As a startup founder or CEO, you need to run a lean operation which can get the promised growth fast. You have secured your round of funding; you want to get out there and make the most of the plans that you have outlined and secured an approval. But, we have also seen how yesteryear unicorns are going through markdowns or downrounds.
You want to make sure that your marketing is geared for delivering the growth, develops and executes programs which run fast and have the most impact.
Find below the ways by which you can keep your marketing team and programs, lean and efficient.
My boss used to love asking questions. On every campaign, we used to design; he would ask ten questions. Once replied, they would lead to 10 more questions and so on. One day, I decided that I would start it as a pilot project, and we will keep answering his questions. After two months, he asked, “By the way, what happened to that X campaign?” I replied “well, we started as a pilot project and got some good learnings from it and now in a better position to answer your concerns” He paused for a while and then said “you did the right thing. Let’s go national”.
The market and the customer are the best ways to understand whether something works or not.
We can have endless boardroom discussions, but it has no comparison to the rich learnings in the market.
We often hear this. Then, why is it that, when it comes to our business we tend to get scattered?
Have you walked out of a meeting where a ton of initiatives have been thrown, all exciting, project maps worked out and you are all fired up? 6 months later, you find you are nowhere and all the initiatives are only taking time and not making any money?
I have been in a major initiative where there were 42 initiatives running at the same time. Yes 42! I still remember the painful meeting reviews where nothing was progressing and everyone’s nerves were frayed. Only pet projects were moving and the impact of those on business was still debatable.
I was high strung, as so much time was invested and very little was achieved.
Against this, I remember we were in the midst of transition of a Free to Air Television to a subscription channel. It was a mammoth project involving satellites, people on the ground, advertisers, the works. But, since the objective was only one, all the moving parts were clearly aligned to one objective. And if they were not, they were ruthlessly weeded out.
The Lesson is very clear: Do one thing but do it very well.
Having one initiative at a time, makes sure that all the parts in the organization are focused on delivering it. Remember for a lot of people this itself is extra work. For the production or service delivery guy or sales guy on the ground, this is one more item he needs to finish every day. All this within the same time available and with no respite on the daily deliverables.
Having one project makes sure that to each and every person, you are delivering only one message. This helps every one know what is most important to you and to the business.
It brings in speed and ruthless efficiency. It acts as a building block to the organization on which future success is built.