by Andy McCaskey, Principal
Are you keeping Social Media and New Media in separate compartments in strategic and tactical planning?
You could lose traction in both, with the result that you do not get the full benefit from your investment in the rapidly-growing global phenomena of New Media and Social Media. If you consider these new communications tools as building blocks within important parts of your business engine, your strategic marketing investment will go a lot further. As you align your own New Media processes and activities, you will gain new insight into the maturity of competitors and be able to assess how well they deploy these new tools to strategic advantage.
As I pointed out in my last post, Social Media channels use various internet based platforms such as Twitter, LinkedIn, Facebook, Google Plus (Google+), Pinterest, and Instagram. What information gets shared over various social media platforms? It is same content and conversations that were shared among friends, business associates, and acquaintances ten, thirty or fifty years ago. Even if a particular social media (Somed) tool has been available only a few years or months, it is effective because it is "Word of Mouth" from a trusted source, extended across a social graph with vastly extended geographic and temporal boundaries.
Dr. Scott S. Elliott, Principal and Founder
Every technology business is different. There is no prescribed strategy that works for all businesses - not even for similar businesses within a narrow class. Every one has a different set of Value Propositions, opportunities and constraints. How can we design and analyze the best strategy?
One set of tools that works very well to brainstorm and develop a strategy is mind-mapping software. There are robust, commercial packages such as Mind Manager from MindJet, and a lot of open-source packages such as FreeMind and XMind. you can find a nice listing on Wikipedia here
These packages make it easy to start from a central node or idea, then add branches around the node to fill-out related ideas, causes and effects, etc. Of course you can do this by hand on a white board or on paper, but the software reformats the chart on-the-fly and makes room for more branches. Also you can edit, move and order branches at will, as shown in this simple cause-effect example using XMind.
by Linda Thompson, Principal
Many organizations exhibit:
A broad-based, defocused sales and marketing effort that never says "no" to a prospective deal, and
A development effort that continually whipsaws from one “top” priority to another, with resources spread across numerous unrelated efforts and subject to constant reallocation based on the top sales opportunity du jour.
Management may defend the fecklessness, believing that breadth will grow revenues. But the resulting confusion and inefficiency in the development effort destroys any hope of profit or of building long-term differentiation. Counter-intuitively, failing to achieve a sharp focus actually impedes sales and marketing, making it hard to
- Create a brand identity and perception of leadership, or
- Field an informed sales team that can clearly articulate the organization's value proposition and differentiation for any one segment.
Although I have seen some quite profitable ventures mired in this practice of chasing every deal that moves, I have come to think of it as a corporate form of hand-to-mouth behavior—a scramble for revenue irrespective of cost. Tight times may exacerbate this tendency in the name of survival.