Complexity Is The Refuge Of The Unsure! | Gen One Ventures

Perhaps Einstein said it best:?our thinking must change to solve our problems, to create?smarter opportunities!

Leadership needs to demand richer, more extreme CRM based consumer brand publishing veins to develop and deploy
assiduous?advantaged strategies?on command, on demand.?Nettlesome marketing and sales parity in terms of medium weights and measures won?t solve or evolve much needed sales opportunities. Marketers need a highly fluid, highly relevant sales and marketing dashboard switched on 24 hours a day as if in product launch mode minute by minute, hour by hour. Metaphorically, just like a CVS retail store, your?smart dashboard should be ?Open 24 Hours A Day.? Such a?central data?structure defines competitive advantage in a commoditizing market?especially through a ?me too? brand and product landscape. Such an ambient publishing structure allows for assiduous competitive change to be commanded as opposed to abandoned in loss. The net: invest to progress, invest to arrest competitive?threats through a highly mature, wiredrawn marketing dashboard defined as one or more digital displays. Highlight the most important information to track profit and loss activity related to achieving one or more brand, product, service and or market share objectives.

The question is not whether your brand?could be?protracted or retracted but rather how you should brand accelerate, value enhance and?fuel?relevance through the eyes and ears of your customers and of?your competitors customers. Studying the advantages and disadvantages of competitors is called well planned, smart and viable market attack plans. The key for profitable growth, potential market survival as we march into 2013 are 1.speed of facilitation 2. re-deployment of assets 3. relevant sales and marketing investments 4. brand consistency and frequency 5. what?s competitively different and who cares. Most important?is the gathering, managing and course correction of polymath measurements derived from a highly relevant and department wide?digital dashboard.

My team and I openly declared and engine reworked a radically charged sales and marketing philosophy over 10 years ago built on the data mining power of CRM. That in order to win in a highly competitive rough and tumble CE business we needed to act and perform like a world class publisher, collecting, dissecting, understanding and reflecting consumer data. We were focused on building lifetime value for hard invested, hard earned, hard won consumers. We created e-channels across varying consumer spectrums including business, lifestyle, sports, at home, Hollywood, gaming, education and?other emotionally charged content channels. Instead of simply instructing our ad agency to run ads sporadically across varying publishing mediums (newspapers, radio, TV, internet) we internally developed and created our own tectonic publishing command post to best compete, super fuel product sales and accelerate brand equity on a 24 hour a day consumer push and pull dashboard. Not only did we declare it and sell it to senior management and our sales and marketing team, we built it and it worked superbly to?muscle up mighty and powerful competitive brand equity for Samsung Electronics in North America. As you may recall,?back in?2000, Samsung was neither predator nor prey to mighty mature Consumer Electronics brands. We (Samsung) could not solve our weak brand and product positions by thinking and acting the same as market leaders: we needed to radically change, we needed to go faster, further, smarter to solve our core problems. We needed to become a CRM based brand and product assortment publisher highly tuned to create faster messaging, smarter targeting, faster product launches and aggressive brand building programs. Essentially we blurred the line between advertiser and medium. We created our own internal advertising network turned on 24 hours a day with hyper-consistency and frequency to our advantage. Enter Samsung, the highly competitive market making CRM publishing brand and product machine built on the nutrition of new best of breed digital products, a new urbane publishing paradigm. And yes, a highly fluid and mature digital dashboard guided our determination, qualified our decisions, accelerated our ability to course correct. This particular Business Week article by columnist Jon Fine best describes our break through CRM publishing command post and dashboard creating usurping and unyielding brand and product opportunity, 24 hours a day: http://www.businessweek.com/stories/2005-10-30/samsung-the-network

T0 create smarter and faster snap, crackle and pop competitive opportunities Gen One Ventures offers ?5 Principles For Data Advantage? daring you to create?a more inspirited and viable digital data dashboard to command demand, to turn forecasts into heralded, viceroy results:

1. Club Your Competition: A smart sales and marketing digital dashboard reveals the health of any organization within a nano-second, 24 hours a day. It also micro-measures asset throughput, integration and profitability between and within your sales, advertising and product management investments. The dashboard can clobber competitors through historical, real time, all the time data facilitating prompt and smart course correction or acceleration on command. A mature digital dashboard integrated with an advanced CRM data mining backbone will also allow for predicable, statistical revenue and profit modeling for future actions, best competitive returns. A super-fueled dashboard will carefully window channel inventories at the last three feet of the sale, allowing for supply based economics to be favored, analyzed and fulfilled through fast action and reaction to supply demand, supply shortages.

