Session 3

Mike Cameron
Principal & Management Consultant
Strategic Business Planning
~ Session 3 ~
Knowing Your Market
There is always a right way and a wrong way to
succeed!!
Two Jesuit priests both wanted a cigarette while
they prayed. They decided to ask their Bishop for
permission. The first asked but was told no. A
little while later he spotted his friend smoking,
Why did the Bishop allow you to smoke and not
me? he asked.
Because you asked if you could smoke while you
prayed and I asked if I could pray while I
smoked! the friend replied.
John Capozzi
Knowing Your Market ~ Session 3 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
1. BE PROACTIVE
2. BEGIN WITH THE END IN MIND
3. PUT FIRST THINGS FIRST
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND
THEN, TO BE UNDERSTOOD
6. SYNERGISE
7. RENEWAL / CONTINUOUS IMPROVEMENT
Knowing Your Market ~ Session 3 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
1. BE PROACTIVE
2. BEGIN WITH THE END IN MIND
3. PUT FIRST THINGS FIRST
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND
THEN, TO BE UNDERSTOOD
6. SYNERGISE
7. RENEWAL / CONTINUOUS IMPROVEMENT
Knowing Your Market ~ Session 3 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
1. BE PROACTIVE
2. BEGIN WITH THE END IN MIND
3. PUT FIRST THINGS FIRST
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND
THEN, TO BE UNDERSTOOD
6. SYNERGISE
7. RENEWAL / CONTINUOUS IMPROVEMENT
Knowing Your Market ~ Session 3 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
SYNERGISE
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Synergy is the state in which the
whole is more than the sum of
the parts.
In an environment of trust and open communication,
people working interdependently are able to generate
creativity, improvement and innovation beyond the
total of their individual but separate capacities.
Stephen R. Covey
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Mutual respect
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Mutual respect
Trust
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Mutual respect
Trust
Openness
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Mutual respect
Trust
Openness
Integrity
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Mutual respect
Trust
Openness
Integrity
Compatible cultures and values
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Mutual respect
Trust
Openness
Integrity
Compatible cultures and values
Communication
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Development of an effective partnering relationship is
dependent upon:
Mutual respect
Trust
Openness
Integrity
Compatible cultures and values
Communication
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
The greater the contrast, the greater
the potential.
Great energy only comes from a
correspondingly great tension between
opposites.
Carl Jung
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Business Communication Styles ~ The Old Way
THEM
Your Clients
US
Your
Business
I
S
S
U
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S
P
R
O
B
L
E
M
S
R
E
Q
U
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M
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N
T
S
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Business Communication Styles ~ The New Way
Issues
&
Problems
Your Clients Team Your Business Team
PARTNERING
Purchasing
Marketing
Production
Receiving
Sales
Marketing
Production
Shipping
Opportunities for Improvement
Solutions
Actions
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
The bitterness of poor
quality remains long after
the sweetness of meeting
the schedule has been
forgotten. John Capozzi
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
How efficiently do you
manage your time and effort
~ as far as the total
chargeable hours are
concerned?
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
AVAILABILITY
e.g. 2000 hours per year
UTILISATION
e.g. 75%
EFFICIENCY
e.g. 75%
This yields only 1125 hours of work for the year .. !!
What is the situation within your business?
Do you know and / or measure these KPIs?
Knowing Your Market ~ Session 3 ~ July 2003
SYNERGY The Principle of Creative Co-operation
Value = Price + Performance
If it is ~
ZERO COST
~ does it have any value?
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position
Analysis
A few ideas for you to consider and then apply to the
YOUR business plan/s
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
Barriers to Entry
Intensity of Competition
Threat of Substitute
Suppliers Power
Buyers Power
Your own Company
* Culture * People
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
Knowing Your Market ~ Session 3 ~ July 2003
LOW
Selective
Investment
No
Investment
No
Investment
MED Competitive
Investment
Selective
Investment
No
Investment
HIGH
Competitive
Investment
Competitive
Investment
Selective
Investment
HIGH MED LOW
Market Attractiveness
B
u
s
i
n
e
s
s

