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[C839]Coming Of Age Part 2

by Tmoxcs, Tmo

Borrachito When the engine has warmed up and meets one of his buddies, usually tells "compadre, take one that I pay." That "I pay" constitutes an amazing attitude of detachment and prodigality for others. The next day the poor man will not have no money in the pockets but did not reproach her generous attitude towards others.

3. The drunks are being suffered. It was fall of the buses; roll down the stairs; stoically received the sartenazo you tip the angry wife and incomprehensible; are victims of cantineros cheats; confused cow's milk, and nutritious food with milk of magnesia is the least nutritious and food that can be consumed. And if the above were not enough when the case is complicated not send what consenting to the hospital where the sick or the asylum where tolerate the mad but the physical street act that occurs in the midst of a ceremony where the main act is a kick in the rear with the kind of recommendation "not come back here anymore"

4. The drunks, the real drunks are adorable in that defy medical science. In a laboratory test a doctor can find traces of alcohol in the bloodstream of a person, say, normal. But that same doctor can find traces of blood in the torrent of an alcoholic borrachito.

5. The drunks are being very disoriented. Well actually anyone can disoriented. So one finds a guy with a strange resemblance to Michael Jackson, is wondering where the kindergarten The Immaculate Conception. Or at a rate similar to Osama Bin Laden is wondering where the airport. In both cases Finger ignore these very clear directions for safety reasons. But sometimes we find borrachito in a poor condition lastimera most of the world, telling us: I need you to tell me an address ... you know where I live? In the latter case we will not refuse to respond but it is possible that the attack of laughter prevent us from helping the poor man.

Of course you've heard that when you do what you've always done, you'll likely get what you've always got. In this case that means playing the tactical game: coming up with acceptable--or worse--comfortable options and executing them as time permits. Likely, what you'll get is business as usual, and things will be... well, they'll be fine.

But "fine" may not be what you're after, and you are probably reading a series called "How to Create Strategies That Work" so you can do better -- perhaps much better...

And if you are willing to take some time and do your homework: the research, inquiry, analysis, synthesis, and the activation of strategy -- you can add dramatically more power to each one of your individual tactics, and potentially revolutionize your entire business.

In the beginning of this series I showed you how to start the process of selecting a market-dominating business and marketing strategy.

The first four steps are:

- Set your vision

- Gather environmental and competitive intelligence

- Take stock of your organization's strengths and weaknesses

- Answer the Global Strategy Question

I covered those in The Secrets of Strategy, Part 1. In this article I'm going to cover the next four steps:

- Establish decisive objectives

- Rate and rank your "SWOTs"

- Match your internal and external factors to identify strategic alternatives

- Select the highest-impact strategies for implementation

Establish Decisive Objectives

Strategy is contextual. This means you should not make any kind of strategic decision--choosing strategy A over Strategy B, for instance -- without first setting a context with Decisive Objectives.

The word decisive is from the Latin decidere, which means to cut off. Decisive objectives are the goals that cut off irrelevant business opportunities and distracting details. They define the boundaries of your company's efforts and direction, and establish the measures by which you will gauge your success.

This step is to select company-defining goals, the attainment of which will mean your vision has started to become a reality. These objectives or goals should relate to the following:

In what markets will you do business?

What market share will you have? Will you be a marginal player with a small percentage, a big player with a significant portion of the market, or will you dominate your market and crush all competition?

Where will you operate geographically? This question ties back to the issue of market share; you might dominate the market locally but be a small player nationally.

How much revenue and profit will you earn? Larger revenue goals will have different strategic needs.

What impact will your business have on your industry, your community, your world?

How will you exit your business? Will you run the business and eventually pass it on to family members? Will you sell it privately? Will you go public?

These are examples of the kinds of goals which shape your company. The decisive objectives create the context for the strategy alternatives you generate.

Rate and rank your "SWOTs"

Previously, you analyzed your external environment and internal strengths and weaknesses. Now rate and rank the most important factors.

