It was interesting to read in the latest Profit Track 100 report that, in the wake of the credit crunch, strategic alliances are being seen as a strong route to profitable growth.

With the days of cheap debt behind us, companies are looking at alliances and joint-ventures as alternative strategies for rapid expansion.

There are a number examples in the report, including the Virgin credit card, an alliance between Virgin and Bank of America.

Certainly, strategic alliances are a good way of leveraging growth potential. In the case of the Virgin credit card, it now accounts for 5% of all new credit card business in the UK, just 5 years after it's launch.

As the report high-lights, with M&A transactions significantly down on last year and a third of the list having improved their earnings through acquisitions, "next year's tenth anniversary Profit Track 100 may well have a different complexion"

Labels: business development, funding, strategy

Following on from my last post on "Live R&D", I was reading Alpha Leadership (Deering, Russell & Dilts), and found an analogy which pretty much captures the concept of "Live R&D".

In terms of modern warfare, there was a time when a marksman would ready himself, take aim, and then fire. If he missed, he would calibrate the result he got and then run the same procedure. The phrase "Ready, Aim, Fire" is so natural to us that you may still think it's the title of this blog - read it again ;-)

Whilst guns worked well with stationary targets, problems arise where the target is mobile, or an accurate position cannot be established before firing.

In the age of precision guided munitions, you fire first...then you take aim. This allows "smart" weapons to adapt themselves to changing circumstances and intelligence in-flight.

This strategy of "Ready-Aim-Fire" is the reality facing all entrepreneurs and organisations in fast changing markets. If you spend too much time on "Ready, Aim" (strategy and market calibration) before you try something you will waste valuable time and opportunities.

One of the values we provide our clients, large and small, is the necessary agility to rapidily take a proposition to the market, adjust "in-flight" based on live feedback and intelligence, and hit the target.

Once a process has been developed, our clients are able to scale-up with by sales outsourcing, building an internal resource, or a hybrid of both models.

Labels: sales, strategy

The first time I heard the term "Live R&D" I thought, "this is something I understand".

I've know many companies who spend hundreds of thousands in designing and perfecting their technology and then realise that it's not what the market wants. Sure, you've got to have the vision and gut feel to get started but, as soon as possible, you need to test the market.

"Everyone really likes it" or "everyone thinks it is a great idea" are two of the most common phrases I hear...often followed by "but we haven't sold any yet".

Why? Well, once you ask someone to put some money down you begin to get real market feedback. It's where the "rubber meets the road", as they say ;-)

Now, this is where our lead generation and sales outsourcing services are the ultimate in "Live R&D" for startups or companies developing new products or services.

We take your product or service and test it in the real market. We develop and refine your value proposition, give you feedback on what the market thinks (and is prepared to pay) as well as providing valuable insights on the competition.

Plus we're developing a sales process for you; one which you can quickly scale up to really acellerate your growth, which is a very important factor if you have a headstart in the market.

Labels: sales, start-ups, strategy

I've been re-reading "Go To Market Strategy" by Lawrence G. Friedman and I'd forgotten what an excellent book it is.

It really is one of those "the title says it all" books and to my mind is essential for anyone launching a new product or service.

The section on "the ten commandments of going to market" is a classic. The book sets out the concept of "channels" really clearly and, re-reading it again, gave me additional thought on the value of sales outsourcing.

So much so, it's inspired me to write a report explaining how sales outsourcing can be used effectively as a go to market strategy for startups and growth businesses.

Watch this space.

Labels: sales outsourcing, strategy