Strategically watch and observe

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Notice the crucial changes in time
The drivers of fundamental change always lie outside of the organization itself. Market-changing situations arise all the time. Adjustments happen gradually. Disruptions, on the other hand, often come with a big bang.

Companies that do not continuously collect, process and systematically evaluate relevant information from their environment run the risk of having their success permanently affected by changes. The corporate strategy and all associated organizational management elements must also adapt in order to change in line with market requirements.

Use your own advantage
It goes without saying that you should inform yourself about the markets, customers and technologies in your own industry. It should not be forgotten that in the past most of the disruptions that fundamentally changed an industry did not come from that industry itself, but from another.

This fact is clearly illustrated by the development of the bulgaria consumer email list smartphone, which has had a huge impact on the 35mm camera industry. Close observation of other sectors and industries is therefore essential. This observation represents a significant competitive advantage. Many organizations do not pursue these options and therefore do not use them to their own advantage.

Recognizing the greatest potential
What applies to sectors and industries outside of your own also applies to customers. Anyone who only deals with existing and new customers is overlooking another advantage. Most managers are aware of customer orientation and therefore consciously involve this group in strategic decisions. However, the far larger group are customers who are not yet customers.

With a market share of 25 percent, there are further opportunities in the remaining 75 percent of the market. A market share of 25 percent is already a success from an economic perspective. But what if the market share could be increased drastically through actions in the surrounding area?

Once again: the drivers of fundamental change always lie outside the organization itself. The group of non-customers is therefore a possible driver.