During my tenure at the International Centre for Agriculture and Science, Dr. Roger Moore and I introduced the concept of “market-focused planning.” This approach shifted strategic planning from introspective analysis to emphasizing how the public perceives our key strengths and potential for organizational leverage. I applied this innovative strategy in my consulting practice, guiding companies to allocate resources toward developing products and markets that ensure sustainable competitive advantage, customer value, and long-term profitability. This method required a company to concentrate efforts, leading to better success rates.
Understanding and leveraging our competitive strengths as perceived by the industry and customers, rather than our biases or desires, is crucial for success. I employed this strategy at a software company, transforming it into a market leader despite initial challenges such as undercapitalization, poor financial management, a lack of a cohesive marketing strategy, a non-customer-centric approach, and complex technology. Through strategic capital infusion, management enhancements, and leveraging market-focused planning to carve out a niche in superior service, responsiveness, and on-time delivery, I led a management buyout, took the company public, and secured its position as an industry frontrunner with innovative technology.
In short, we built strength where our competitors were weak.