Too many companies confuse “what they do” with “the game they are playing”.
Or to put it another way, the space they are playing in.
These two have a subtle but very profound difference in all strategic decisions that are being made.
Given that success of business is predicated on growth; and with sales being a prime driver of that (acquisition being an exception), being able to accurately distinguish between the two will enable a far more effective sales strategy to be set.
Let’s quickly explore the difference:
Using my company as an example, what we do is consult with organisations concerning their sales effectiveness (and the myriad factors that come into play with this).
The space that we are playing in however can be defined as revenue optimisation.
Within the revenue optimisation arena fit many types of diverse organisations (direct and indirect competitors etc.)
But so what?
Here is why this is important; If the space that you are playing in is not aligned to sustainable and incremental growth there may be a train wreck hurtling its way towards your business and you wont know it’s coming until it’s too late.
When we focus solely on “what we do” we tend to concentrate on a) doing that better and b) using that as our bearing for strategic decisions.
But when we know the arena that we are playing in, we get insights that steer the future positioning of our company and future proof our chances for growth…
…and this may mean that you decide to play in an entirely new game altogether!
David Wilkins, at Decision Processes International, explains this in more depth in his excellent book ‘Leadership Pure and Simple’.