Whats Really Your Problem

Many people that speak to me seem to have a problem. A business problem that is - not a personal one. And they're speaking to me because they want to do something about it. They want things to be better - more sales, new customers, new markets.

"What should I do?" they ask me.

Then comes the tough part. Doctors have to do it. Auto mechanics do it. It even happens at your local computer repair shop. It is…

diagnosis n.
"A thorough analysis of facts or problems in order to gain understanding."

Most business problems are difficult to solve without an understanding of the cause. Identifying the cause, not just working on the symptom, is a critical step in creating an effective marketing process.

Often the cause of the problem can be overlooked because of:
Initial enthusiasm - and thinking that "we can't go wrong" when a project commences, which often leads to critical data being overlooked.
A narrow focus - thinking that certain issues don't need to be considered, such as competitor activity, the value being offered, usage of the product/service, and trends in the business or customer environment.
A misunderstanding of what marketing is - people are sensitive about high-pressure sales tactics and over-hyped advertising, but they're examples of poor marketing practices and are rarely suitable.

And yes, sometimes it's hard to address the important issues. It's especially difficult when a project is already underway and there are factors to consider such as:
Vested interests and personal ego's.
Money already spent on research and product design.
Stakeholders already advised.
Potential loss of credibility, either personally or for the company.

To really focus on the underlying challenges facing a business it is important to approach the sales and marketing function from a neutral viewpoint (as much as is possible).

Many people find sales and marketing issues to be 'soft', with few guidelines on what/how/when particular activities should be done. In reality, many of these decisions are reliant upon the particular circumstances of the business, and a degree of subjective evaluation (sometimes called 'expertise') is required.

But remember that good marketing practices transcend industry boundaries, and the activities implemented may vary tremendously from one industry to another, and from one business to another within the same industry. So you need to know what is best for you.

To solve marketing 'challenges' I like the four-stage approach to problem solving advocated by 19th century French mathematician, Jules-Henri Poincaré (altered ever so slightly here for business use):

1. Preparation - immersing ourselves in the issues, collecting and organising a diversity of data and relevant information.

2. Gestation - developing ideas in the mind, brainstorming, analysing.

3. Revelation - new facts are disclosed, a breakthrough insight occurs.

4. Action - following through with plans, persisting to overcome difficulties.

Don't forget...the objective is to find out what you really need to do to improve your sales and marketing activities. Poincaré's process itself is not the answer, but it is a path that leads to better results.

Depending upon your situation, one or more of these stages may be quite short. But the learning that occurs through the process is invaluable. And in the hands of a skilled marketer this new 'information' can be used to refine (or re-define) the uniqueness of your business and highlight the real value for your customers.

It is not unusual for clients to be quite surprised with the outcomes of this process. The clarity of purpose that results, and the new perspective they get on their marketing opportunities really gives their confidence a boost.

So if you think you have a problem with your marketing, make sure you accurately diagnose the 'real' cause before you prescribe a remedy - your success depends on it.






Whats Really Your Problem - To learn more about this author, visit Stuart Ayling's Website.

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