The people who are successful in Fantasy Football usually have two things going for them: Good players and good luck. Even if you pick the best players, there is no guarantee of success. There are always injuries, trades, and bad seasons.
In business, many variables can affect the outcome. You want to select the best opportunities for your business to increase your chances of success, just like you would choose the best players in order to win.
There is no way to predict which opportunities will be successful and which ones will not. You can instead arm yourself with the information you need to make informed decisions. What model or process would you use to ensure that your choices had a higher chance of success? What are some ways to evaluate opportunities without relying solely on luck?
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David, I find it difficult to make sure that a company communicates with one voice, particularly if they are large. Otherwise, the left hand will sound like it doesn’t understand what the right is doing. Readers share their tips on how to communicate with one voice in different markets.
1. Create a consistent corporate message.
2. Identify your primary offering.
Create a unique corporate message.
Most people will tell you to create your corporate brand or message. If you are sending mixed messages, it means that your company may not have a corporate statement. It’s time to develop one. Barry Vusko, Creative Director at Firestar Communications, tells us what you should do when your company has figured out its message.
This “unifier” is needed. This unifier will likely be a senior marketing executive (VP of Marketing, Director of Creative Services, etc.). Who can…oversee branding and messaging across business units? This person works closely with managers and department heads to determine the best way the corporate brand can be integrated with each unit’s business. The unifier must be able to comprehend the needs and goals of each team, as well as their business.
This type of work can produce a brand model that has been approved by management, a marketing strategy showing how each major unit is positioned in relation to the brand and the “product” it represents, and a brief for creative ideas. This last piece is the “rulebook” for anyone doing any corporate communication. It is a direct copy of the marketing plan and brand model. Following a creative brief ensures that all communications–internally or externally–are consistent. The short answer is to say that it can be a question which can lead people to think of books.
Another reader suggests that you simplify this complex situation. The solution is to develop an integrated communication strategy:
Synergy is the key to delivering a consistent message that is clear to your customers and potential customers. Look at the way you want your organization to be perceived. What are the most important values to convey? What makes you different from your competitors? How can you implement your marketing strategy? Look at the way these messages are communicated. Notes can have other content, but they must always align with the organization’s core values. To avoid confusion and reduce impact, all communications must be clear and integrated.
Understandably, different departments want to communicate their messages for their benefit. All marketing communications should be checked to make sure they are consistent and that the news is the same. To increase the effectiveness of communications and to make it easier to recognize the organization, the corporate identity should be used in all communications.
Adrian Woodliffe from GENISIS poses some questions for you to think about when dealing with the issue.
Have you created a brand identity guide that addresses the “voice” of your brand both visually and verbally? It might be worth getting one and making sure that it’s well-integrated into all units of business. A brand caretaker should also be appointed in each department to ensure consistency.
The same message can be delivered in a variety of styles, languages, and media, just as it is with family members. David, in your case, I am sure that the audiences are different, and this nuance must be acknowledged. Don’t be afraid to celebrate differences. Just make sure the message remains the same.
You’ve also given a good example of what can happen as a company grows. Does your brand system/structure fit the business strategy of your company? How independent are these growing units? Do they have their profit centers? Are you able to adapt and give these units their (sub-)brands? Have you asked them if they believe they have the same message or (as I suspect) that each team has its unique message?
Identify your primary offering.
It’s also important that everyone knows what your business offers: your main products or services, no matter what markets you are targeting.
Donna Mellion, vice president of corporate communications at Landstar System, Inc., shares the experience of her company:
We are a holding and six operating companies in the transportation sector. Our active companies consist of 10,000 small business owners, as well as third-party capacity suppliers strategically located in the US, Canada, and Mexico. Although you might think that we sell freight transportation services, they are actually a secondary product. Our primary products are:
- We are a small or third-party company.
- We are in information technology.
- Safety is our business.
These three concepts are the core of every marketing, recruitment, or sales strategy. Translation: Our business is to help you succeed in your business. We provide the tools you need to succeed in your industry. Our comprehensive safety program will protect you and your company. The wide-shot method may be useful if you have a limited budget. It’s a good solution for us.
Chuck Penner is the director of Marketing Strategy for Blacksheep Strategy. He suggests that the corporate message transcends product offerings.