by DW Green — April 5, 2010The supermarket industry’s marketing and advertising activities deal almost exclusively with what works today and almost never with what’s going to work tomorrow.Too few companies run research to determine what their entire market place will be like in three years? In five years? And very few are committed to a vision that basically says, “We truly believe we know where this industry is going. We know what the leader will look like, sound like, think like, and be like in five years, and we know something else. We’re going to be that leader!Precious few can say, “That’s us. That’s our store.” And to those precious few, chances are they will, in fact, be that leader. Because they’re the only ones who know where they’re going…as for the rest of us… as Yogi Berra once said, “If you don’t know where you are going, you might wind up someplace else.”If you look at today’s strengths and are satisfied with building on those strengths because they suffice today, chances are you’ll not be competitive in a few years because your competition is going to be very, very different in those few years. In other words, those aspects of your operation which you identify with strengths today, in a different competitive market my not be viewed as strengths at all. And the one certainty we all face, once again, is that it’s going to be a different competitive market in the very near futu...read more
by DW Green — March 23, 2010
High market share and high profit share result from high activity share.High activity is a sequence of related smaller activities aimed at positioning your store as the best in the areas you select. Strategic Positioning means performing different activities from rivals or performing similar activities in different ways. Differentiation arises from both the choice of activities and how they are performed. Activities, then, are the basic units of competitive advantage. Overall advantage or disadvantage results from all of a company’s activities, not only a few.
Activities Have Cumulative ValueActivities don’t have an ending date. They continue even though your store(s) may overlap them with other activities. The more you are able to do—and the more effectively you do it—the better they work.Small day-to-day achievements grow into momentum. Once established, momentum is easier to sustain than it is to start again once it is lost. The key is to keep developing and executing activities that are consistent with the long-term mission and objectives of your company.Once momentum is established, work becomes fun, which makes both customers and employees more excited about your store(s). Once the momentum builds, employees gain confidence and develop new ideas to widen the gap between the performance of you and your competitors. Customers tell other people about your store, and the momentum feeds on itself.
Developing a Highly Active Store...read more
by DW Green — March 16, 2010Everything, everywhere is in a constant flux of change. I like this quote from Bruce Barton, author, advertising executive and politician, “When you are through changing, you are through.”Way back in 1970, I read Future Shock, a great book by Alvin Toffler. Future Shock was about change, and the affect that the accelerated rate of technological and social change had on society. From an historic perspective the speed of change from the beginning of the industrial revolution in the 18th century to the “super-industrial society” of the 1970’s was mind-boggling and it has only intensified thousands-fold since then.The supermarket business too has gone through radical changes and its rapid transformation continues. Remember only you can control your reaction to changes in your business. Everyone filters information through his or her personal background, wants, needs, fears, hopes, prejudices and beliefs. The result is often the development of urban “myths” about change. Let’s explore some of those myths—and the reality of business.Myth: This will go away.
Reality: Change is here to stay.Myth: It will help if I get upset with this.