|Issue 10 Volume 2 October 2010 www.jthawes.com|
Business Growth in 2011
The year is winding down and planning is starting for 2011. The environment is difficult, competition is intense and the old ideas are not likely to work well in the futureWhat do you do?
Now is the time to think strategically. Examine your assets thoroughly, understand the competitive environment better and define strategies that will deliver the growth you need.How do you think strategically about business growth?
With Don Springer of The Colton Group
, I am conducting a survey of small-to-medium size business leaders. We are examining how SMBs are approaching the 2011 business growth challenge. If you are an SMB leader or managing a business within a larger corporation, please take a few minutes to give us your thoughts.Remember, I can help you. I am good at it. Let's talk.
Growth Strategy Survey for SMBs
How do you think about growing in 2011? How do you approach strategic topics? Share your thoughts and opinions and learn how others approach the challenges.
Don Springer (The Colton Group) and I are surveying leaders of small-to-medium size businesses to understand how they think about effective business strategy. The survey is twelve questions and will take you about 7 minutes to complete. All responses are anonymous (unless you enter your email for the prize drawing).
Complete the short survey by October 29, 2010, and be eligible to win a $50 Amazon gift certificate (winner will be drawn from all entries received and will be notified by November 3, 2010).
Click Here to Take the Survey
We would be happy to share the summary results from the survey with you. Simply email your request to me at email@example.com. Results will be available by November 10, 2010.
Thank you for your time and opinions.
Competitive Intelligence Flow
Use a standard process to pose, investigate and resolve competitive questions.
I recently presented competitive intelligence topics to an entrepreneur group from (largely) Harvard graduates. Though some challenges they face are similar to those of large corporations, there are differences. Indeed, the need for competitive intelligence might be greater for the start-up companies.
Why? Here are five reasons.
Click here to see the presentation that I gave.
- There is a smaller margin for error for start-ups.
- Identifying initial markets and customers is critical to survival.
- Each start-up leader must wear many hats and that means that some specialties (e.g., competitive intelligence) are overlooked.
- There is an emphasis on speedy decisions for making, implementing and adapting business strategy.
- Start-up leaders often do not have training or experience in effective strategy analysis.