Commercial Innovation needed!!!

Commercial Innovation needed!!! In zeker 70% van de gevallen werken MARKETING en SALES niet MET elkaar maar TEGEN elkaar. Zo claimt sales bijv.  dat leads vanuit marketing waardeloos zijn, marketing niets begrijpt van de individuele klant en de persoonlijke relatie terwijl marketing de "wetenschap" van de markt juist claimt! Daarenboven leiden technologische- en externe (wereldwijde) ontwikkelingen tot grote veranderingen in industrieën, markt, behoeften en consumenten gedrag.

Ook binnen de andere management disciplines en onderlinge samenwerking zien we onvoldoende coöperatie o.b.v. belangen en derhalve onevenwichtigheid tussen de driepoot financiën, commercie (sales, marketing, communicatie) en productie (techniek,logistiek). Tenslotte de rol van management/bestuurders en leiderschap die vele vormen kent, zowel qua inhoud als uitvoering, en, inherent aan de ontwikkelingen, andere vaardigheden en gedrag vereisen.

Door inventarisatie en optimalisatie van de samenhang van kritische succesbepalende factoren en voorwaarden helpt SOMMOS de commerciële organisatie (sales, marketing, communicatie) naar het "next level"!

Gericht op het commercieel bedrijfseconomische en menselijke aspect op basis business & human analytics vindt kanteling  plaats door implementatie van innovatie sales & marketing workflow methodieken, samenwerking, houding en gedrag, individuele- en team performances. 

Op basis van business analytics, zowel binnen Sales & Marketing als de andere managementdisciplines komen we snel tot de kern  waarbij door middel van een integrale aanpak en synergetische besluitvorming er gewerkt wordt aan verbetering in performances, EBIT en loonsomrendement.  

Geinteresseerd? Varaag een vrijblijvend intake gesprek aan voor een gratis quick scan met

SOMMOS (i.s.m. Adsom gericht op ondersteuning als het gaat om integraal strategisch & operationeel management).

Aan strategie planning doen we liever niet!?

Over Strategie schrijft Wikipedia “ er bestaat geen eenduidige definitie van organisatie strategie” . Een veel gebruikte beschrijving is die van Chandler “ Strategie bepaalt de lange termijn doelen van de organisatie, maar ook de acties, middelen en mensen om de doelen te bereiken”.

Waarom hebben zo weinig organisaties een uitgewerkte Strategie? Goeie vraag!

Het antwoord dat veel ondernemers, directies en managers geven is simpel: “zij hebben geen strategisch plan , want het plan zit tussen de oren”. Blijkbaar leven we toch eerder en liever mee in de waan van de dag dan vooruitzien, vooruit werken, plannen maken en voorbereiden op de dag van morgen.

“Plannen komen toch niet uit, na een maand of wat moet je ze alweer veranderen” is een van de veel gehoord redenen. Naar het schijnt beschikt minder dan 7%  van ondernemingen in Nederland over een strategisch plan. Jammer, want naast het over het hoofd zien van mogelijke bedreigingen worden kansen ook niet gespot. En kansen pakken en mogelijkheden creëren willen we toch allemaal.

Het maken van plannen, korte -, middel -en lange termijn dwingt tot nadenken. het leidt tot sparren en spiegelen. Ingegeven door interne maar vooral externe ontwikkelingen, die leiden tot veelvuldige en ongoing veranderingen  moet je als individu ondernemend zijn …en dus vooruitkijkend ..voorbereidend op de dag van morgen…en dus plannen maken.

En niet in de vorm van een avondje plannen maken en strategie formuleren. Degenen die serieus met de toekomst bezig zijn  doen dat o.b.v. het verkrijgen van inzicht. O.a door scherpe analyse van ontwikkelingen, omstandigheden, competenties, expertises, markten, structuren, DNA, organisatie, etc. En door het sparren en spiegelen, benadering vanuit andere perspectieven en omdenken.

Vanuit het verkregen inzicht worden kansen en bedreigingen helder en kan e.e.a. uitgezet in speerpunten die vertaald worden naar doelen. Door vervolgens scenario planning en implementatie wordt pragmatisch toegewerkt naar de realisatie van de beoogde doelen.

En of het nu gaat om  de individuele carrière, afdelingsteam of organisatie, strategie is een diepgaand dialoog met jezelf, je omgeving, objectieve ervaringsdeskundigen en buitenstaanders, gericht op het bepalen en regisseren van de koers in de toekomst!

Commercial innovation

While market leaders such as Procter and Gamble, Unilever a.o. have acknowledged commercial innovation in their innovation frameworks, they often define it as innovations that use creative marketing, packaging, and promotional approaches to grow existing offerings.
SOMMOS definition of commercial innovation includes new product/market niches, aligned processes, better information flows; new business models, relationships and social innovation (solution slaes/connected marketing). When brought together with products and services these can often further leverage the innovation, creating differentiated offerings and having a significant impact on the organisation’s position in the market.

Through a quick scan analysis, scenario planning and an integrated approach SOMMOS quickly reaches the core. Pragmatic solutions to challenges aiming at sustainable improvement of performances in sales, output and outcome and EBITDA.