Evaluate each external factor: is it an opportunity to be taken advantage of, a threat to be defended against, or is simply something neutral you can safely ignore? Do the same for your internal factors: are they strengths to capitalize upon, weaknesses which much be bolstered or outsourced, or neutral conditions?

Using your Decisive Objectives as a guide, select amongst the potential opportunities, threats, strengths and weaknesses, those factors you consider critical to the success of your business. (Ignore the neutral factors.)

Group the critical factors into internal and external. Rate each internal factor from .01 to .99 based on its perceived importance to your business. The total should add up to 1.0. Do the same for the external factors.

Select the top five to ten internal factors and external factors for matching.

Match your internal and external factors to identify strategic alternatives

Matching combines each internal factor with an external factor, generating a potentially relevant strategy. A software manufacturer might match an internal strength such as flexibility with an external opportunity of a new law in a related industry, yielding a strategic alternative to reconfigure the software and provide solutions to the new legal requirements.

Or, a duck farmer might match his internal strength of breeding expertise with an external opportunity demanding low-fat, high-protein foods to yield a strategy selling low- fat duck.

Strengths are matched with opportunities to create SO strategies. These are generally your strongest, highest leverage options. Strengths match with threats to create ST strategies. These use your natural assets to minimize external threats to existing revenue streams and your current competitive position. But since the best defense is often a strong offense, you may find yourself reverting to an SO strategy -- typically a better alternative.

WO strategies use external opportunities to reduce the impact of internal weaknesses. Of course, you may simply choose to put your resources into areas of strength and outsource weak factors.

WT strategies are the weakest of all: defensive approaches designed to minimize internal weaknesses or external threats. Sometimes necessary to protect weakening revenue streams, there are often other, more powerful approaches that take better advantage of company strengths.

This process is often called SWOT, named for the four types of internal and external factors. I prefer to call it SOT, since the most powerful options will not pay much attention to weaknesses. In our business philosophy you will gain more ground more quickly by amplifying and exploiting your strengths and outsourcing -- or ignoring -- the areas in which you are weak.

Select specific strategies for implementation

At this point many people choose to intuitively select which strategies to pursue. Others may prefer to bring rigor to the ranking process. This final step combines your various subjective analyses into a defined framework, giving each strategy a strategic impact score.

Compare your new strategic alternatives to your list of critical factors to find those factors affected by each strategy. For each match, rank the attractiveness of the strategy relative to the factor from 1-4 (1-not attractive, 2-somewhat attractive, 3-reasonably attractive, 4-highly attractive) and multiply it by the factor's rating (.01 - .99). Sum all the scores for that strategy into a total "strategic impact score."

Lastly, select your go-forward strategies based on the highest strategic impact scores.

This is a demanding process with many steps, but it is well worth the effort. The strategies you create will take greatest of advantage of your strengths and opportunities, while protecting your company most effectively against threats and weaknesses. They will provide your company with leverage to make the most of your assets, your competitive position and your markets, all while insuring your strategies are consistent with your company's vision and goals.

Important notice for strategy-minded entrepreneurs:

Strategy creation is a long road to hoe, and goes much more smoothly when you know what questions to ask and in what sequence. To make it easier for you and your senior team, I've created the Growth Strategy Roadmap.

This program of flowcharts, questions, checklists, and detailed processes takes you through the entire progression of evaluating your external and internal environments, and provides all the steps and forms necessary to generate matched options, and rate, rank and select a high-leverage, high-growth strategy.

Article Source : Pg. 128

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Both Tmoxcs & Paul Lemberg are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

Tmoxcs has sinced written about articles on various topics from Food And Drink, Health and Cooking Tips. Here you find all exquisite from Venezuelan and World. All recipe here. Tmoxcs's top article generates over 60500 views. to your Favourites.

Paul Lemberg has sinced written about articles on various topics from Real Estate, Internet Marketing and How to Sell on Ebay. and Strategist, Paul Lemberg is the President of Quantum Growth Coaching, the world's only fully systemized. Paul Lemberg's top article generates over 14800 views. to your Favourites.