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Independent Consultant
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Six Rules for Increasing Revenue and Profits
http://www.marketingcrossing.com/article/index....
clipped by suzip Apr 09, 2008
executives increasing revenue senior-level strength sustainableNotes by suzip: Here are six steps which Senior-Level Executives follow for Increasing Revenue of the company by developing deep Sustainable Strength.
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Six Rules for Increasing Revenue and Profits
By Wes Ball
Too much of American business is focused on cost management, the Achilles heel of American industry. What most businesspeople have failed to realize, however, is that almost any company has the potential to geometrically increase its revenue stream and profitability. Moreover, studies of how “Alpha companies” come to dominate a product category or industry prove that you don’t have to be the dominant company in your category to benefit from the Alpha model. Almost any company of any size can create dramatic, sustainable growth — usually in a year or less — by following the same strategies and rules that Alpha companies employ.
Here are six rules that CEOs, senior-level executives, executives at second- and third-tier companies, and owners of smaller businesses can apply to become — or at least act like — an Alpha company and navigate past the cost-management trap to revenue-side management.
Wes Ball
Rule #1: Functionally satisfy at least the minimum; emotionally satisfy the maximum. If functional-needs satisfaction were the true differentiator of top brands and survival brands, Coke would not be an Alpha — Pepsi clearly proved that it was preferred in blind taste tests. To work toward becoming an Alpha, you must meet at least minimum functional needs and provide higher levels of satisfaction and significance than your competitors. You must make customers feel smart, appreciated, more attractive, more respected, and/or more fulfilled.
Rule #2: Don’t compete on price. Alpha companies don’t gain or maintain their Alpha status based on price alone. In fact, they compete less on price than their competitors do. Don’t get confused about the importance of price. Price is the final value judgment customers make — it is the conclusion they create based on weighing all of the benefits a product or brand seems to offer.
Rule #3: Drive expectations. You must differentiate your brand not by what it does, but by what it makes customers want. If your company can satisfy those things better than anyone else and at a higher level of emotional-needs satisfaction, it can then generate controlling influence with customers and competitors. The company that can drive expectations — among customers, distributors, and/or referral agents — to the highest level has the greatest immediate influence in the marketplace.
Rule #4: Measure causes over outcomes. Measuring and comparing sales, profits, market share, brand awareness, stock prices, margins, or any of the other outcomes that businesses spend so much time worrying over only clouds the focus on the causes that drive those desired outcomes. It is far more productive to understand your company’s performance in terms of causal factors, such as perceived satisfaction of needs (especially self-satisfaction and personal significance), than in terms of final outcomes. The list is long, but other key causal factors driving revenue generation include communications effectiveness, brand differentiation, and loyalty generation.
Rule #5: Critical change occurs once competitors start to follow your lead. This process of leading the pack starts with driving new and higher customer expectations. Once competitors discover that your customers are influencing customers of other products to buy your product because you have set new, higher expectations, those competitors start to follow your lead. When this happens, you have established a level of influence momentum that can be sustained for as long as you protect the ''Alpha assets'' that got you there, such as product performance, availability, company personality, customer support, and so on.
Rule #6: Deep, sustainable strength takes time. Like almost everything else in life, developing deep sustainable strength takes time. Although a company can become an Alpha in a short period of time, to sustain that leadership status takes much longer. Customers, competitors, distributors, referral agents, and even employees need to become accustomed to seeing you in the leadership role and following your lead. Your corporate management also needs to get your company’s culture accustomed to that new lead position. Companies that dominate their categories make it a priority to maintain and protect their Alpha assets relentlessly.
Ball authored The Alpha Factor: The Secret to Dominating Competitors and Creating Self-Sustaining Success.
About the Author
Wes Ball is founder of The Ball Group, a strategic innovation management consulting firm, and author of The Alpha Factor: The Secret to Dominating Competitors and Creating Self-Sustaining Success (Westlyn Publishing, www.thealphafactor.com).
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Hasbro . . . The Movie?
http://www.marketingcrossing.com/article/index....
clipped by suzip Feb 25, 2008
artists creative dynamic executives hasbro Marketing movie toyNotes by suzip: Hasbro Movie in Marketing Dynamic has flipped the Toy Executives with some Creative Artists Agency in Major Hollywood Studios.
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Hasbro . . . The Movie?
By Akbar Ali
Confession: as a kid growing up in the late 80s and early 90s, I spent virtually every weekend morning planted firmly in front of the family room television set from dawn until noon, watching — nay, inhaling — with almost addict-like pleasure the parade of Saturday morning cartoons that gave me my weekly fill of intergalactic battles, falling anvils, and humanized animals saving the world from an endless line of evil witches, mummies, and Smurf-haters. In fact, I could even have told you what day and time it was depending on what was on TV. And much to the chagrin of my parents, who tried unsuccessfully to haul me and my sisters off to the library, swimming lessons, or (ugh) Sunday School, the grip of my cartoon comrades on my eight-year-old mind was simply too potent to be broken.
