seeing opportunities demands industry foresight. Industry foresight requires that you have a vision of the future and a strong sense of which skills will get you there. While most business owners believe that foresight is the easy part, today’s execution problems are often a part of yesterday’s foresight failures.
How can you develop industry foresight? Try to imagine what the future might bring for your industry. Speculate where technologies are likely to head. Think about the needs of the customers you could serve tomorrow, not just the ones you target today. It sharpens your foresight greatly if you think about your business as a portfolio of specialized knowledge and skills rather than as a collection of business units.
You can develop industry foresight by forgetting about industry beliefs about price and performance. If you can reduce the price of a product or service far below the competition, you can turn a small demand into a mass market. Finally, it is important to ask what would happen if you based your decisions on what you could do, not on what your customers want to do.
Once you’ve imagined what the future will look like, start building it in a way that puts your business at the top of its market. In other words, create a strategic architecture. A strategic architecture tells the company what it must do to intercept the future. You have to ask yourself some important questions: What new benefits will you offer to customers 5 and even 10 years from now? What knowledge and skills will your need to create those benefits? And how must the ways in which you interact with customers change to bring those benefits to them?
To become the leader in your industry you must be the leader in knowledge and skills. This will give you a tremendous advantage in making successful products and offering the best services in the future. Your specialized knowledge and skills must provide customer benefits, they must be unique, and extend beyond your current products or services to create an edge in future offerings. Your knowledge and skills, and those of your employees should be able to form the basis for entry into new product markets.
Once you’ve considered which unique skills will give you the biggest advantage, you can move closer to bringing your product to the market. To do this you can use traditional market research methods to find the best combination of price and benefits to gain the highest share of the market. But these tools break down when you are introducing a new product that is completely unfamiliar to customers. In this case, you need to learn what the customer wants faster than your competitors. The best way to do this is by expeditionary marketing, or a series of quick, low-cost launches of the product into the market.
Think of this approach as one you would use if you were shooting arrows at a target in the dark. You could wait for daylight when the target will be visible, but by then others may have already hit it. Or you can shoot a series of arrows and receive feedback after each one about what you need to do to improve your aim. Hitting the bull’s-eye right away isn’t the goal of expeditionary marketing; you simply want to learn more about it each time so that you can hit it before anyone else.
Whether or not a product is failure depends on what you expect from your first attempts. If you think the product will conquer the market as soon as it is launched, you’ll give up when it falls short. But if you see each new model as a work in progress, you can refine it until it provides everything the customer wants.
Most business owners can point to several ways in which their industries are different today from what they were ten years ago. Yet few of them seem to realize that everything today will change just as much in as little as five years. Fewer still have the foresight to see how they can make incredible profits from tomorrow’s new markets, skills, and strategies.
Are you responsible for your results?What comes to mind when I say that?When you hear that you're totally responsible for the results you produce in your business and in your life---you might jump to a conclusion. You may think that I'm suggesting that you should take the blame for your results.Nothing could be further from the truth.By taking responsibility for your results and your outcomes--- you grant yourself great power.If you acknowledge that you're truly responsible for the way your projects end ---good or bad--- you give yourself great power. You can use this newly discovered power to make your projects end up another, possibly more desirable way.Before I go on, let's agree on a few things.The first agreement: The results you produce are determined by your choices and your actions.Second agreement: A lot of people look upon failure as a bad thing.What if there was an optional way, a more productive way to view a failure?I believe that failure isn't really as much about failing as we might believe.I'd like you to think of failure ones you target today. It sharpens your foresight greatly if you think about your business as a portfolio of specialized knowledge and skills rather than as a collection of business units.
You can develop industry foresight by forgetting about industry beliefs about price and performance. If you can reduce the price of a product or service far below the competition, you can turn a small demand into a mass market. Finally, it is important to ask what would happen if you based your decisions on what you could do, not on what your customers want to do.
Once you’ve imagined what the future will look like, start building it in a way that puts your business at the top of its market. In other words, create a strategic architecture. A strategic architecture tells the company what it must do to intercept the future. You have to ask yourself some important questions: What new benefits will you offer to customers 5 and even 10 years from now? What knowledge and skills will your need to create those benefits? And how must the ways in which you interact with customers change to bring those benefits to them?
