Roy's Blog: March 2015

March 30, 2015

What will make your organization even more awesome?

Many leaders, particularly of small to medium sized businesses, are challenged to take their organization to another level.

They are tired of stagnant growth. They see potential that is not being realized. They see opportunities wasted. They feel abused by their competitors.


Here are three proven actions you can take to realize extraordinary gains FAST.

1. Determine your source of uniqueness. The herd is replete with organizations that look the same.
Similar products. Similar service levels. Copycats in every way. To break away, you need to determine your ONLY Statement.

It’s not about being the best or #1. It’s about carving out something you do that no one else does.

“You don’t want merely to be the best of the best. You want to be the only ones that do what you do.” — Jerry Garcia, The Grateful Dead

Many say they aren’t unique. If this is true, the future will be excruciatingly painful and most likely short.

2. Focus your efforts on the few critical things that have acceleration power. Ignore the many possibilities you could chase. You have neither the time nor the resources to try and boil the ocean. Concentrate on 3 critical things and do them well.

3. Be really clear on the customers you intend to go after. Pinpoint the customer groups that have growth potential; ignore the rest.
Find the target segments that like who you are and what value you offer.
This is a “me” world, not one where you can successfully flog your wares to the masses. If you build it, they are not likely to come.

Get traction on a small scale.

Create your next level by overachieving at your current one.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 3.30.15 at 07:08 am by Roy Osing
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March 23, 2015

People buy what they crave NOT what they really need

Traditional marketing relies on researching what people NEED even though most people already have their needs satisfied.

Which means if you remain “needs focused” you will eventually end up competing on PRICE as the other attributes of your product are the same as other providers - if 2 products are essentially the same in terms of features, price is the only thing left to try and distinguish one from the other.

Competing on price is an ugly place to be. Customers love low prices; organizations not so much, as profit margins are squeezed and competitors can easily copy.

We need to turn from needs-centric research to “DESIRE research”.

What a person craves, covets, aches (for), hungers (for), itches (for), sighs (for), yearns (for), lusts (after) and longs (for).

These are the drivers behind what people spend their money on these days.

This is the new game that will separate successful companies from the mediocre and dying ones.

Desire-based offerings are personalized (no two people want exactly the same thing) and premium priced (people are generally prepared to pay more for an item they long for as opposed to what they need).

The basis for competition suddenly changes; price is no longer THE most important element.

The question becomes “Which organization best delivers personalized desire-based offers?”

A nice place to be.

Long term sustainable competitive advantage is possible.

Do you study your customers’ innermost desires? 

Observe and ask them.

Build your marketing machine around what you discover.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 3.23.15 at 05:02 am by Roy Osing
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March 16, 2015

Is there something special about a large business?

What is the essential difference between a small organization and a large organization?

Nothing. Nada. Niente.

The pundits make out there is a HUGE difference.

Some say large companies are more complex; others say they have greater challenges than their SMB counterparts. Others say to small business leaders “You don’t understand the intricacies of running a large organization.”
It’s all nonsense of course.

The truth is, large and small organizations face the same challenges.

- how to differentiate themselves from their competition.

- how to acquire and hold customers.

- how to improve sales margins.

- how to increase productivity.

- how to grow owner wealth.

- how to provide awesome customer service.

The difference really lies in leadership commitment. How much personal effort, pain and agony leaders put in to see their aspirations fulfilled. How much “down and dirty” work they do in the trenches with their frontline employees.

In small organizations the leader has no choice but to be totally hands on 7X24X365 if they are to survive. They must have their fingerprints on everything in their organization from setting strategic direction to delivering customer orders.

The small business leader’s raison d’être is to win business every day. They can’t ask anyone else to do it. If they don’t do it, it doesn’t get done.

In small teams the leader not only has skin in the game, they have all of their organs as well.

In large organizations, on the other hand, leadership generally takes on a different look and feel.

Leaders have more resources to draw on so they delegate many responsibilities to their direct reports in the critical functions as marketing, sales, customer service, strategic planning and business development.

Large team leaders are taught not to micromanage; to assign tasks and empower people to do the work and deliver the results.

Many spend copious amounts of time in their office or flitting from one crisis to another careful not to step on a land mine.

Many pull in a generous compensation package based on growing shareholder value and see very little of the action on the frontline.

They organize and reorganize to address competitive threats.

They communicate to employees via email with minimal face-to-face engagement.

They make “field visits” with their corporate communications entourage to be seen and to present their helium-filled strategic plan.

There is nothing intrinsically different between a company of 5,000 employees and one of 10 employees.

It’s about leadership.

Large company leaders should learn from their small business counterparts. But many won’t because they think their circumstances are unique and require them to lead differently. Any wonder why large companies sometimes carry a more negative public image vis-a-vis small business?

The deciding factor is always leadership.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 3.16.15 at 04:56 am by Roy Osing
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March 9, 2015

Why should the amazing receptionist get more attention?

The receptionist is THE most undervalued position in any organization.

I take no issue with Marketing, Sales, Finance and Business Development folks getting attention.

But fair is fair.

Consider the facts.

The receptionist position is generally reserved for a new employee.

Minimum compensation. Few credentials required. Literally no internal currency.

“It’s only a receptionist” attitude. Low rung on the hierarchical ladder.

A position with relatively low perceived strategic value.

Man receptionist


Who is the face of the organization when someone walks into your offices?

Who is the first voice they hear when they call in? Your lowly receptionist, that’s who.

She controls the impression that someone has about who you are and what values you stand for. He controls the experience someone has when they “touch” your organization.

She literally personifies the organization’s humanity that is projected to customers and business colleagues. If she CARES they conclude your organization does as well.

He deserves to be viewed in higher esteem and have a voice in how your organization is run.

Ever ask him how your business could be improved? What people think of you? What rules and policies should be changed to make it easier to deal with “the outside”?

Who in the organization is really helpful in dealing with a customer issue? How well people cooperate in solving a problem a customer has?

You should.

You would be surprised with his answers and the insights you get to improve your business.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 3.9.15 at 04:54 am by Roy Osing
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