Prêt, Feu, But

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Cette soirée a été une excellente soirée passée avec des experts en vente, marketing et image de marque très connus. Nous avons été invités dans un très bon restaurant dans une salle privée. Le but de la réunion était d'aider un collègue qui voulait faire passer son entreprise au niveau supérieur… ou à quelques niveaux au-delà de ce qu'elle est maintenant.

Il y avait une tonne d'accord dans la salle… déterminez ce que vous faites en une seule phrase, identifiez les traits qui vous différencient, développez un processus pour vendre vos services en fonction de la valeur que vous apportez, connectez-vous à votre réseau pour vous identifier les meilleurs prospects pour commercialiser et développer une marque qui englobe ce que vous apportez à la table.

Je ne suis pas nécessairement en désaccord avec cela… mais c'est un travail assez intense, n'est-ce pas? Vous pourriez travailler pendant des années sur ces choses… et vous retrouver à la planche à dessin parce que vous n'avez pas réussi.

Avec tout le respect que je dois à mes collègues, je suis toujours un peu sceptique lorsque des experts fournissent ce type de planification stratégique et de conseils. Je travaille honnêtement dans et autour des départements marketing depuis plus de deux décennies maintenant et je ne peux pas penser à un seul plan marketing qui a fonctionné comme prévu.

En toute honnêteté, je pense qu'une grande partie de ce discours n'est que du pavot.

Ce n'est pas totalement superflu… Je pense que penser stratégiquement est important. Après tout, vous devez savoir où se trouve la direction générale de la cible avant d'appuyer sur la gâchette. Cependant, je préfère que quelqu'un tire d'abord, puis vise plutôt que de travailler pendant des mois pour mettre en place un tir qui peut ou non frapper la cible du tout.

Je vois souvent des entreprises échouer avant même d'appuyer sur la gâchette. Ils ont tellement peur de l'échec qu'ils sont paralysés et ne prennent jamais les risques nécessaires pour avancer. Regardez autour de vous les entreprises qui réussissent. Sont-ils réussis parce qu'ils ont planifié parfaitement? Ou réussissent-ils parce qu'ils étaient agiles et capables d'ajuster leur stratégie en fonction des exigences de leurs prospects, de leurs clients et de leur secteur?

Quelle est votre opinion? Expérience?

8 Commentaires

  1. 1

    I think you’re right for the most part. It seems to me that it depends on what you are doing and how confident you are that something is worth promoting. What I mean is that sometimes it is very necessary to get a formal plan in place that has direction and purpose. It helps the people carrying out the plan actually stay on course. However, within that plan there needs to be more execution than planning. Initial strategies can get turned upside down in a matter of days. That requires quick changes.

    To take your analogy a little deeper, imagine if you didn’t aim at all before you fired. You could hit the target, but you most likely would miss entirely, or hit a friend, or yourself. That is why I am thinking this is very dependent on how confident you are about the idea or business (how big the target is).

    So to bring it all together – in this competitive environment we’re all in, we need to aim very quickly AT the target and fire, then re-aim and fire again, then really re-aim and fire again. Or… just bring the shotgun.

  2. 2


    I’m with you on this one. Having come from a semi-large organization where speed was measured in months and half years and “strategy + getting it” right were 15 year institutions I saw the value of being agile as we began to apply a new methodology to the operation of our business. Now running marketing for a startup that was, when i started, smaller than the marketing team that worked for me your point is even more important. The collective experiences of the senior members of the team should be enough to point you in the right direction. Being agile and getting better constantly is about operational excellence…an incredibly important and often overlooked skill set for growing teams.

    – Jascha

  3. 3

    Totally agree, Brian! The irony is that I spend most of my free time reading and studying the results of others so that I do know which direction the target ‘should be’. I just worry that many companies never actually take the first step. They don’t immediately fail because of a misstep… but they ultimately fail as others pass them by.

  4. 4

    Yes I agree. I haven’t seen bad marketing first hand but I keep hearing stories of older companies really struggling with initial marketing efforts. They just don’t get it so all the planning in the world doesn’t help them learn the real lessons they need in order to re-aim and shoot again and they don’t reiterate fast enough to fix the problem.

    By the way, that is a great analogy. It works very well in this case. You are right about just knowing where the target is and I’m sure you have a very keen sense for that. Some people just don’t though. Who knows if planning helps, but man there are some people just shooting themselves in the foot with their marketing. (I had to say it, it just fit too well)

  5. 5

    Doug I could not agree with you more. At the core of who I am is: ENTREPRENEUR. And as far as entrepreneurs go I am all about visioning the future and taking whatever steps necessary to get there. I believe in strategies. I believe in planning. However, I must confess I never have developed a traditional “business plan.”

    A year ago I had a conversation with a gentleman. I don’t even remember his name. We met for the first time at a breakfast meeting we both attended in the Castleton, Indiana area. It was one of those “stand-out-in-the-parking-lot-for-over-an-hour-after-you-just-met-conversations” and somehow we got on to the topic of creating a business plan. I confessed to him that I had never created a traditional business plan. He asked me “Do you plan anytime soon to go get funding from a bank for your small business?” I replied, “Nope.” Then don’t worry about a business plan, he said. In essence, he told me “Fire and Aim.” He encouraged me to follow my entrepreneurial spirit and go out and succeed.

    And so Doug that is what I have been doing for the past 3 years since I launched Cross Creative in October of 2007. So Happy Birthday to my company and many more years of success to us both as we endeavor to serve with the passions that stir us up each new day! It is a great day to be an entrepreneur.

  6. 6

    Totally agree, Doug. Analysis paralysis is not just a symptom of large companies. Many small businesses owners are afraid of a wrong move too. Action, with metrics to evaluate success, is a good strategy. Fortune favors the bold.

  7. 7

    I also agree Doug, Flexibility is the name of the game today. Strategic thinking today must include the ability to quickly adapt to an ever changing marketplace.

  8. 8

    This is why the really successful entrepreneurs start businesses… then sell them to the strategists who talk too much “poppycock” to ever have started one on their own.

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