Meeting #3 for Strategic Planning

The third meeting is scheduled off site close to headquarters from 9-4 so that each member is able to handle their daily routine (e-mail, phone calls, 1 to 1's, and paperwork) before and after. If you find it difficult to begin on time because of this, you may find 7:45-3 easier. Respecting their time & responsibilities will reduce their concerns and thereby increase participation.

The goal is to get everybody on the same page regarding some basic marketing issues. It may seem elementary but, believe me, if you have truly put together the diverse team needed for maximum value, you must take the time. They, by definition, will approach things differently.

An effective way to begin is to have a discussion as to why customers buy from you. Consensus should center around providing a unique product/service better than your competition. Whether it's faster, lasts longer, more cost effective, or one of a kind, if you are the winner, you have provided something unique: unmatched value. Your core competencies make this possible.

How do you provide value? Introduce & discuss core competencies. Examples in the print industry might be special substrates, large format, file manipulation, specialized bindery, or 2-day turnaround. And WITHIN each of these areas you've probably exceeded expectations further, such as within a product line like insurance, advertising, or health care. There are many more, but the idea is that whenever we can focus to the point where few or no one else can do the same, we win.

What follows next, much of the time, is that you discover you're not unique enough, or you're a "me too". If so, no wonder you've experienced declining margins, lost volume, or are unable to compete on large opportunities.

The discussion should then lead to what your customers want that you're not providing. This may start out rather broad, and may be unpleasant to hear, but it should not be suppressed. Because you are now thinking like your customers, this is a time where a discovery of weaknesses can lead to a positive vision of your future success. Worry about HOW you'll do it later, and concentrate on the value that your customers will pay to get.

This is a natural time to talk about your ideal customer, and opportunistic vertical markets you may want to explore. This must be discussed thoroughly & documented carefully. If you don't have everything you need to meet these needs (almost always), then it's productive to talk about your customers (prospective as well as existing), and products needed (new as well as existing).

The Four Quadrants should emerge here. Make sure all understand why targeting existing customers with existing products is easier than new customers with new products. Here, the foundation should be laid upon which future decisions are made.

Now that the realization has sunk in that you have much work to be done, the direction you take needs to be based on data. This is where your internal scanning is introduced. One way or another, you must take stock, from as many of your employees as possible, of where you stand objectively. Questionnaires & focus sessions are very helpful here. They can be purchased or you may choose to create them internally.

The feeling in the room as you complete this 3rd session can manifest itself in many ways. Don't worry if many seem overwhelmed with what's needed to be accomplished. Others may be very excited with the challenge ahead. This diversity of attitudes & approach is part of what will make you better; it facilitates them coming together as, & appreciating the team.