S
t
r
e
n
g
t
h
s
~ SEGMENT ~ PRODUCT ~ CUSTOMER ~
Strategic Position Analysis
Where would you place YOUR business?
Knowing Your Market ~ Session 3 ~ July 2003
LOW MEDIUM HIGH
LOW
MEDIUM
HIGH
BUSINESS STRENGTHS
M
A
R
K
E
T

A
T
T
R
A
C
T
I
V
E
N
E
S
S
Strategic Position Analysis
LOWEST PRICE
e.g. McDonalds / KMart
OPERATIONAL EXCELLENCE
Through:
SYSTEMS & PROCEDURES
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
LOWEST PRICE
e.g. McDonalds / KMart
OPERATIONAL EXCELLENCE
Through:
SYSTEMS & PROCEDURES
BEST PRODUCTS
e.g. Motorola / Sony
PRODUCT INNOVATION
Through:
MARKET FOCUS / DRIVERS
ENTREPRENEURIAL / RISK TAKERS
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
LOWEST PRICE
e.g. McDonalds / KMart
OPERATIONAL EXCELLENCE
Through:
SYSTEMS & PROCEDURES
BEST PRODUCTS
e.g. Motorola / Sony
PRODUCT INNOVATION
Through:
MARKET FOCUS / DRIVERS
ENTREPRENEURIAL / RISK TAKERS
BEST SOLUTION
e.g. IBM
CUSTOMER INTIMATE
Through:
EXCELLENT COMMUNICATORS ( & Listeners )
SOLUTION DRIVEN ( Think Outside the Square )
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
LOWEST PRICE
e.g. McDonalds / KMart
OPERATIONAL EXCELLENCE
Through:
SYSTEMS & PROCEDURES
BEST PRODUCTS
e.g. Motorola / Sony
PRODUCT INNOVATION
Through:
MARKET FOCUS / DRIVERS
ENTREPRENEURIAL / RISK TAKERS
BEST SOLUTION
e.g. IBM
CUSTOMER INTIMATE
Through:
EXCELLENT COMMUNICATORS ( & Listeners )
SOLUTION DRIVEN ( Think Outside the Square )
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
LOWEST PRICE
e.g. McDonalds / KMart
OPERATIONAL EXCELLENCE
Through:
SYSTEMS & PROCEDURES
BEST PRODUCTS
e.g. Motorola / Sony
PRODUCT INNOVATION
Through:
MARKET FOCUS / DRIVERS
ENTREPRENEURIAL / RISK TAKERS
BEST SOLUTION
e.g. IBM
CUSTOMER INTIMATE
Through:
EXCELLENT COMMUNICATORS ( & Listeners )
SOLUTION DRIVEN ( Think Outside the Square )
Knowing Your Market ~ Session 3 ~ July 2003
Strategic Position Analysis
LOWEST PRICE
OPERATIONAL EXCELLENCE
BEST PRODUCTS
PRODUCT INNOVATION
BEST SOLUTION
CUSTOMER INTIMATE
Where does YOUR business currently see
itself and where does it want to position
itself in the future?
Knowing Your Market ~ Session 3 ~ July 2003
The Marketing Ps to Remember
and Utilise
The traditional 5 Ps plus a
couple of new ones
Knowing Your Market ~ Session 3 ~ July 2003
The Marketing Ps to Remember and Utilise
PRODUCTS
PRICE
Knowing Your Market ~ Session 3 ~ July 2003
The Marketing Ps to Remember and Utilise
PRODUCTS
PRICE
POSITION(or Placement)
PROMOTION
Knowing Your Market ~ Session 3 ~ July 2003
The Marketing Ps to Remember and Utilise
PRODUCTS
PRICE
POSITION(or Placement)
PROMOTION
PEOPLE
PSYCHOLOGY
Knowing Your Market ~ Session 3 ~ July 2003
The Marketing Ps to Remember and Utilise
PRODUCTS
PRICE
POSITION(or Placement)
PROMOTION
PEOPLE
PSYCHOLOGY
PROCESS (or Procedures)
Knowing Your Market ~ Session 3 ~ July 2003
The Marketing Ps to Remember and Utilise
PRODUCTS
PRICE
POSITION(or Placement)
PROMOTION
PEOPLE
PSYCHOLOGY
PROCESS (or Procedures)
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
SYSTEMS
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
SYSTEMS
STAFFING
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
SYSTEMS
STAFFING
SKILLING
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
SYSTEMS
STAFFING
SKILLING
STYLE
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
SYSTEMS
STAFFING
SKILLING
STYLE
SHARED BELIEFS
Knowing Your Market ~ Session 3 ~ July 2003
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
SYSTEMS
STAFFING
SKILLING
STYLE
SHARED BELIEFS
Knowing Your Market ~ Session 3 ~ July 2003
MARKET SEGMENTATION
Understanding your client base
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
Do you know what your Market
and Client Segmentation split-up
is for YOUR business?
Knowing Your Market ~ Session 3 ~ July 2003
20%
80%
Number of Clients
Understanding your client base
High $s
The Pareto factor or 80/20% effect
Vilfredo Pareto 1848 ~ 1923
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
Review the bar chart below showing 3 colour-coded
market segments and the client revenue mix and make
some comments !!
Knowing Your Market ~ Session 3 ~ July 2003
High $s
M
a
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k
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t

