Many things go into building a successful company -- awesome people, vision, and strong systems, to name a few. But the biggest and best companies get to where they are because their leaders make time to prioritize one thing: thinking. I mean taking time to ponder issues, develop strategies, and plan for the future.
In my research on Canadian and American emergency management agencies, I've found significant differences between official disaster strategies and how disaster responses actually unfold. For example, 'lessons learned' and theories of emergency management consistently call for formal coordination of all the organizations involved in disaster response.
Unlike products, services require a user's participation throughout the journey. From on-boarding to invoicing, direct and consistent contact between the service provider and the service user means that there is enormous opportunity (and risk) to your brand at every touchpoint and even the spaces between them.
Todd Rundgren's song, "The Verb, To Love," speaks to authenticity -- the antithesis of the packaging of a candidate for public consumption during an election. Both Trudeau and Harper were authentic to who they are in the campaign, while Mulcair showed up as a packaged pretense of what he wanted people to think of him, not who he truly is.
Alright. You are back at work, sitting at your desk looking at your computer screen. Many entrepreneurs go through this once school is back in session, and just like the kids that are back to a routine, it's time for you get back to one as well. Take a deep breath, loosen the tension in your shoulders and breathe!
What would happen if the world's 3.5 billion women set out to fix the biggest problems facing their communities? The G(irls)20 Summit is bringing together young women from around the globe to answer that question. The goal: Use bold ideas to improve the fortunes of their home regions and, hopefully, the world.
There are several reasons to test your pricing. They may include: never tested a price increase before; conversion rate is extremely high (suggesting that you're under-valuing your product or service); as well as sales are low (low sales of a product or service can also be caused by the market seeing your offering as inferior because of its low price).
Doing the hard work to create a clear, concise and compelling definition of who the company is -- what business it is really in -- is a tiny investment to inoculate a company from this potentially fatal disease. Steve Jobs was such a remarkable leader because he was constantly fearful of the threat of founder's dilemma, even as he was basking in the glow of Apple's amazing success.
Despite its successes, Digital Canada 150 ultimately suffers from some notable omissions. For a strategy document, it is curiously lacking in actual strategy. The government updates Canadians on what it has done and provides some insight into what it plans to do, but there are few new strategies articulated.
There are two things that Blockbuster, Borders and Kodak have in common. The first thing they have in common is they all went bankrupt because digital technologies made their businesses obsolete. The second thing Blockbuster, Borders and Kodak have in common is that they all could be thriving today.
Cloud-based services, also known as SaaS apps (software as a service), make more sense for everyone involved. SaaS apps are easier for customers to access, use and pay for, with the low subscription fee essentially amortizing what used to be a more onerous capital cost. They provide the developer with a consistent, predictable cash flow, and a far easier/cheaper development and upgrade process.
Dove's "Real Beauty" campaign drove product sales and created for the brand a dominant positioning within the women's beauty segment. Then Dove decided to extend its brand equity into the men's global market. And the men's campaigns actually erode the power and credibility the "Real Beauty" campaign has built so carefully and successfully around itself over many years.
When there is confusion about something, such as an organization's direction or strategic plan, there are many different interpretations of what it is. When there are many different interpretations, it usually means people aren't aligned with where the company is going and how it needs to get there.