Shapeshifting. In the latest blog from Marcus Clifford he says change does not have to be painful and he provides some print insights to change positively.
Transform’, ‘Accelerate’, ‘Discover’, ‘Change’, ‘Unlock’, ‘Redefine’, and many more words were used by Drupa exhibitors to tag the changing business shape opportunity that exists across our sector.
In mythology and folklore, Shapeshifting is the ability to physically transform oneself through unnatural means! Drupa highlighted many options to turn into something else and possibly adopt more natural ways to change shape.
Change can still be painful, and after reading the US’s NAPCO research across the wide format sector, which reviews where growth and decline are most likely to happen, it led me to think again about the whole change journey. What insights and information are used to plan for change? and how to make change more favourable for you? While as a sector we have always embraced change, there is a difference between being forced to change and capitalising ahead of time. Maybe it’s the difference between a C+ and an A?
Feeling the pinch usually defines forced change. You have been aware for some time you need to Unslump yourself. But some dragging of feet for many good and bad reasons has taken place. I see many business owners who carry the burden of owning and running the business, a bit like Atlas carrying the burden of the sky on his shoulders. We all carry burdens and sometimes it’s good to talk to someone who understands the issues objectively and can help with a framework of actions. So give me a call and you can see the testimonials of those who have.
Making change ahead of time still involves much cognitive wrangling but enables smoother more transitional momentum. Looking at P&L and Balance sheets of those who manage this well across our sector one sees a smother transition and growth curve.
For many smaller businesses navigating market trends can be difficult due to resources but likewise, it can be easier as they are closer to their customers and more responsive to opportunity. Who in your organisation is responsible for reviewing trends? customer behaviours, shifts in preferences, staying informed on opportunity and risk? It should at least be a regular item on a management meeting to feed specific awareness and certainly ownership of risk and opportunity. Why wouldn’t we want people attending any meeting bringing game-changing items for discussion? Make it part of yours and someone’s responsibility and an agenda item.
If not a formal process as a business leader you probably do undertake a mind juggle at the end of the week of strengths, weaknesses, opportunities and threats but it’s probably not fully shared in a structured manner with your team and aligned to a process which is the next step of building more positive change and a managed approach that will stand you in good stead and ensure greater resilience.
If you can’t track the data yourself or keep abreast of all market trends, task someone with this internally if it’s not already part of their brief. Listing all key internal data showing volume shifts, profitability, pricing, types of enquiries and matching with external information on trends and feedback from customers is a very useful exercise to understand not only how you make money but also how you can make more. It is not an onerous task, but the benefits are significant.
I keep hearing from suppliers of MIS that too few companies mine their data sufficiently enough and even to the extent of knowing where they make their money. I find this hard to believe but keep hearing it, so something is amiss.
The rich language surrounding Drupa has been about us embracing market trends and as such adapting to them might seem daunting with so many day-to-day things to sort, but simple and effective things can be introduced into how you manage your business for smother transitions and making change more positive.
I have seen many businesses capitalising on a fad and develop a niche which does not become a graveyard but this happens by allowing yourself to do so and having a process in place to review.
We often talk about print being the barometer of the economy, but I see ‘Print’ as the great enabler, the facilitator of creative economic activities. Maybe there’s another title for you… The Enabler!
A simple but effective analysis of market trends, a better review of shifts in your business has a profound impact on managing positive change. Again, the goal has a worthy prize so why do so many not help themselves? We all have reasons of course but if you were starting again you would do things differently.
I’m a great fan of strategic partnerships and collaborations if properly developed and if the parties share common aims and understandings, they will be effective. My next piece will be on some practical steps and opportunities. But if you want to discuss confidentially some next steps for your business, then call me on 0774 381 8806 or or email printboosterologist@yahoo.com
