In today's business world, with its ever-changing marketplace, many companies recognize the need to adapt and change in order to remain competitive. This article will help you reinvent your company's vision to more closely match trends and customer preferences. By doing so, you will be better equipped to satisfy customers and increase profits. As change doesn't come easily, this article will help you devise strategies that will allow you to thrive in a change-or-die environment. By following the steps outlined here, you will be able to better identify opportunities for change, determine if you are ready for change, recognize what your customers want and create the proper environment for change in your company.This article will help you to think like an innovator, and it will reveal how you can use Internet technology to help you implement your strategies.
David Bowie sang about it. Bob Dylan did, too. It's change, and it's something that usually strikes a little fear in the hearts of most ordinary people. Whether it's moving into a new home, changing jobs or giving up the single life to start a family, change has given us sweaty palms at one time or another. But in the business world, the ability to change — and adapt to change — has become the keystone of many successful operations. Without it, your business risks becoming stale and alienating customers as buying trends and consumer preferences shift over time.
Therefore, as a businessperson, you have no time to be afraid of change. Instead, you need to embrace it. Change in the business world often means reinvention. In more specific terms, it means reinventing yourself to satisfy your customers and reap bigger rewards down the road. Reinvention is often the end result of identifying a changing tide in public opinion. Throughout modern history, corporate executives and business owners have prided themselves on keeping their fingers on the pulse of the public. That means identifying what consumers want now or will want in the future. Many successful businesspeople say that such ability is the key to their accomplishments.
Some organizations are inherently better suited than others to make changes. Small businesses, for example, are generally more adaptable than their large counterparts.
As a result of the need for change, many companies have altered their product offerings, target markets, customer service practices, locations and even their names.
But change, especially when it comes to a business vision or plan, is a tricky thing. The truth is that most business owners have trouble altering their business strategies. Some don't even know where to start. And yet others don't know how to sustain the change momentum once they've started it. But in this day and age, the new law of business has become change or die. So, eventually, it must be done
One reason why business owners struggle with change is that the idea of change itself has changed. It used to be a guessing game: What might work now that our present plan has gone awry? Today, creating change requires skill. It has become a type of art form in the business world. It's something that takes practice and learning to accomplish in an effective manner. The best news of all is that there are methods available for measuring the effects of change — and gauging the outcomes of change.
Change is also no longer a practice that is implemented from outside the organization, spearheaded by a savvy "change agent." Instead, change in today's business environment is intrinsic. Either you or a qualified person on your staff must regularly address the need to change and establish a change plan that is based on your level of resources, personnel and funds.
Self-Assessment: Are You Ready for a Change?
Have my sales started to flatten
or decline slightly? Yes
Am I gaining customers at a slower
rate or even starting to lose some of my current customers? Yes
Do my customers seem less excited
about and eager to purchase my products or services? Yes
Do my employees seem less "jazzed"
discussing the company during our regular meetings? Yes
Have staffers stopped offering
fresh, new ideas that could possibly boost sales? Yes
Is my company experiencing a high
turnover rate? Yes
Have any new businesses entered
into direct competition with me? Yes
Do competitors tend to always outpace
me when it comes to new idea generation? Yes
Have any new technologies or substitute products affected the usefulness of my product? Yes
If you answered yes to one or more of these questions, it might be time to consider making a few changes — subtle or drastic — to the way you do business. If your sales are decreasing significantly or you are losing customers at an alarming rate, it's probably because someone new has intruded upon your turf and become what you once were: an agent of change who's revitalizing an industry and attracting new customers — your customers. If this is the case, you need to get on the ball immediately.
Linda Rae Tepper is a business owner in tune with the need for change. In the mid-1970's, Tepper ran a successful fashion business called Ruby Slippers, which peddled antique clothing and accessories from various time periods ranging from the Victorian era to the 1960s. At the time, Tepper was one step ahead of the retro-fashion trend. However, in the 1990s, everyone seemed to be selling vintage clothing — everything from the '60s "flower child" look to pre-World War II "swing."
These changes led Tepper to look for new opportunities in vintage fashions — and she found them. In the process, she initiated a new trend and created a new identity for herself. In retrospect, what she noticed seemed simple. She observed that customers in her New York City store were looking for sleepwear and having a hard time finding it. It didn't necessarily have to be vintage sleepwear, either. Sleepwear, in general, was something that fashion designers had moved away from at that time.
