Lasting Success

Marketing – many roads lead to Rome… If you have read about Fundrise already – you may have come to the same conclusion. but for the sustained success of an organization, there is only one way: careful strategic planning, followed by concentrated, consistent and controlled implementation. If you’re not planning loses ‘ formulated 2007 the portal mittelstanddirekt.de and a joint study by Steria Mummert consulting with WIrtschaftsWoche-online (according to Internet information) noted that more than 40% of the German company put relatively little emphasis on strategic planning. One of the secrets why many companies generate first generally better sales and second are far less vulnerable in the crisis than the plan-less is precisely ‘. What is it about? Every company needs an alignment, a goal to which all employees can orient.

This involves both the product statement as such, as well as the financial objectives, market / customer objectives, the various distribution channels, etc. This orientation ‘ needs by management at any time and everywhere lived before and convincing be presented, this is also the employees (everyone is a changing marketing column ‘!) so can identify. Albert Einstein said: imagination is more important than the knowledge must therefore be ensured that on the one hand all information about the may (= imagination/creativity!) to be supplied – global – markets exist, but also the knowledge of all the employees whether currently existing (core) competencies already in use, or is not current, it be mentality knowledge, special technical or commercial skills, language skills, etc. This information for the markets already supplied, in conjunction with the open (almost) any company to be able to operate additional opportunities in other market segments. Thus, this knowledge forms the basis for a plan B’, if the shops in the previously supplied markets take off or to the company as a whole on a wider Base to make. Of the existing capabilities of the company and its employees should a company-specific fingerprint ‘ to be developed, which the company itself from direct competitors (often even much!) is different.