2. Look Out The Right Window: A smart, effective dashboard offers clear knowledge windows for?management decision making across these key data?areas:

• Market centered dynamics from industry forecasts, available?share opportunities, channel opportunities, market strategies, price elasticity.
• Buyer demographics, geo-targets, plans to buy, buyer influences, relevant price point levers, historical data mining.
• Competition revealed, both strength and weakness. Include competitive market share, new product disciplines, channel?affiliations and brand strengths and weaknesses.
• Brand management measurements?from quantitative and qualitative data, from brand to price elasticity measurements?with respect to?line logic data.
• Sales?and margin pool windows comparing: original forecasts through planned channels, market share dynamics and varying price shifts.
• Original business plan for each new product or service inclusive to category market forecasts, targeted buyers, competitive make up, marketing investments, profit yields.
• Supply chain windows to reveal all on hand?inventory, all products in route, all channel inventory, all channel forecasts as well as speed and profit?specifically derived from product turns.
• Daily?advertising costs, investments and ROI actions measured across each and every?marketing trigger: i.e. TV, radio, email marketing, SEO, social networking, outdoor, e-networks, PR placements, partner programs, trade shows, etc.

3. SWOT Yourself: The dashboard accounting administrator needs to work with department heads to deliver a perpetual SWOT (Strengths, Weaknesses, Opportunity and Threats) analysis derived from the collection of key data points. The analysis as well as all
window reports should not be sequestered?or?revealed based upon the?title or role of the?viewer?rather, there should?be just one level of reporting for all viewers. In essence, there should not be a CEO level report within any area of the business that differs from a marketing manager report. It is very important and essential for all levels of the organization to view the same reporting and act upon the exact same data, not different slices and different reporting. The marketing manager may need further training and may need to step up in order to best read, retain and act upon reported data reviewed by the CEO, CFO and CMO.

4. Action Speaks Louder Than Losses: Measurement is always the best stimulus for action, reaction, for smart reform. The core of your digital dashboard and reported measurements through each window must be built from the KPI?s (Key Performance Index?s) of your business plan for each and every product launched. Measurement should include analysis of original market drivers and forecasts as well as all pertinent metrics analyzed and packaged for potential course correction and or?course acceleration.

5. Expect What You Inspect: Through empirical experience, (although all participating team members are required to engage with your company dashboard), it is?a must?to identify a core evaluation team who?understands all facets of your business model and are able to congener data and KPI?s for points of fiduciary observation and review. The daily, weekly and monthly summations at the front end of the dashboard should include:

- A strategic and kinetic health view of company progress across all KPI?s, market share dynamics, rolling forecasts and market conditions.

- A drill down through key analytics prescribing course corrections, comparative and
competitive observations?from?results?tied to?multiple pecuniary performance evaluations.

- Emerging trends and ?must change now??issues and matters across the organization and specific to departmental stimulants and levers.

- Marketing and advertising campaigns?tracked and disciplined through key metrics from TV, radio, print, email marketing, search engine optimization (SEO), social placements.

- A cored down, KPI specific tactical report on data by channel, by customers, by
segments by forecasted targets.

- KPI?s drilled down to functional reporting responsibilities i.e. marketing,
advertising, sales, supply chain, financials, etc.

Digital dashboards are not an option. Your organization should?have distributed desktop dashboards and a?central ?War Room? with multiple screens and windows for team meetings and metric evaluations. Old style dashboard windows, singular in data and scope are rapidly being replaced and transitioned from proprietary creations to multi-functional profit tools to benefit and muscle up departments throughout your enterprise. Remember,?complexity is the refuge of the unsure. If you do not auto-dashboard centralize relevant and most important data for individual and team review, data access becomes complex, fuzzy muzzy and potentially irrational or ignored. Best of breed digital dashboards are smart catalysts for team playing, smart forecasting, speeding up your business, building long term and profitable competitive advantage.

Peter Weedfald, President Gen One Ventures & Author, Green Reign Leadership

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Source: http://genoneventures.com/blog/2012/12/complexity-is-the-refuge-of-the-unsure/

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