A Class with Drucker - Headway | Work on yourself

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YOU CAN’T PREDICT THE FUTURE ■ 129 ready ahead of time to avoid the threats, handle the problems, and take advantage of the opportunities. Thus Plan B. It is important to remember that while you start the analysis for your plan <strong>with</strong> the current situation and past trends, you are not going to assume that they will continue forever into the future. This is a starting point only. All these will change as time passes, and as conditions change, you will make new decisions and introduce new strategies to keep you moving toward your future goals and objectives, which is your constant focus. Current Situation Analysis The whole process begins <strong>with</strong> a current situation analysis. I have heard this process called “environmental scanning.” I like to approach the situational analysis by dividing the analysis into four categories. I call them the environs of the situation: situational environs, neutral environs, competitor environs, and company environs. Let’s look at each in turn, and then we’ll look at how you pick your target markets based on your situational analysis. SITUATIONAL ENVIRONS As I see it, the situational environs are those peculiar to the individual situation. They include current demand and demand trends for your product or service. Is this demand growing, is it declining, or has it leveled off? Are there certain groups in which the demand is growing and others in which demand is declining? Who are the decision makers regarding purchase of the product, and who are the purchase agents? Sometimes the decision maker and purchase agent are the same, but often they are not. For example, one member of a family may be the decision maker <strong>with</strong> regard to purchasing a certain product, say, a brand of soft drink. But the individual who actually makes the purchase may be another family member. Who influences this decision? How, when, where, what, and why do these potential customers purchase? What are the social and cultural factors? Are demographics of consumers important? Then, maybe you need to analyze educational backgrounds, income, age, and similar factors. What are the economic conditions during the period covered by the marketing plan? Is business good or is it bad? High demand can occur in both a good or bad business climate, depending on the product or service offered. What is the state of technology for this class of product? Is your product high-tech and state-of-theart? Are newer products frequently succeeding older ones, thus indicating
130 ■ A CLASS WITH DRUCKER a shorter product life cycle? In sum, how is technology affecting the product or service and the marketing for this product or service? Are politics, current or otherwise, in any way affecting this product or service? What potential dangers or threats do the politics in the situation portend? Or do the politics provide opportunities? What laws or regulations are relevant to the marketing of this product or service? What conditions exist in the industry that are favorable or unfavorable? It is important to document these in our plan, for they will not necessarily be true in the future. As we adjust our plan, we want to recall the then known facts and assumptions on which it is based. NEUTRAL ENVIRONS Neutral environs are groups or organizations that have the capability of helping or hurting your plan. In doing this part of the analysis, you want to analyze which is likely. Government may have an impact. Is legislation on the state, federal, or local level likely to affect the demand or marketing of the product or service? What’s happening in the media? Does current publicity or public opinion favor your project or does it make any difference? Look at special interest groups. Might they have some impact? Are any influential groups (e.g., consumer organizations) likely to affect your plans for marketing this product or service? COMPETITOR ENVIRONS There are those organizations that compete against you. They are especially important because they are the only elements of the environment that may intentionally act against your interests and therefore respond to any actions that you take. In this part of the situational analysis, analyze in detail your main competitors, the products they offer, their plans, experience, know-how, suppliers, and financial, human, and capital resources, and suppliers. Discuss their current and future strategies. Note whether your competitors enjoy favor <strong>with</strong> their customers or not, and why. Investigate your competitors’ strengths and weaknesses, what marketing channels they use to reach the customer, and anything else that you feel is relevant to the situation. COMPANY ENVIRONS Company environs describe the situation <strong>with</strong>in your organization and <strong>with</strong> the resources that you have available. Note your current products,
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A C L A S S W I T H D R U C K E R
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A Class wi
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C O N T E N T S Acknowledgments and
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A C K N O W L E D G M E N T S A N D
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F O R E W O R D Bill Cohen was the
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core competencies, and we also chal
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I N T R O D U C T I O N Peter <stro
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C H A P T E R O N E How I Became th
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HOW I BECAME THE STUDENT ■ 3 retu
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HOW I BECAME THE STUDENT ■ 5 doct
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HOW I BECAME THE STUDENT ■ 7 “I
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HOW I BECAME THE STUDENT ■ 9 Duri
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C H A P T E R T W O Drucker
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DRUCKER IN THE CLASSROOM ■ 13 Mos
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DRUCKER IN THE CLASSROOM ■ 15 <st
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DRUCKER IN THE CLASSROOM ■ 17 ant
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C H A P T E R T H R E E What Everyb
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WHAT EVERYBODY KNOWS IS FREQUENTLY
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SELF-CONFIDENCE MUST BE BUILT STEP-
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IF YOU KEEP DOING WHAT WORKED IN TH
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C H A P T E R S I X Approach Proble
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APPROACH PROBLEMS WITH YOUR IGNORAN
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C H A P T E R S E V E N Develop Exp
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DEVELOP EXPERTISE OUTSIDE YOUR FIEL
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Page 176 and 177: PEOPLE HAVE NO LIMITS, EVEN AFTER F
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A MODEL ORGANIZATION ■ 179 Squadr
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A MODEL ORGANIZATION ■ 181 Promot
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A MODEL ORGANIZATION ■ 183 and th
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A MODEL ORGANIZATION ■ 185 Howeve
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A MODEL ORGANIZATION ■ 187 The St
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I t C H A P T E R S I X T E E N The
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THE MANAGEMENT CONTROL PANEL ■ 19
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C H A P T E R S E V E N T E E N Bas
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BASE YOUR STRATEGY ON THE SITUATION
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C H A P T E R E I G H T E E N How t
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HOW TO MOTIVATE THE KNOWLEDGE WORKE
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What Do You Think Motivates <strong
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everyone gets them for the good of
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C H A P T E R N I N E T E E N <stro
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DRUCKER’S PRINCIPLES OF SELF-DEVE
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As I mentioned in an earlier chapte
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AFTERWORD ■ 247 articulate truths
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N O T E S CHAPTER 2 1. Simon London
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NOTES ■ 251 4. David A. Kaplan,
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Aburdene, Patricia, 221 accountabil
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Grant, Ulysses S., 166 growth, 229
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professional journals, 158 professi
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