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    Greg Meredith

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    Freemium - Free & Premium

    Posted by Greg Meredith on Oct 2, 2015 1:46:12 PM

    Freemium, as you’ve might guess, is a combination of the words free and premium. Catchy name aside, Freemium has become a dominant business model among software providers, app makers, content providers and online gaming companies. The Freemium business model uses a basic, no-cost product to attract a high number of users in the hope that many of those users will ultimately convert to the paid, premium version of the product. Freemium solves several critical sales & marketing issues, making it an extremely powerful business model. A few examples of successful companies using the Freemium business model include Skype (web based calling), Evernote (organizational software), Harvard Business Review (business content), Mailchimp (email campaigns) and Zynga (games).

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    Multi-Sided Platform – Building the Next Etsy 

    Posted by Greg Meredith on Sep 17, 2015 2:41:42 PM

    As I stated in the first post on this topic, a business model is how an organization creates, delivers and captures value. Today we explore a business model that is the modern update of an age old approach.

    Multisided platforms (MSPs) are technologies, products or services that create value by enabling direct interactions between two (or more) customer groups. Examples of MSPs include eBay (buyers and sellers), Visa (merchants and card holders) and Facebook (users, game developers, advertisers).

     Successful MSPs can create enormous value for users, but they are difficult to build and sustain.

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    The Evolution of the Business Model

    Posted by Greg Meredith on Sep 10, 2015 10:04:05 AM

    In their book Business Model Generation, Alexander Osterwalder & Yves Pigneur define a business model as “the rationale of how an organization creates, delivers and captures value.” Even more succinctly, a business model defines what a business does and how it makes money.

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    Focus - Even when it hurts...

    Posted by Greg Meredith on Apr 7, 2015 2:28:00 PM

    I often write about the need for focus in strategic planning.  

    Experience has shown me that while it is tough for companies to say no during the formulation of the plan, it is even more challenging when it comes to implementing the plan.

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    Topics: Strategic Planning

    Focus - One way we can all be like Steve Jobs

    Posted by Greg Meredith on Mar 31, 2015 8:00:00 PM

    It is far easier for executives to make small bets on a variety of opportunities than it is to focus on the limited few---but the path to enduring success is paved with laser like focus.

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    Topics: Strategic Planning

    FOCUS: Keeping your options open is expensive

    Posted by Greg Meredith on Mar 25, 2015 2:43:20 PM

    Keeping your options open comes at a cost. Few executives take the time to understand these costs, and even fewer define these costs in specific terms. As you implement your strategic initiatives for 2015, count the costs that result from trying to do it all. Once you do, you’ll be able to see the benefits of laser like focus more clearly.

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    Topics: Strategic Planning

    FOCUS: Saying Yes and No.....

    Posted by Greg Meredith on Mar 20, 2015 11:00:23 AM

    I’m increasingly convinced that the job of an executive is to define the few things that are critically important for success and ensure that the entire organization is relentlessly focused on accomplishing these few things.

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    Topics: Strategic Planning

    Strategic Planning: 4 Common Mistakes Executives Make

    Posted by Greg Meredith on Mar 2, 2015 12:15:00 AM


    Strategic Planning Defined:

    If I asked 10 executives to define strategic planning, I would likely receive 10 different answers.  At Brixey & Meyer, we define strategic planning as the process that links the organization's objectives and goals to the resources and actions required to achieve them.  At its core, strategic planning is the combination of strategy--how an organization acquires, organizes and deploys assets to create a sustainable competitive advantage, with planning--the process of thinking about and documenting the activities required to achieve desired outcomes.

     



    Common Mistakes in Strategic Planning:

    Many organizations engage in some type of strategic planning.  Unfortunately, even with a strategic plan in place, most still experience less than optimal outcomes due to very common mistakes and omissions.  Below are 4 of the most common mistakes made by leaders in the strategic planning process:

    1. Mistake #1:  Leaders confuse goal setting for strategic planning

    Too often, leaders believe that goal setting is equivalent to strategic planning.  They spend time formulating clear goals such as "we want to grow revenue by 25%" or "we will be #1 in our market by the end of 2015."  These clear goals are an important component of the strategic planning process and they provide the organization with a necessary definition of success.  However, goal setting alone is insufficient.  It doesn't define the actions necessary to achieve success nor does goal setting give critical insight into resource allocation, project prioritization and asset utilization.  There is an old quote that says "a goal without a plan  is really just a wish."  Goal setting, when not included in the context of a broader strategic planning process, is often just wishful thinking.

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    Topics: Strategic Planning