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​​​STRATEGIC DEVELOPMENT

Do commercial, governmental and non-profit entities require different developmental and promotional strategies?


      No.  
The building blocks for a truly successful organization are essentially the
    same regardless of size, source of funding, or tax status
.  The leaders of these
      entities may find the substance of each of these blocks can be revealed by answering
      a few questions beginning with the word “Why?”

    ~  WHY does our organization exist?
    ~  WHY should people want to be part of our team?
    ~  WHY will our target market choose to become our loyal clients?


     The first question should have been addressed in your initial business plan.  Regardless

     of your tax standing, you should be able to concisely describe the ongoing purpose

     for your existence.  You should also be able to demonstrate that you are structured in            such a way that your viability is assured for the foreseeable future.  If you cannot do so,          marketing strategies are inconsequential.  Similarly, if you question the sequence of the          two questions that follow, I suggest that if you do not have the requisite team to meet

     the needs of those you serve effectively, you are ill prepared to move forward with                  marketing plans, or even basic branding.


     Despite your structural challenges, you have daily operations making demands. Whether         or not you are a profit or non-profit organization, it is likely that you work with                        financial advisers and staff who focus solely on generating income in sales or          donations.  From their perspective, each activity you undertake must be self-funding.

     Anything that does not pass their financial test is viewed as having little value 

    

     Often, these people advise against providing employees with more than a minimum                of wages or benefits.  Sadly, this attitude motivates even profitable companies

     to close operations in under performing locales, move abroad, and pay dividends to                shareholders prior to ensuring that their clients are being served satisfactorily.  As

     stated before, simplistic measurement of the bottom line in financial statements
   is usually cited to justify such actions
.  I find this attitude to be short-sighted and              ultimately damaging to organizational longevity.  


     To demonstrate my point of view, consider the benefits of a typical advertising

     campaign.  Those who run from progressive viewpoints often try to measure the precise          profit that has been gained from circulating a single coupon.  It is true that when a                  numerical code is utilized to redeem a  coupon, it is possible to balance the reduced

     profit for the items sold at discount against the profit generated by the effort.  But what
     is lacking in such measurements is 
the value of community goodwill that has been        generated, and a heightened awareness of your brand!  These benefits cannot be              measured in simple dollars and cents.  As has been proven repeatedly, word-of-mouth            advertising is the strongest campaign any organization can launch!

     
Regardless of your position in an organization, you probably agree that having              competent and knowledgeable staff is important.  But how much value do you

   place on the staffing component?  Perhaps you are of the opinion that having set                  reasonable standards for their competency, as well as their pay and other compensation,        your staff members should be interchangeable.  But are they?  Does your organization            have an effective system for gaining and maintaining a team that is comprised of
   people who are superb at their jobs and so pumped up about your operation
   that they wish to stay with you and even encourage others to join you


     This may seem idealistic, for everyone, especially young people, will need to leave you            at some point.  But what if they are so happy in their work that their professional                    associates, friends, and even family members are lining up to take their position?  

     This could provide you with a pool of potential workers who are mentally geared for a            position and may even be partially trained if they have interacted with team members.            This is why I place team building before first.


     
Once your internal organization is in order, turn to your target market.  With each 

      point of contact anyone has with your organization, there should be confidence that

      their expectations will be met and even exceeded…especially if they are responding

      to a specific marketing program.  For if you fail to deliver on the promise of any           promotional activity, you have virtually purchased a negative advertising                 campaign...that will pay negative dividends for several years.  This is true whether                 you are a physician, a sole proprietor, franchisee, or the chief executive officer of a

      non- or not-for-profit organization.

      So how should you approach
positive strategic development?  Rather that being                   focused on a financial evaluation of isolated elements of your operations and special               events, consider your overall status. I believe that quite often, the bottom line of your       financial statement is determined by whether you are viewed positively by the           majority of your clientele AND your staff.  If you are not, you have not successfully             balanced your daily operations with the quality of the service and/or products you                   are marketing.

      As you recognize gaps between the foundation blocks of your organization, you are               probably asking,
"Where should I begin my developmental efforts?"  As business                 philosopher Stephen R. Covey encouraged his audiences, “Begin with the end in             mind."  You might then write out a series of questions that begin with the word           “What.” 


    ~  WHAT should my organization look and sound like?
    ~  WHAT am I prepared to do to attract the optimal staff?
    ~  WHAT can I offer my clientele to encourage their loyalty?

       As
you stare at your growing list of goals,
pencil in the strategies you will use to
    implement these improvements
.  Even when financial concerns, manpower, and
       other resources are limited, you can 
make some progress every day.  As one of
       Covey’s classic books on the principles of successful organization suggests,
it is
    optimal to base our choices on doing what is truly important, but not urgent
.  By

       so doing, we can work our way through the quagmire of incomplete projects to reach

       a point where we can stay ahead of the crises that once materialized on a daily

     basis and enjoy greater fulfillment in both our professional and personal
    living!
  

What are you doing to encourage the next generation of

progressive professionals in your field of endeavor?

For tips on strengthening your own wordsmithing skills, visit Jeanne’s blog: 

Blog.ImaginingsWordpower.com









Copyright 2015 @ Imaginings. All rights reserved.

Copyright 2015 @ Imaginings. All rights reserved.