/

C
l
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t

S
e
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m
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n
t
s3 Clients
17 Clients
20 Clients
5 Clients
50 Clients
5 Clients
20 Clients
5 Clients
100 Clients
Low $s
Understanding your client base
45 clients (20%) came from across the three
segments with medium to high revenue performance
being enjoyed.
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
45 clients (20%) came from across the three segments with
medium to high revenue performance being enjoyed.
70 clients (31%) came from two of the segments
with lower revenue offerings than the 20 clients in the
light blue segment but they would probably have
higher demands on your time.
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
45 clients (20%) came from across the three segments with
medium to high revenue performance being enjoyed.
70 clients (31%) came from two of the segments with lower
revenue offerings than the 20 clients in the light blue segment
but they would probably have higher demands on your time.
110 clients (49%) came from two segments ~ but
predominantly the light blue ~ where you would have
been working very hard over a number of projects for
little income potential.
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
45 clients (20%) came from across the three segments with
medium to high revenue performance being enjoyed.
70 clients (31%) came from two of the segments with lower
revenue offerings than the 20 clients in the light blue segment
but they would probably have higher demands on your time.
110 clients (49%) came from two segments ~ but
predominantly the light blue ~ where you would have been
working very hard over a number of projects for little income
potential.
Where would you rather position your business in the future?
Knowing Your Market ~ Session 3 ~ July 2003
20%
80%
Number of Clients
Understanding your client base
High $s
Knowing Your Market ~ Session 3 ~ July 2003
High $s
M
a
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k
e
t

