Tag: b2b
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All Models Are Wrong, But Some Models Are Useful: Business Implications of a Timeless Truth
Introduction Businesses today rely heavily on models—financial models, economic forecasts, consumer behavior models, risk assessments, and even AI-driven predictive analytics—to make decisions. Yet, no matter their sophistication, models are fundamentally only approximations of reality. The saying “All models are wrong, but some models are useful,” serves as a powerful reminder…
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Warning: No-one Cares About Your Product!
Our executive sponsor at a long-time client used to start off every Grassroots Strategy session by telling the teams to put a jar in the middle of their table and every time someone mentioned the word ‘product’ they had to put $5 in it. She told them that she was…
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Who Should Own Pricing in Your Organization?
Pricing is one of the most important levers your organization has, therefore pricing decisions are some of the most important it will make. Set the price too high, and you won’t sell anything. Worse yet, set the price too low and you are leaving money on the table. That leads…
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This is a Time for Thoughtful Re-Planning
Rethinking your plans in light of the unthinkable To call these times turbulent is an understatement. Obviously reducing the risk to lives is paramount, but the unprecedented threat of the Covid-19 virus and the necessary response are already wreaking havoc across the economy, with some second and third order effects…
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Strategy, Focus and the Perfect Pint
In 1759, Arthur Guinness leased a disused brewery in Dublin and began producing beer for the local market. Like most brewers of his time, he produced a variety of beers to meet a variety of tastes. But by the late 1770’s, Guinness was becoming known for his porter. The dark…
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Is it time to take the ‘product’ out of product management?
Frequently, we are asked to tailor our ‘Grassroots Strategy’ workshops to serve as training for product managers. Typically, the identified need is a lack of strategic thinking and/or tools for analyzing markets in a company’s product manager group. Beneath the surface, however, we believe that the problem may run deeper.…
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Why do I need a Strategy if I have a Corporate Strategy?
Now is the time that you can settle into running your business. You have a set of sales targets, budget requirements and maybe product launches or geographic expansions that you have planned for and committed to for 2020. But independent of all of this, do you really know what you…
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Value Pricing Relies on Effective Segmentation
Bottom line, effective value pricing relies on first having a good segmentation that is based on customer needs. Or, as we often say in our workshops, “value and segmentation always go hand in hand.”
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Now that you have an annual plan, do you really have a strategy?
If you are like many of our clients, you may have thought about strategy and long-term goals sometime in the late summer/early fall and probably presented something to your leadership and/or your board at that time.
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What you need to know about the value of customer relationships
Although customer relationships are important, do they really create value for the customer?