Managers Follow an Outdated Theory of Motivation

In a wide-ranging study of employee motivation, Harvard Business School professor T. Amabile and psychologist S. Kramer discovered that it’s not money, safety, security, or pressure that drives employees at work. It’s not the supposedly foundational needs in Maslow’s hierarchy.

The most important motivator for employees at work is what Amabile and Kramer call "the power of small wins": employees are highly productive and driven to do their best work when they feel as if they’re making progress every day toward a meaningful goal.

Managers thinking about employee motivation is fundamentally wrong. I say and practice with co-workers "do sweat the small stuff- it is all about the small stuff" ..."small is the new big" as " give is the new get" as "show is the new tell"!!

These principles are applicable in todays world of management in all disciplines. With strong focus on "development" you will have highly engaged employees and co-workers with “highlighted feeling autonomous and empowered, and a sense of responsibility and ownership belonging on/to their teams.”

Source W.Chen/CEO M.Kruysse/SOMMOS

Individual excellence in performance and team work

There was once a man who had three sons. Much to fathers chagrin the boys shared little in common. 
One day he asked them "bring me as many branches as you can carry". 
The boys ran into the woods to gather branches and each came back with a bunch of branches. He said "take any one branch now and try to break it". That is easy the boys said and they broke their sticks in half. "Now bind all of them with a rope together and try to break them again" 
They tried but the branches, that so easily could be broken separately, bound together were as strong as steel. "You see" their father said, "what you do with these poles can also happen to us. If you only look at yourself, you are vulnerable and you stand alone. Together we are strong and what applies to the poles, also applies to us". 

SOMMOS accelerates your business. In the main stream we consider Accelerators conditioning development & growth in order to achieve goals!!!

• ACCELERATOR 1: URGENCY ALIGNED AROUND A BIG OPPORTUNITY !
• ACCELERATOR 2: THE GUIDING COALITION!
• ACCELERATOR 3: A CHANGE VISION AND STRATEGIC INITIATIVES
• ACCELERATORS 4 AND 5: ATTRACTING VOLUNTEERS, DRIVING INITIATIVE: 
• ACCELERATORS 6–8: WINS, WINS, AND MORE WINS

Ad 1: ref Fifa world-championship: we want to be world-champion!

Ad 2: Even tough the coach sets out mainstream and in the end decides, there is an ongoing communication and involvement with stakeholders to create support! 

Ad 3: In order to generate engagement and commitment (teamspirit focus on the plan and execution, new strategy and playing system/old school/new school/etc.)

Ad 4-5: Core team key players to pull and drive (key players talent and supporting colleagues incl. reservers)

Ad 6-8: commitment to the accelerators and focus on that goal as set  (win the trophy)

More information or in need of assistance? Please contact Mario Kruijsse and get connected to the solutions you need by allowing SOMMOS the honor of aiding.

Fifa World Cup Championship Football 2014!!!

Which country will become world champion soccer 2014!? The teams with the best and most experienced individual football talents like e.g. Spain? Or the ones with lesser talent but with more team coherency like Chile or Australia? Quote coach Chile:" they might have better individual footballers, but we have a team".  

In order to become successful you definitely need people with talents and specific competencies. Still, they are other conditions to be met in order to become successful. 

It is all about the coherency between all elements in order to create synergy. Successful people and successful organizations are not "floating" on individual- but on collective- talent! On teams performing as such with a high drive for results, output and outcome!!

With the top football talents of the world the Dutch team lost, in the 2012 european championship, one game after the other and did not even qualify for the quarter finale! The best of talents!!!!!????The most experiences and successful individual players!!?? They didn't succeed as team!!! During the play there was no coherency, talents on places where they couldn't excel nor was there enough collaboration in order to succeed!

The coach was a successful trainer, but was he good coach? Were there enough management skills in order to create an environment for success? Was there enough insight to position each talent on the right spot and create a team with focus on synergy resulting in achieving the objective? Was there enough spirit to create a team performance rather than individual success?

That is the objective for every individual, every business and every organization: create an environment for success transforming each individual talent into a collective talent which makes the difference in success or failure. 

Synergies may be elusive, but they are one of the most important objectives in business. To acquire synergy will result in more efficiency, more efficacy and higher profitability. Synergy is often one of the goals of a merger or acquisition. The two firms combined may be able to achieve higher profitability than either firm could achieve on its own. Synergy can be reflected in increased revenues and/or lower expenses.

For example, a company may acquire a similar firm, allowing it to expand its product offering and, as a result, increase its sales and revenues. This could not have been accomplished had the two firms remained independent.

In management, synergies may be created between management teams, resulting in increased capacity and workflow that was not possible when the teams were working independently.

As for costs, synergies allow for the creation of economies of scale. For example, a merger can reduce multiple levels of management and duplication and spread fixed cost technologies over larger operations.  

At SOMMOS  we improve results through an integrated approach of disciplines, processes and co-workers. SOMMOS creates environment for success and optimizes the coherence of key factors to success.