/

C
l
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e
n
t

S
e
g
m
e
n
t
s3 Clients
17 Clients
20 Clients
5 Clients
50 Clients
5 Clients
20 Clients
5 Clients
100 Clients
Low $s
Understanding your client base
Data Gathering Sources
Customers you trust
Government statistics
Industry statistics
Company data ~ past work
Trade Associations
Extrapolation from other data ($s / employee ~ competitor analysis)
Market evaluation (SWOT)
Other industry suppliers (e.g. Printers)
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
What do you think I mean by STC?
~
SIZE (& Shape)
TEXTURE (or Things)
COLOUR
~
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
~ STC ~
SIZE (& Shape)
Physical characteristics / boundaries of the
region / area in which you operate.
Physical / Perceived Boundaries
Location
Population Centres
N.B. NOT $s or Capacity
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
~ STC ~
TEXTURE (or Things)
Things that influence (or impact upon) the way a
market (segment) works / operates.
Technological Change
Competitive Action
Government Regulation
Growth Potential
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
~ STC ~
COLOUR
Identified PLAYERS in the Market (by Segment).
* Customers * Competitors * Key Influencers * Industry Innovators * Regulators
DRIVERS ~ Key issues or mindsets that create
their own directional activity.
PEOPLE ~ Key people within the Players groups
who influence your thoughts and processes.
* Ego * Financial * Innovation * Technological Challenge/s
Knowing Your Market ~ Session 3 ~ July 2003
Understanding your client base
Senior
Middle
Administrative or
Operational
Requirements
*************
************
***********
*********
********
*******
KPIs & MOPs
*************
************
***********
*********
********
*******
Management Structure
Knowing Your Market ~ Session 3 ~ July 2003
CAPABILITY PLATFORM
Knowing Your Market ~ Session 3 ~ July 2003
CAPABILITY PLATFORM
CULTURE
Knowing Your Market ~ Session 3 ~ July 2003
CAPABILITY PLATFORM
CULTURE
STRUCTURE / SYSTEMS
Knowing Your Market ~ Session 3 ~ July 2003
CAPABILITY PLATFORM
CULTURE
STRUCTURE / SYSTEMS
COMPETENCIES / EXPERIENCE
Knowing Your Market ~ Session 3 ~ July 2003
CAPABILITY PLATFORM
CULTURE
STRUCTURE / SYSTEMS
COMPETENCIES / EXPERIENCE
PEOPLE / MANAGEMENT
Knowing Your Market ~ Session 3 ~ July 2003
CAPABILITY PLATFORM
CULTURE
STRUCTURE / SYSTEMS
COMPETENCIES / EXPERIENCE
PEOPLE / MANAGEMENT
Knowing Your Market ~ Session 3 ~ July 2003
THE CAPABILITIES PLATFORM
C
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M
S
P
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O
P
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&