Being a savvy entrepreneur, Tepper jumped on the market opportunity and made a change in her product offering to satisfy the need she discovered. Today, she and her partner Steven Abrams run Nick & Nora, a Manhattan-based sleepwear company that specializes in outfitting customers with humorous and retro-style pajamas.
Even though Tepper's inner circle of advisers told her that nobody wore pajamas anymore, Tepper did some research and found that the reason sleepwear had taken a plunge in the market was because the only "PJs" available wear the very expensive, upscale kind. The opportunity was ripe, therefore, for the development of a line of comfortable and casual pajamas.
So Tepper reinvented her company and became the queen of whimsical sleepwear. She started manufacturing and selling pajamas with humorous themes, featuring bacon and eggs and Oreo cookies. Now, her reinvention has developed a niche within the fashion industry and turned Nick & Nora from a small startup to a company at the forefront of a trend. Today, you can see Tepper's pajamas on television shows like Ally McBeal and in the pages of the Victoria's Secret catalog. This is a classic example of a small business owner finding an opportunity for change and reinventing her product offering to address the wants of consumers.
Identifying change opportunities can also become a lifesaver when a business begins to struggle. Take, for example, the plight of Steve Bernard, founder of Cape Cod Potato Chips in Hyannis, Mass. Bernard operated a successful, small business that prided itself on creating distinctive chips. In the beginning, his special recipe for snack foods kept attracting more and more business. However, he suddenly ran out of capital because, although they were popular, the chips weren't making any money yet. Around that time, a car careened off the street outside of Bernard's shop and crashed through the window of his storefront. The resulting insurance money gave him the capital he needed to continue, and he took advantage of that second chance by reinventing the way he sold his chips.
Bernard's marketing strategy already touted his product's distinctive recipe. But he decided to market the Cape Code brand name as well. He believed that the upscale Americana image many consumers associated with the town of Cape Cod, Mass. would improve the popularity of the chips and open them up to a new demographic nationally. He also started placing his chips in the produce section of supermarkets instead of the traditional snack food aisle. Bernard believes this new placement lent the chips a healthier, higher quality image.
All of these examples bring home one point: Success often depends on how you identify new opportunities and continue to change your company. But how do you identify these opportunities? For a start, ask yourself these questions:
How are my current products/services
What niches have not yet been tapped
by my competitors?
Do I have the financial resources
to venture into new product/service development?
Do I have the technological capabilities
to support product/service expansion at this time?
Do I have the time to devote to a
Do I have the manpower to support
new product/service development?
Are other companies currently offering
the product/service? If so, how can I improve upon it?
What other types of customers can
What marketing strategies can I leverage
if I change?
What do I want my business to be
known as a year from now?
Does my business operate with strict
processes, guidelines and standards that are easily reproduced in different
What changes will I have to make
to my business to successfully expand into a new market?
Although we have established that change is something to strive for, change for change's sake is not a good thing. You want your changes to have a direct correlation to larger profits, more customers and more opportunities for future growth. Therefore, before you set about on a process of change, you should first realize what your customers expect from you.
How do you know what your customers want? You can look for clues in a number of ways: questionnaires, focus groups, word of mouth, suggestion boxes, online surveys and nonverbal messages. You can also analyze your customers' loyalty through their purchasing behavior.
To better understand what your customers are saying about you, consider the answers to the following questions:
What are the main points that are
being repeated during the customer feedback process? (Remember: One statement
is just one person's opinion. Multiple statements that are similar may be
indicative of a developing trend.)
What do my employees pick up in their
direct communication with the customers?
What are my customers saying directly
to me or to each other?
What products or services seem to
be stuck on the shelves, unused or returned on a regular basis?
What products and/or promotions have
received a wildly positive response that could be repeated or built upon in
Listening to and understanding what customers want is the simplest way to identify how or what you should change about your company, your products and/or your services. The changes based on this information can range from a minor adjustment in merchandise to a major overhaul of your company's strategic plan.
For an example of the former, consider the case of Jennifer's Coffee, a coffeehouse in Los Angeles. At the end of each week, proprietor Jennifer Morgan would inventory her shop and notice that some of the individual coffee bean bins were completely empty, while others were still filled to the brim. Morgan realized that her customers were telling her, in a nonverbal way, that they didn't like certain blends and that she should ditch them immediately. She continued to replace the unused blends periodically until she found varieties that were popular with her clientele.
