- This day was wonderful and really helped us understand the differences between sales and marketing and how we need to focus on both.
- We really had a great discussion on the definition of Marketplace Positioning and the Unique Selling Proposition and all its confusing terminology. As a result we are much clearer on our Positioning and what we need to do to build and sustain it.
- The Systems Thinking Approach to Sales and Marketing makes the most sense of anything I have ever seen in the field—our Strategic Marketing and Sales Plan has now begun successfully.
- Our Strategic Marketing and Sales Plan underwent a thorough and systemic analysis. Now we know what we need to change to be successful.
- Previously we had developed a Strategic Planning for Marketing and Sales but it was subject to the SPOTS SYNDROME (Strategic Plan on the Top Shelf). We now have a solid process of Leading Strategic Change.
- I now have a much better understanding and Game Plan that is appropriate to our products and services as they move from Simple to Complex Sales efforts.
- Thank you for the broad array of powerful tools that are simple and practical and I can implement immediately.
- It was great to identify the right Key Success Measures/Goals for our Marketing and Sales efforts. We had been just measuring comprehensive activity metrics.
- We have had a list of critical issues facing us but we now have a small set of Core Strategies that are focused and leveraged to deal with them all in the proper sequence. Thanks.
- We really had no real understanding of the full range of e-commerce marketing and sales options for us. Now we have three I think will be quite successful.
• “To Do List”; norms; materials; sample plans
• Strategic Issues list
|2. What is Strategic Planning vs. What is Business Planning (4 choices)|
|3. Three main premises:
a. “Systems Thinking—Focus on Outcomes Serving the Customer”
— What is a system?
— A–B–C–D–E: A New Orientation to Life
— Four phases/many uses — Overview of concepts and research results
— Strategic Planning leads the way (A–B–C–D–E)
— Model; steps; tough choices
— Culture change: Three kinds of change
— Change via an “Organization as a System” Model
— Right Answer #3: Customer Focus (Key Commandments)
|10:00||b. Planning is a part of management
— Five functions of management?
— Right Answer #1: Strategic Management System (SMS)
— Strategic Change Steering Committee (to manage change)
|c. “People support what they help create.”
— EI = f (Q x A)
— Cascade of planning
— Parallel process/key stakeholders listed
— Right Answer #2: Leadership/Management
|4. Summary close|
|1:00||5. Begin to conduct an actual Plan-to-Plan session
a. Barriers and issues
b. Amount of team building/leadership development desired
c. Environmental Scanning
d. Committee membership; roles; commitment
e. Support team membership; roles; commitment
f. Outputs tailored to your organization
g. Tasks; flow; timing vs. budgets
|4:30||6. Next steps; “To Do List”; closure|
Table of Contents
|Part I: Defining Marketing and Sales|
|Part II: Executive Briefing|
|• The Systems Thinking Approach
• A Strategic Management System
|Part III: Three-Year Business Planning: Step-by-Step Step|
|#1: Getting Started: Plan-to-Plan
• Organizing: Plan-to-Plan
|• Phase A||Step #2: Ideal Future
• Positioning/Rallying Cry
|• Phase B||Step #3: Key Success Measures|
|• Phase C||Step #4: Current State Assessment Step
#5: Core Strategy Development Step
#6: Three-Year Strategic Action Items Step
#7: Annual Plans/Budgets
|Phase IV: Successful Implementation|
|• Phase D||Steps #8-9: Plan-to-Implement/Change Management Step
#10: Sustain High Performance—Annual Strategic Review