Magnus Marketing Blog

So, lets talk about corporate culture, fit, and competitive advantage. In an autocratic, "this is the way it is", type company such as the one my friend was previously affiliated with, the focus is on what the management thinks, wants, and desires. It is a management centric and product centric company, not customer centric company. Many mature organizations as well as start-ups become ossified or frozen in a mindset because "this is the way it is" and lose the market focus and customer focus that is required for long term growth and success. Founders with deep experience may "dictate" the growth strategy based on their assumptions, which may not be validated against actual market demands or needs. Not to mention that rigid processes and task definition stifle employee productivity and inhibit growth.

For example: As a highly intelligent, creative,very opinionated and observant, customer-focused professional (modern knowledge worker), I cannot succeed in a position where: a) my skills and capabilities are not utilized to the fullest extent, b) where I have no empowerment, c) where I cannot grow. For example, the prospecting I do leads me to learn a great deal about prospect behavior which in turns leads to both strategy development and tactical development. After a few months of talking with prospects, I can easily turn around a very strong tactical marketing plan nearly guaranteed to target and "pull in" customers. I understand the buyers, know where they are, know what motivates them, etc and can develop tools, tactics, strategies to play into that - creating a force multiplier to identify the right buyers and attract them. And, by "staying in touch" directly, can detect shifts in the market quickly. I fit very well into a collaborative, structured environment with defined roles and direct, open, honest communication. A flexible and flat organization that focuses on the customer. I work very well when told, "we would like to grow revenues X%, acquire X customers, get meetings, etc" and am empowered to do what it takes to achieve that goal. Anything other than that, I am guaranteed to fail - either from demotivation or from "strangulation" - the inability to execute in the manner required.

Organizations with such tightly defined processes create an assembly line mentality, even with customer acquisition. Customers are viewed as conversions or numbers, people to be sold to, not treated as valued partners. This transactional mentality quickly diminishes the value of the solution, creating a commodity. Without bidirectional communication, the organization loses touch with the customer and market. It is quantity over quality. The tendency is to provide tools, not ask - "what do you need to succeed".

Smaller organizations looking to gain advantage over established competitors or in more established markets, can make huge strides with a customer and employee centric focus. Even in larger ones, more people tend to shop in our Kohl's store rather than other stores because of the friendly and nice atmosphere and service our associates provide - they drive out of their way to come there because of it. Even in speaking with CIO's more recently, they told me outright - they would rather talk to me rather than a pushy, aggressive hard sell salesguy. So, if you want real differentiation - be nice, care about the customer, offer something of value and the money will naturally come.