M
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G
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M
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T
COMPETENCIES
Knowing Your Market ~ Session 3 ~ July 2003
THE CAPABILITIES PLATFORM
COMPETENCIES
The teams strengths / competencies upon which to BASE the
business ( i.e. The Foundation )
Knowing Your Market ~ Session 3 ~ July 2003
THE CAPABILITIES PLATFORM
COMPETENCIES
The teams strengths / competencies upon which to BASE the
business ( i.e. The Foundation )
SYSTEM / PROCEDURES
The TOOLS which we develop / have to ENABLE the team
( i.e. Empowerment )
Knowing Your Market ~ Session 3 ~ July 2003
THE CAPABILITIES PLATFORM
COMPETENCIES
The teams strengths / competencies upon which to BASE the
business ( i.e. The Foundation )
SYSTEM / PROCEDURES
The TOOLS which we develop / have to ENABLE the team
( i.e. Empowerment )
CULTURE
The way in which the team / business COMMUNICATES
internally and externally ( i.e. Ethics, etc )
Knowing Your Market ~ Session 3 ~ July 2003
THE CAPABILITIES PLATFORM
COMPETENCIES
The teams strengths / competencies upon which to BASE the
business ( i.e. The Foundation )
SYSTEM / PROCEDURES
The TOOLS which we develop / have to ENABLE the team
( i.e. Empowerment )
CULTURE
The way in which the team / business COMMUNICATES
internally and externally ( i.e. Ethics, etc )
MANAGEMENT / PEOPLE
The methods used to continuously review performance and
GROW your peoples skills / experience ( i.e. PDMI ~ Plan, Do
Measure, Improve )
Knowing Your Market ~ Session 3 ~ July 2003
THE CAPABILITIES PLATFORM
COMPETENCIES
The teams strengths / competencies upon which to BASE the
business ( i.e. The Foundation )
SYSTEM / PROCEDURES
The TOOLS which we develop / have to ENABLE the team
( i.e. Empowerment )
CULTURE
The way in which the team / business COMMUNICATES
internally and externally ( i.e. Ethics, etc )
MANAGEMENT / PEOPLE
The methods used to continuously review performance and
GROW your peoples skills / experience ( i.e. PDMI ~ Plan, Do
Measure, Improve )
Knowing Your Market ~ Session 3 ~ July 2003
S.C.R.E.A.M.
SKILLS (continuously learning / improving)
CULTURE (enlightened business philosophy)
RELATIONSHIPS (multi-level associations)
EXPERIENCE (learning & sharing)
AMBITION (a vision for success)
METHODOLOGY (excellent procedures)
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE
2. STRATEGIC FOCUS
3. CLIENT TARGETS
4. CORE STRATEGY
5. COMPETITORS REACTION
6. THE PROGRAMME
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business
results to be achieved for the market segment in order of
importance (and measures). ~ PRIMARY & SECONDARY
OBJECTIVES ~
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business results to be achieved for
the market segment in order of importance (and measures). ~ PRIMARY &
SECONDARY OBJECTIVES ~
2. STRATEGIC FOCUS: How will you achieve the objective
(what you intend to do and how you intend to do it).
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business results to be achieved for
the market segment in order of importance (and measures). ~ PRIMARY &
SECONDARY OBJECTIVES ~
2. STRATEGIC FOCUS: How will you achieve the objective (what you intend to do
and how you intend to do it).
3. CLIENT TARGETS: Whom will you try to influence.
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business results to be achieved for
the market segment in order of importance (and measures). ~ PRIMARY &
SECONDARY OBJECTIVES ~
2. STRATEGIC FOCUS: How will you achieve the objective (what you intend to do
and how you intend to do it).
3. CLIENT TARGETS: Whom will you try to influence.
4. CORE STRATEGY: State the specific benefits you will
promote to get your target client to buy from YOUR
business. How will you get that potential client to buy from
Your business rather than your competitors?
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business results to be achieved for
the market segment in order of importance (and measures). ~ PRIMARY &
SECONDARY OBJECTIVES ~
2. STRATEGIC FOCUS: How will you achieve the objective (what you intend to do
and how you intend to do it).
3. CLIENT TARGETS: Whom will you try to influence.
4. CORE STRATEGY: State the specific benefits you will promote to get your
target client to buy from YOUR business. How will you get that potential client to
buy from YOUR business rather than your competitors?
5. COMPETITORS REACTION: Which competitors will be
impacted by your strategy? What will they do?
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business results to be achieved for
the market segment in order of importance (and measures). ~ PRIMARY &
SECONDARY OBJECTIVES ~
2. STRATEGIC FOCUS: How will you achieve the objective (what you intend to do
and how you intend to do it).
3. CLIENT TARGETS: Whom will you try to influence.
4. CORE STRATEGY: State the specific benefits you will promote to get your
target client to buy from YOUR business. How will you get that potential client to
buy from YOUR business rather than your competitors?
5. COMPETITORS REACTION: Which competitors will be impacted by your
strategy? What will they do?
6. PROGRAMMES: What must be done to make the Core
Strategy operational? What programmes are required to
carry out the broad course of action?
Knowing Your Market ~ Session 3 ~ July 2003
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for the market segment in order of importance (and measures).
~ PRIMARY & SECONDARY OBJECTIVES ~
2. STRATEGIC FOCUS: How will you achieve the objective (what you
intend to do and how you intend to do it).
3. CLIENT TARGETS: Whom will you try to influence.
4. CORE STRATEGY: State the specific benefits you will promote to get
your target client to buy from YOUR business. How will you get that
potential client to buy from YOUR business rather than your
competitors?
5. COMPETITORS REACTION: Which competitors will be impacted by
your strategy? What will they do?
6. PROGRAMMES: What must be done to make the Core Strategy
operational? What programmes are required to carry out the broad
course of action?
Knowing Your Market ~ Session 3 ~ July 2003
Creating those SMART actions for your plan
T.I.M.E.
T = THRUST What is the objective of the action?
I = INTENT How does this action support your goal?
M = MEASURE When do you know youre there?
E = EVALUATE Have you achieved your objective?
Knowing Your Market ~ Session 3 ~ July 2003
This is the end of our third session ~ and
probably the most challenging one, to date ~
but, now that youve got some real strategic
planning ideas to work with, you need to do
some more homework during the next week
~ but this time as a team.
Ill see you all again next week ~ Good luck !!!
Knowing Your Market ~ Session 3 ~ July 2003
Mike Cameron ~ July 2003