Why do so many fail? Company?
Why is it that so many companies fail in the market, ingenious visions never become reality, brilliant strategies seep into daily business? Are they again and again wrong concepts, unpredictable customers, or is market success even coincidence?
Models and advice on how to succeed as an entrepreneur are many. After that, there should only be successful companies - actually.
Strategic orientation in many companies means that visions are formulated, appropriate concepts are worked out, the implementation ceremoniously announced. However, a look behind the scenes confirms quickly:
Good concepts as toothless papers
Many excellent ideas and promising concepts disappear into drawers or degenerate into toothless papers. The great staple, the visions and the action together lacks as well as clear, structures. And also the perseverance of implementing it often pains.
Quarterly thinking, frequent management changes and multi-stakeholder orientation do another thing to thwart the longer-term goal pursuit. But there is another way. There are numerous examples of companies that succeed in this, not only in times of a general upswing.
What makes successful companies better?
In the case of companies which develop their own business cycle largely independently of economic downturns and upturns, a common denominator can always be found in the case of a wide variety of business models, even in the use of a wide variety of instruments and methods:
Crucial here is the systematic and consistent approach: How to do that, you will learn tomorrow in the second part of the article.
7 steps to market success
In many companies, good ideas and concepts are not implemented at all - and of course, the success is also missing. Conversely, successful companies can always find a common denominator: the systematic approach. And these can be summarized in 7 steps:
Step 1: Think ahead
Companies that are successful with their own business cycle do not start any change projects directly with the vision and strategy development. They are the starting point from the strategic level through the structural to the decisive operational excellence.
Companies that are less successful are starting changes with elaborate workshops on guiding principles and guiding principles, which often lack the participants' objective and understanding.
Step 2: Creating visions and strategies
When the need for action and the impact on the three levels of strategy, structures and processes, as well as methods and instruments, can be initiated, the vision and strategy must be developed.
Entrepreneurial visions and strategies are not dreams that arise overnight, but hard work to secure the future. It's about an entrepreneurial promise. And there must be done properly, that must not come so easily over the lips.
Step 3: Determine today's location
Those who are already involved in the implementation of visions and strategies are active in actionism and are failing. No, certainly not an entrepreneurial goal can be achieved unless the current location is determined exactly before the implementation.
Positioning is the basis for market success. Only with it can the fields of action be worked out in such a way that resources are spared and above all used purposefully.
Step 4: Aligning structures and processes
Visions and strategies must be reflected in the organization. The "How do we want to implement our vision?" is the key question to align structures and processes.
The most promising concepts and ideas evaporate, the most competitive plans and actions fail when the structures and processes do not fit. They can inhibit, block, prevent, slow down but also ensure, facilitate, promote and accelerate.
Step 5: Focus on the right customers
Not all customers fit the vision and strategy. Customers are important, no question. However, customers also tie up resources and they are only used properly if they are the right customers. Sounds easy, but it is not.
Proper customer focus is therefore more important than overflowing customer databases. The crucial question which customers are the right one, it is based on the strategic goals to answer.
Step 6: Products and services put to the test
The customer asks each time again: "What's in it for me?". Our products and services have to be put to the test with this benefit question.
What do customers expect that fit us strategically? How do we meet these expectations today? How can we better align products and services to customer expectations?
Step 7: Get employees on board
No more nobelpreisverdächtig and still Stiefkind in business day: The employees are not sufficiently integrated, not sufficiently informed, remain on the line.
The management forgets that they, as perhaps the best captains with the perhaps best navigation instruments and perhaps the best-aligned company ships, will never conquer new worlds without a team.
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