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Posts Tagged ‘tactics’

“They were worried that I would get bogged down in wanting to do things, not just create strategy.”

David Polinchock / @lbbinc

One of the topics covered during the #LikeMinds Summit this past weekend was precisely this: The chasm between strategy and execution, especially as businesses struggle to understand how to leverage, integrate and operationalize Social Communications (what you do with social media platforms) in the coming 6-24 months.

Unfortunately, because the C-suite tends to look to itself when it comes to “strategic masterminding,” the focus too often shifts from execution at the customer level (the most important thing a business should be focusing on on) to… being the guy who came up with the game-changing strategy that will secure more funding and increase influence within the organization.

When this happens, strategy becomes a product, and that’s bad. Strategy isn’t a product. Strategy exists mostly in support of execution.

Any idiot with a powerpoint deck can deliver a “Social” strategy:

“We’ll create a facebook fan page, a twitter account, a LinkedIn Group, a YouTube channel, a blog, and a Flickr account too! We’ll convert all of our customers who participate in social networking into fans and followers, and we’ll engage them with content at regular intervals throughout the day. We’ll embed hyperlinks into our tweets and facebook updates so we can pull them to our website to increase traffic there. We’ll get lots of extra clicks. We’ll gain mindshare by being there with them on their favorite social platforms. When they talk to us, we’ll respond. We’ll monitor sentiment and mentions. Our social media strategy will be a success.”

Um… yeah, except… no.

Sometimes, companies focus so much on developing and implementing strategies that they forget to focus on what’s important: Focusing on the customers. That’s priority numero uno. As a consumer, I don’t give two shakes what a company’s latest strategy is. I really don’t care. You want to gain 4% market share in the next quarter? You want to dominate the tablet PC market? Okay. Great. What’s that to me? All I want is for you to improve my life. How are you planning on doing that? How does your strategy actually make anything happen on the ground? Have you thought about what happens when your theories actually touch the real world?

The gap between high level strategy and ground-level execution can usually be summed up this way: Do you understand the tactics and ground level dynamics enough to ensure that your strategy will turn into something more than just an inspiring powerpoint presentation? Yes = small or no gap. No = huge gap.

On the ground, in the real world, what does your grand strategy do to make me want to spend more time recommending you to my friends? Spend more time wishing I could fill my garage with more of your stuff? What’s your strategy to make my experiences with your brand outclass and outshine my experiences with every other company? What’s your strategy to be awesome?

Don’t just look at strategy from the top down and the inside out. Also look at it from the outside in. How does it play in terms of influencing customer perceptions and behavior? How does it differentiate you or increase preference?

Let me illustrate the difference between tactically-agnostic strategy and tactically-savvy strategy:

What could you do TODAY that would change the way customers feel about you?

a) Give them a 10% off rebate that may take 30-60 business days to process. (We’ll worry about eroding margins and loyalty later.)

b) Knock their socks off with incredible customer service. (Smiles are free and being helpful makes customers come back.)

– or another choice –

a) Try to nickle-and-dime a guest with a $10 bottle of water in their hotel room (hey, going after that incremental revenue looks genius on Excel. Let’s charge extra for everything! We’ll make billions off premium pillow mints.)

b) Slap a note on the bottle that says “It’s water. Of course it’s free.” (The repeat business, loyalty and recommendations are worth more than the odd begrudged transaction.)

Which hotel chain is more likely to get repeat business and earn recommendations?

Which of these options do you think a disconnected top-down strategy might have generated? a) or b)?

Strangely, few companies have an “awesomeness” strategy. They have growth strategies, sales strategies, reach strategies, campaign strategies, pull strategies… all of which include a lot of content creation, content distribution and push/pull schemes created and directed from the top echelons. Great stuff, don’t get me wrong. But also lots of wasted energy working its way down to customers through less than fluid “channels.” Lots of energy wasted encountering friction and resistance on their way to the customers. Encountering snags and problems.  That’s the execution gap. That’s the part of implementation that too much emphasis on strategy, coupled with an operational chasm between the “strategists” and the “doers” creates.

So, your company isn’t short on strategy. You have dozens if not hundreds of powerpoint presentations to prove it. The quarterly deluge of strategic plans and “bullet points” and budget proposals to prove it. Social Media-related or otherwise. How’s that been working out for you?

Social Media – as it relates to Brand Management, PR, Marketing, Business Development, Community Management, recruiting, internal collaboration, product innovation and crisis management – isn’t about developing the winning strategy. There’s no “win” in developing or delivering a strategy.  Any strategy. Ever. Anywhere. I mean, yes, you’re smart. We get it. Thank you. That’s wonderful. But now what?

