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Everyone Off. The Plan Doesn't Work Anymore

Kevin Bailey • May 21, 2020

But what did you expect? Everything is different

The media channels seem to be aghast at the news that our world will be different as we come out of the pandemic, they are sensationalising the financial leaders statements that we will all experience an economic downturn (recession), the likes of which have never been experienced before. 

I can’t see into the future, but it doesn’t take an economist to work out that life for everyone will be different. Think about it, working practices have changed, production has halted, higher unemployment, tax revenues have been squeezed and governments around the world are pumping in trillions of pounds, dollars and euros into the economy and infrastructure to help everyone get through this pandemic. If you didn’t get it then you have been self-isolating somewhere more idyllic than the rest of us.

No one can exist the way we used to exist in February, because the people, businesses and the environment do not exist in the same context anymore. We have to look and execute things differently. For those who like a good quote, “you will be insane if you do the same thing and expect different results”.

Implement a new plan
I don't think so. Every business boardroom, meeting room, zoom conference or broom cupboard have those responsible to sustain the business all second guessing what the light at the end of the [pandemic] tunnel is going to deliver. Guess what? No one knows and if you think you do, then that’s called a punt. 

Ask yourself some of the basics; Is my market still there? Are my existing clients still in business? Are my products still viable? What’s happened to my competitors? Is my pricing still competitive? Can I afford to keep my staff? Can I bring my staff back to the office? Do I need to keep all my offices? Can I afford to invest in new products? That’s just for starters.

Now think about the markets in your supply chain. Have they asked themselves the same questions? Then contemplate the wider demographics that effect your buyers, their buyers and all the decisions that affect a purchase and now the enormity of the challenge starts to materialise.

No one is in a position of strength to advise you about how to put a new plan in place, yet. To all of the supposed ‘experts’ making marketing noise across your news channels claiming from their crystal balls that they will show you how to address the new normal, I say, “Show me the money!”, because they can’t. Previous business models are as exact as the scientific models being used by leading healthcare professionals. Without real data, it’s a hypothesis. If they are that good, just ask for the lottery numbers, you’ll probably have a better chance of a win.

Plan for a new plan
Flexibility is the word in business for the next 18 months. You need to be able to adjust your plans like we change our clothes for the different seasons. But don’t buy the new sweater just yet as we don’t know when the temperatures will change yet.

I accept that uncertainty is not a good business model, but that is what many will have to deal with. You don’t want to plan for the artic to find everyone is on the beach. 

Our current predicament highlights the need for businesses to recognise that a Go-To-Market plan is the combination of all disciplines in a business working together and not just the actions of the marketing discipline.

You should take the most tangible approach to a flexible and unpredictable future, start planning your new plan and operate each day as it comes until a more data driven and predictable future can be visualised.

It’s about tactics 
You may know your business, but this is about developing a combined team effort, inside and outside the business. 

As a summary:
Months 1-3
  • Start by bringing together all those that you believe can provide factual evidence of your position today
  • Openly challenge the evidence to prove its validity and contribution to a future plan
  • Set weekly measurements against each line of business based on beliefs and data. Record and publish these to highlight trends.
  • Adjust measurements every 2 weeks, either to accelerate or decelerate activities
  • Monitor your stakeholders and competition and learn from their behaviour
  • Is your GTM team engaging with each other? Are you missing skills? Do you have skills not required anymore? What can you do to tighten their efficiency?
Month 4-6
  • Start building your strategy plan for 2021/22
  • Implement the learnt behaviour from months 1-3 to help drive quarterly engagements
  • Look at your operations and structure the business for 2021/22
  • Establish monthly and quarterly measurements review for all GTM contributor teams

To plan for the future, you need to respect that everything has changed, and we will not know what that looks like well into 2021. Don’t make the mistake of second guessing the market. At best you’ll be lucky, at worst your business will fail.

A strong data driven GTM strategy should provide you with the flexibility to survive and grow after the pandemic has been calmed. It will also bring together all your teams, wherever they are located to feel part of the efforts to be successful.





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