Implementing weird ideas with strategy and planning: 7 tips for structured start-ups

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There are many original ideas with real potential that are fizzling out. Often lack of stamina and lack of structure and planning are the reason.

Implementing Weird Ideas with Strategy and Planning: 7 Tips for Structured Business Start-Up Paving Ideas with Strategy and Planning: 7 Tips for structured business start-ups

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Simone Janson Simone JansonSimone Janson is publisher, German Top20 blogger and Consultant for HR communication.


Ideas often fail because of their implementation

The self-named startup metropolis Berlin is, it seems to me sometimes, the city of 1.000 ideas, one crazier than the other. You meet people who have big plans on every street corner. However, it often fails because of the implementation: after hours of talking about an idea and having it painted in the most glowing colors, someone asks the crucial question: “What about the financing?” Then there is suddenly silence, shrugging shoulders - and the good idea often runs in the sand.

This does not necessarily apply only to business start-ups. But these are a good example of how important structured implementation is when you have a good idea. A founder tells how he implemented his initially rather crazy idea step by step - and gives practical tips for a structured approach.

With structured planning to success

Denn Martin Klug was a pretty successful business consultant before deciding to swap the execution of bloodless projects for what he really stands for. While studying for an MBA in the Dutch city of Utrecht, he met his future partner, New Zealander Andrew Morten, in a pub.

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And the two developed the idea with theirs Company TravelEssence to market individual travel to New Zealand and Australia. The fact that this became a successful company is largely due to the structured approach and willingness to implement, with which the two proceeded.

7 Tips for Successful Foundation

Martin has given me the basic tips that he wants to give founders and other ideas-makers on the way.

  1. Courage to dare something new. At first, the basic idea seemed totally crazy: the two of them focused on small accommodations which, due to the lower capacities, could be marketed with a much greater effort. However, they wanted to do without motor home travel for environmental reasons, although the Netherlands is a classic market for motorhome travel and customers would expect just that. And Martin had never been to Australia or New Zealand until then. So completely new territory, and yet the idea of ​​a pub became a successful company, precisely because the two dared to go completely new ways.
  2. Focus on the essentials. The risk of participating in a young tourism startup was too great for potential investors. They wished “good luck, boys” and waved them off. Then the two thought about what they really needed and started with 15.000 euros from their savings. Martin believes that as a founder you don't have to put unnecessary obstacles in your way: "Many founders think they have to clarify the financing first," he says. “But as a founder you often don't have that in your hand. So instead of making yourself so dependent on others in your decisions, you should rather concentrate on the actual foundation and how you implement your idea. ”
  3. Simple instead of complicated. "We were able to do a lot ourselves and did not have to invest expensive," says Martin. They also took their market research into their own hands by asking visitors at tourism trade fairs about their wishes and requirements for a trip. "The results confirmed that we were going to continue," Martin told me. "It doesn't always have to be the expensive study, market research in particular can often be done very well yourself."
  4. Keep going. The Netherlands is a classic market for motorhome travel. The potential customers did not want to understand that the company did not offer them. "We were asked about it again and again." At some point the two seriously considered giving up their attitude, but then continued: "You can only sell what you are really convinced of," says Martin, but admits: "Of course, that includes a portion of blue eyes, because of course we believed we in the quick success - MBA students. "
  5. Proceed with plan. The two founders also spent months thinking about their business plan. They asked themselves, for example, why small accommodations had hardly been marketed so far and found that the organizers apparently lacked the appropriate software. Therefore, they originally wanted to write the booking software for the systematic recording of small hotels. But when they researched their business plan, they found that they still exist - and so they quickly became tour operators. "A business plan is less important for the banks than for yourself," says Martin. “It is important that you write everything down, go through the entire start-up process in your mind and then consider:“ Where do I want to go, what do I want to achieve - and what do I have to do about it? ”
  6. Sense of reality. A healthy sense of reality is also important for successful implementation. You can win it by getting feedback in good time “and not just from friends and family,” as Martin says. "Because they are either too benevolent or over-critical, but not neutral." He recommends telling people about the idea that you hardly know.
  7. Do not be afraid of the Idea-Klau. "You can't steal an idea, everyone can have it," says Martin. What really matters is who ultimately implements an idea. Companies are less interested in ideas than in implementation. Because this is the real challenge: “For an idea alone, no investor gives you money. Because investors want to see what I do with the idea - so a business plan makes sense. The pure idea, however, is worth nothing. And those who hold back their ideas for fear of the theft of ideas often don't even get into the start-up flow. ”

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  1. Holger Prieske

    A derivation that has been researched on 1000 startups, why this fails is somehow missing.
    The claim that there is a lack of strategy and planning somehow seems very out of thin air, downright populist.

    I've seen a lot of business plans, but I've never seen anyone work on them. They were more like cloud cuckoo homes, ala 'would be nice if it were like this ”.

    From such a statement "we want to make 3 million sales in 1 years" unfortunately does not follow what you have to do for it.

    • Simone Janson

      Hello Mr. Prieske,
      thanks for the well-founded comment.

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