The reality here, the nugget, is this: The emphasis on top-down strategy is completely wrong for Social Media and Social Communications. The way to truly make Social Media and Social Communications WORK for business requires a focus on enablement, not strategy. Strategies don’t generate revenue. Strategies don’t win market share. Strategies don’t make customers loyal. Strategies are bullets on a slide, ink on paper, words across a conference table. They’re essentially worthless until you can use them to move a needle.

The disproportionate investment in strategy vs. implementation and execution is at the heart of why “Social” works for so few companies right now.

1. What are we trying to improve? (What should we be trying to improve?) <– Start with customer experience. Always.

2. What will it take to make that happen?

3. Does Social fit in?

4. If so, how?

5. What can Social help us improve?

6. What will it take to make that happen?

That’s it. Those those 6 questions. Start there. Stop talking about it. Move towards something your customers will be able to grasp, enjoy, value and convey.

Next time someone wants to sell you on a strategy, tell them to come back when they can show you exactly how they plan to implement it. Always make the strategist responsible for the execution. You’ll save yourself a lot of headaches, and things will get done a lot faster.

Cheers,

Olivier

PS: The upcoming Red Chair double-workshop in Portland, Oregon (PDX) on March 11 and March 12 focuses on precisely that: How to actually put all of this into action. How to make it work. One session is designed for enterprise space management and executives, and the other for account management and Social Media for small business. It would be lovely of you to help spread the word, even if you can’t attend this time around. 🙂 For registration and information, click here.

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You would think that we wouldn’t need to bring this up anymore, but I have noticed recently that some folks still have a little trouble separating Vision from Strategy, and Strategy from Tactics. So for everyone’s benefit, let’s go over the differences between the three, this time courtesy of the very bright Christopher S. Penn:

Vision: If you don’t know why you’re in business, if you don’t know why you get up in the morning every day, you don’t have vision. You don’t have a reason, you can’t answer the question of why.

When the alarm rings at 4:55 AM every weekday, I get up and go to the Student Loan Network with the overarching reason of going to help someone get an education. I believe in education. I believe that education on the whole makes things better, makes society better, and in true enlightened self interest, makes my world better. Smarter people around me means better conversation, better ideas, better friends. Smarter coworkers and colleagues means higher paid colleagues and my share of the tax burden decreases proportionally the smarter and more talented everyone else is.

If you can’t answer why your company exists (besides make money), then you have no vision.

Strategy: Strategy is knowing the destination. Knowing where you want to go, knowing what the goal is. Strategy is having defined, achievable goals that are in alignment with your vision.

If my vision is to help someone get a better education, my strategy is to develop trusted relationships with that someone so that we mutually benefit. I vend products and services that I believe in, that will legitimately help my customer achieve a better education, and I am compensated in return. If I say I want to build one million trusted relationships with customers to help them afford an education, that’s a strategy. That’s where I’m going.

If you can’t answer where your company is going, then you have no strategy.

Tactics: Knowing how to get there, how to get to our destination, how to achieve on a turn by turn basis the mission of getting the van to the end point. I need a map.

If my strategy is to build one million trusted relationships with customers, then I need allies. I need to develop relationships with influencers and force multipliers who can help me share things like the Financial Aid Podcast. I need tools like Blue Sky Factory’s Publicaster email service, I need techniques like search engine optimization, I need great products and services that are worth talking about so that others are so inspired that they want to talk about them without my goading them to.

If you can’t answer how your company is going to actually get to the destination, then you have no tactics.

Let’s review:

Vision: Why are we even getting in the van?
Strategy: Where are we going?
Tactics: How are we going to get there?

Finally, a couple of key mistakes I’ve seen especially in social media.

“It’s all about the community!” Wrong. That’s like saying, “Put more people in the van!” So what? Now you have a van full of people. Do you know why they are there at all? Do you know where you’re going? Or are you just in a van with a bunch of people hoping someone else drives ahead of you and you can tag along?

“It’s all about driving traffic to our shiny 2.0 widgety trendsetting flexible scalable social media hub!” Wrong. That’s like saying, “Drive the van faster!” So what? You’re driving the van really fast. Do you have any idea where the van is actually going? Drive the van faster is both useless and dangerous, especially if faster means into a telephone pole.

“It’s all about being remarkable!” Wrong. You’ve got a nice van. A really nice van. A tricked out van. So what? The product is not the marketing. Yes, absolutely, taking a road trip in a nice luxury limo will be a lot more pleasant than taking a road trip in a beaten up Yugo. But if you don’t know where you’re going, you have no map, and you don’t know why, all you have is a nice van, and while it’s remarkable, you’re still not going anywhere.

Remember: why? where? how? and you’ll know vision, strategy, and tactics.

Simplicity at its best.

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