An easy segmentation frame to get and create a quick overview of your current customers and decide where to put resources for growth even keep the business you have
Who are you serving – the Prosumer, Consumer or Nonsumer?
The Prosumer is the one who cannot be without your product or service – A true advocate of your brand
The Prosumer wants to stay with your product/service and do not consider any other offerings in the market place
Consumers would like to stay with your product/services but are becoming increasingly open for other offerings in the market in the new normal
They have looked at alternatives in the “extra” time they have (had) in the lockdown period so remember to show your appreciation for their loyal use of product/service so the consumer has no or limited reason to change
The Nonsumer often has an intense dislike of forming a relationship to products/services – so how can you become a part of their lives? Can your product/service have a purpose for the Nonsumers?
So which one of these segments do you serve and would like to grow in the new ‘normal’?
So, all this, and much more have to play a role for organisations that want to do a kickstart. It won’t always be easy, but you may, occasionally, enjoy the journey and I can almost guarantee you that you will appreciate the results.
So, what could be included in your specific programme?
We are not dogmatic about this, so these are just some suggestions of what could be included in your kick start programme
From a surviving to a thriving export mindset – the eight steps
1. Create a sense of urgency
This is the most important step. Making people involved aware of the need and urgency for change, support will be created. This requires an open, honest and convincing dialogue. This convinces people around you of the importance of taking action. This is required for both the domestic part and the export part if the business is not a global business with full integration across the borders.
2. Create a guiding coalition
It is a good idea to establish a project team focusing on the changes the organization wants and need to implement.
This group manages all efforts and encourages people to cooperate and take a constructive approach.
Preferably, this coalition is made up from people across your organisation so that all can rely on the group and identify themselves with the team members.
Because of the open character, the groups can also function as a sounding board, which enables open communication. When established in the business you enlarge the project team with key customers across your markets and countries
3. Create a vision for change
Formulating a clear vision can help everyone understand what the business is trying to achieve within the agreed time frame. It makes changes more concrete and creates support to implement them.
The ideas of people around you can be incorporated in the vision so that they will accept the vision faster.
4. Communicate the vision
The most important objective of step 4 of this change model is to create support and acceptance among the employees, customers, end-users across all markets and channels.
This can only be achieved by talking about the new vision with the people at every chance you get and by taking their opinions, concerns and anxieties seriously. With this open communication, you also get vital input of changes from the outside world
5. Remove obstacles
Before change is accepted at all levels, it is crucial to change or, if necessary, remove obstacles that could undermine the vision. By entering into dialogue with everybody, it will become clear who are resisting the change. To encourage acceptance of the vision by as many as possible, it helps when their ideas are incorporated and implemented in the change process.
6. Create short-term wins
Nothing motivates more than success. Create short-term goals so that as many people as possible have a clear idea of what is going on. When the goals have been met, the employees will be motivated to fine-tune and expand the change alongside your key customers
7. Build on the changes
Many change trajectories fail because victory is declared too early. However, change is a slow-going process and it must be driven into the overall corporate culture. Quick wins are only the beginning of long-term change. An organisation, therefore, needs to keep looking for improvements. Only after multiple successes have been achieved, it can be established that the change is paying off.
8. Anchor the changes
A change will only become part of your culture when it has become a part of the core of the business. Change does not come about by itself. People must continue to support the change.
Regular evaluation and discussions about progress help consolidate the change.
How you can combine online and offline activities
During the crisis, we have seen various changes in business models and strategies.
Produce better plans, based on your culture, skills and vision
We simply have to be better prepared, skilled and adaptable to respond better and quicker to these challenges. How relevant are 5-year plans when we, sometimes, don’t know what is happening in five days!?
Developing new partnerships
In the world of the new ‘normal’, you will need to develop new partnerships often with non-direct competitors such as ingredients used in your product, packaging or the service surround the complete offering. This will require developing a better understanding of their needs and culture.
The consumer will have changed – but how? More price-sensitive, more used to working from home – how will that influence on you?
The pyramids upside down – do you listen to everyone?
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