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How can we identify growth engines we may have overlooked?
We’ve always been the market leader. But new competitors are closing in and grabbing customers away from us. What should we do? Some customers choose technologically inferior products over ours at the same price points. What can we do about it? How can we compete successfully for customers’ orders without discounting our offerings heavily? We base most strategy decisions on assumptions about our markets and customers, yet too often we crash and burn. How can we get it right the first time?
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Finance and the business units often clash over strategic priorities. How do we get them on the same page? Engineers drive too many decisions around here. How can we convince them that customer needs count as much as bells and whistles? How can we make sure our brand and product differentiation clearly distinguish us from competitors and give us an advantage in customers’ minds No one can agree on how to segment our markets: By company revenue, number of employees, industry, geography, customer needs, benefits? How should we decide?
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