One of the biggest mistakes many companies make when they are starting up is not taking a balanced approach. In a large corporation everyone has their role to play whether it be marketing strategy
or running a tactical promotion. Unfortunately when you move from a large company to a small start up you may be faced with the task of doing both simultaneously. You may be used to strategic thinking but when there aren't enough people around to start splitting up jobs any more how do you make sure you cover both. Some see the variety in a role at a start up company as the fun part of joining a new venture. The challenge of course is that you have to strike a suitable balance which puts the company in the best possible position to be competitive in the market place, whichever niche you are operating in.
How can anyone manage the juggling act of maintaining a balance between the strategic and the tactical side of a small company? Inevitably someone who has historically only been involved in developing a strategy but never implementing it will struggle when they are expected to cover both. For example, someone who excels in lead generation can easily spend all their time doing focussing on the tactics to do this. Whereas someone who is good at developing a winning strategy will often find lead generation boring . Unfortunately neither approach is perfect; all strategy and no tactics you might never get off the ground. With the converse all tactics and no strategy could see the market place changing when you don't realise and you find yourself working in a filed you no longer understand and your approach and products are outdated and superceded by a competitor who had the vision to progress.
There are obvious problems with strategy only, not paying attention to short term revenue. Even though your positioning and strategy might establish you as a leader in a your market place, you might not survive long enough for that strategy to translate into revenue without a concerted effort in lead generation. Traction and revenue wherever you can get it today can buy you a lot of runway to become whatever you want to be in the future. If you ignore it too much, you run the risk of never really getting off the ground. All tactics and no strategy you risk stalling the longer-term growth engine
Nobody will ever complain that you spend too much time on lead generation. The business heads will be happy because you are focused on generating an income now, no one can sustain a total lack of revenue. The danger of course is that if you don't ever worry about the longer-term strategic issues i.e. how your product strategy is evolving and how marketing needs to change to accommodate that, messaging and positioning in markets that are undergoing a lot of change, channel and partner strategies to expand the business into new areas then the risk is that the real growth engine of the company is stalled. You could in essence, sacrifice long term revenue for short term revenue.
It is difficult to determine the right balance the key is to constantly be monitoring the field you are working in and to adjust your strategy accordingly while always making sure you do something to implement in a timely manner keeping up with the essential tactics required to make a sale.
Which do you favour strategy vs tactics?
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