To become the leader in your industry you must be the leader in knowledge and skills. This will give you a tremendous advantage in making successful products and offering the best services in the future. Your specialized knowledge and skills must provide customer benefits, they must be unique, and extend beyond your current products or services to create an edge in future offerings. Your knowledge and skills, and those of your employees should be able to form the basis for entry into new product markets.
Once you’ve considered which unique skills will give you the biggest advantage, you can move closer to bringing your product to the market. To do this you can use traditional market research methods to find the best combination of price and benefits to gain the highest share of the market. But these tools break down when you are introducing a new product that is completely unfamiliar to customers. In this case, you need to learn what the customer wants faster than your competitors. The best way to do this is by expeditionary marketing, or a series of quick, low-cost launches of the product into the market.
Think of this approach as one you would use if you were shooting arrows at a target in the dark. You could wait for daylight when the target will be visible, but by then others may have already hit it. Or you can shoot a series of arrows and receive feedback after each one about what you need to do to improve your aim. Hitting the bull’s-eye right away isn’t the goal of expeditionary marketing; you simply want to learn more about it each time so that you can hit it before anyone else.
Whether or not a product is failure depends on what you expect from your first attempts. If you think the product will conquer the market as soon as it is launched, you’ll give up when it falls short. But if you see each new model as a work in progress, you can refine it until it provides everything the customer wants.
Most business owners can point to several ways in which their industries are different today from what they were ten years ago. Yet few of them seem to realize that everything today will change just as much in as little as five years. Fewer still have the foresight to see how they can make incredible profits from tomorrow’s new markets, skills, and strategies.
Are you ready to make that internal move? Retail provides many opportunities to move up, move quickly and move often. You may be interviewing for positions such as Key Holder, Assistant Manager and Store Manager or even as a Regional Manager. The concept is the same. How are you and your experiences able to provide the numbers, able to keep operations in line and all while keeping client experience high? You have one shot to prove it and that is in the interview.PREPARATIONThe single most important part of being ready for an interview is preparation. Like anything else in life, the more prepared you are, the easier and more successful you will be at the task at hand. You owe it to yourself, putting your career on the line, to take as much time as possible to prepare for any interview.Anticipate the QuestionsAdvantage is in knowing what is going to be asked. First, look for internal sources. Discuss your intentions with your supporting manager and ask them what questions they were asked in their interview. If you have a proper relationship wu can move closer to bringing your product to the market. To do this you can use traditional market research methods to find the best combination of price and benefits to gain the highest share of the market. But these tools break down when you are introducing a new product that is completely unfamiliar to customers. In this case, you need to learn what the customer wants faster than your competitors. The best way to do this is by expeditionary marketing, or a series of quick, low-cost launches of the product into the market.
Think of this approach as one you would use if you were shooting arrows at a target in the dark. You could wait for daylight when the target will be visible, but by then others may have already hit it. Or you can shoot a series of arrows and receive feedback after each one about what you need to do to improve your aim. Hitting the bull’s-eye right away isn’t the goal of expeditionary marketing; you simply want to learn more about it each time so that you can hit it before anyone else.
Whether or not a product is failure depends on what you expect from your first attempts. If you think the product will conquer the market as soon as it is launched, you’ll give up when it falls short. But if you see each new model as a work in progress, you can refine it until it provides everything the customer wants.
Most business owners can point to several ways in which their industries are different today from what they were ten years ago. Yet few of them seem to realize that everything today will change just as much in as little as five years. Fewer still have the foresight to see how they can make incredible profits from tomorrow’s new markets, skills, and strategies.
The choice is yours. You can follow someone else’s rules, or you can invent your own. You can try to copy your top competitor’s success, or you can make everyone else struggle to catch up to you.
But don’t wait very long to make your decision. The winners will be those who start to compete for the future today.
Copyright© by Joe Love and JLM & Associates, Inc. All rights reserved worldwide.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.suggestyou.com/article/45130/suggestyou-How-To-Take-Control-Of-Your-Industry.html">How To Take Control Of Your Industry</a>
BB link (for phorums):
[url=http://www.suggestyou.com/article/45130/suggestyou-How-To-Take-Control-Of-Your-Industry.html]How To Take Control Of Your Industry[/url]
Related Articles:
Five Job-Hunting Tips for Working Moms
Influence Management - Your Fast Track to Greater Impact - Part 3
Measuring Creativity, DIY style
Bookmark it:
|