Closing the Perception Versus Reality Gap

As more companies work to make their Corporate Strategy practices impactful and visible, senior leaders and their staffs are becoming increasingly more aware of the causal-effect relationships that exist based on their understanding of their target market segments. The line between an organization’s sales and marketing and its dedication to build high performance is becoming more difficult to separate. So much so, we now recommend the Performance Program of any organization should be thought of as one strategy for ALL departments.

During the past several years MarketCues has employed its SmartPlan360˚ Program that performs organizational and strategic assessments. The primary focus of these engagements is to identify the “Gap” or delta between an organization’s perceptions versus the realities of what their target market thinks. The results inspire nonprofits, educational institutions and businesses alike to strengthen their strategic positioning in order to begin driving their business growth.

Gone are the days where marketing is done by one group, sales is done by another, and customer service is provided by a third. For that reason, MarketCues has dedicated itself to explore innovative ways to quickly bring fresh new insights to an organization that adds immediate value. Understanding the “Gap” between what is and is not understood by the organization as a whole is often the key that unlocks explosive growth.

Strategic marketing or strategic planning may go by many names, but one thing is for sure, an organization’s future prospects and ultimate success is driven by possessing a truly reliable view of what it can consistently deliver to its key customers while offering a compelling strategic advantage. This builds both sustainability and drives growth.

Understanding this key is equally important for an organization just starting up or one that has been in business for 100 years or more. This type of strategic planning looks at both where the organization is today and where it wants to go tomorrow, and then builds a long-term strategy based upon its true competitive market strengths.
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