the most overlooked element of business growth
65% of organizations have an agreed upon strategy.
Less than 10% of all organizations successfully execute the strategy.
The biggest reason go-to-market programs fail to meet expectations is not misguided strategies or ineffective execution. Even the most brilliant strategy and determined execution will fail its expectation when there are weak links in its tactical alignment.
That's why we have structured our business growth engagements around ways to help our clients identify and fill tactical alignment gaps in their go-to-market strategies and programs.
the gap between strategy and execution
An effective value chain supported by the right people and resources, efficient processes, shared values
Capabilities, products and services correctly matched to customer problems and preferences
Value based differentiation that separates a market offer from real and perceived alternatives
Compatibility with external forces and regulations that influence strategy and execution
How to isolate weak links in alignment
The problem is that weak links in strategies and execution are not always visible. Strategic business leaders, operational management, and even front line employees become so involved with the day-to-day, they often become blinded to reality.
Tactical alignment shouldn't be put on autopilot once a go-to-market strategy has been formalized and execution has begun. Instead, because proper tactical alignment is the most important factor in achieving the desired outcomes, it requires testing and must be challenged from the start.
Discover how fact-based research is used to fortify go-to-market strategies, isolate hidden growth obstacles, and unleash the power of your organization's value chain.
A fast-paced, exploratory engagement that uncovers weak links in your go-to-market programs. Executive workshops, on-site/in-field assessments and external market research are used to identify growth obstacles, unlock opportunities for business expansion, and provide input into action-based recommendations
Go-to-market programs are only as good as their weakest link
Has your company fallen into the differentiation trap?
The differentiation trap is real and it's dangerous. What's worse is that nearly every company will fall into it at some point in time. The consequences are devastating but they can be easily avoided. All it takes is "another set of eyes" with the objectivity along with the tools and research to see things as they really are.
So what is the trap? It may be complacency or it may be obstructed vision, but there are 3 traps you may fall into.
Harvester Competitive Analysis and Market Positioning:
We conduct primary and secondary research to complete an unbiased analysis of your competitive positioning in the market. We begin by profiling your company, products, and services, and then go into the marketplace to conduct primary and secondary research.
With fact-based data we test and measure the effectiveness of your competitive differentiation and
develop an actionable plan to leverage or improve your differentiation
Strategic Planning Workshops
Identify opportunities, challenge assumptions, provide an environment for creative brainstorming and uncover blind spots along with faulty assumptions.
Market and Competitor Research
Conduct primary and secondary research to fill knowledge gaps. Industry, market and competitor intelligence is brought into your company.
Evaluate scenarios and alternative courses of action that may exist. Rank scenarios and prioritize based on risk/return and feasibility.
Vet final recommendations and prepare an operational plan. Tactics are defined and an actionable road map is developed to guide and monitor execution.