Morgan also listens to what customers say to each other while waiting in line. One comment she heard was that customers were getting annoyed that she didn't offer free refills. Although her supplier warned her not to offer free second helpings because of the hefty capital expense, Morgan decided to appease her customers anyway. She swallowed the cost in order to become the local coffeehouse that gives free refills, a change that has enabled her to compete with the new Starbucks down the street. An individual franchisee within the large Starbucks chain probably would have had a much harder time instituting such a change, because of the red tape he or she would have to go through with the corporate headquarters in Seattle. Morgan has fully exploited the one advantage she has by being a small, owner-operated business: the ability to change for her customers — now!
Experts say that branding can increase the value users perceive in an existing product or service and rejuvenate growth in companies of all sizes. In fact, branding is one of the most effective ways to change and update your company.
An example of branding is the case of Bari & Gail, a family-owned chocolatier in Massachusetts. When the proprietors of the company wanted to revitalize their company's image to appeal to a broader base of consumers, they set out to reinvent their brand. What they discovered was that their existing trademark was nearly invisible to consumers, and their packaging lacked a distinctive design.
What they did next changed the face of their company for the better. First, they conducted research in the fine chocolates market to better understand what leads a consumer to purchase chocolate. As it turns out, they discovered that consumers' chocolate cravings are seasonal. Using this knowledge, they developed a commemorative package to celebrate the gift of chocolate.
Before setting off on a branding scheme for your products or service, you should first ask yourself:
Is there a common need among my consumers?
Will the new brand attract more consumers to my type of products or services? Yes
Will new packaging hold a stronger appeal for my target audience? Yes
Does my company's name represent the personality of my target group? Yes
Does my company have credibility with the market? Yes
Will a new image build credibility for me? Yes
Will the new brand credibility last for at least the next couple of years? Yes
Does the new brand represent the type of image I want to portray? Yes
Has my old brand been ineffective to this point? Yes
For a complete discussion on this topic, see Creating a Branding Strategy.
Of the many things the Web provides, the opportunity for businesses to reinvent themselves or to reach new customers is probably the most exciting. In fact, some experts believe that the Web demands that nearly all businesses reinvent themselves or fall by the wayside.
If the real world seems crowded, the Internet seems virtually overpopulated. And this poses a singular dilemma: In order to survive in cyberspace, a business must stand out like a sore thumb. That's why new enabling software for the Web is debuting at a fast pace as companies look to distinguish themselves through new innovations.
In fact, the Internet has opened up a new channel for companies to change or reinvent themselves altogether. Fingerhut, the nation's largest catalog retailer, recently reinvented its business model to become a strong Internet company. Even though the print catalog business remains a giant among catalog companies, the company has embarked upon a program of acquisition and development to transform itself into an Internet company. The reason? To take advantage of a new technology that lets the company become something new and fresh, opening itself to new customers and increased sales.
On the Internet, no one has taken better advantage of changing with the times and the medium than Bluefly.com. Established in 1991, Bluefly operated under the name Pivot Rules and sold golf apparel and accessories. But, as the Internet evolved, Pivot Rules set upon a program of change and reinvented itself as Bluefly.com.
At that same time, Bluefly recognized that golf was starting to gain momentum as a recreational sport, especially among young people. As the new generation began playing, the company changed its merchandise to address the buying habits of the new generation. Bluefly officials recognized that new-generation golfers were strutting around courses in attire that was a far cry than the old-fashioned plaid polyester that older golfers wear. So it developed a site that specialized in more versatile color palettes for its clothes, better fibers and updated silhouettes.
Soon, however, the company noticed that there was more than just online golf commerce to conquer, and it set out to grow into larger markets. It identified a non-golf Internet retail niche. In an interesting twist, the company now sells brand name, end-of-season apparel and accessories via its online retail store.
Of course, you can plot a reinvention of your business, but you can't pull it off unless you have created an environment that supports it. That starts with you, but also includes your employees, investors and customers.
To create this environment in today's business world, it is important to remember a few things:
You and your employees are the agents of change.
Change should be instituted for the sake of the business, not for change itself.
Change is about people — not numbers.
Opposition is still a good learning tool.
Change can be informal.
You can't force people to change.
You can't change a company without changing yourself.
Employees and customers of the metamorphosing business often think of change as a bad thing. All too often, the problem is actually a lack of communication during the process — which fosters an environment of fear. Employees will fear for their jobs, and customers will fear that their convenience will be lost if they sense that changes are being made without their knowledge.
How do you combat these attitudes? One way is to remember that employees are your change agents. They must be on board and part of the process from start to finish. Change cannot be dictated from the upper echelons of management without input from lower level employees, or those employees will inevitably fear the changes.
Also, when soliciting ideas about change, you should remember that not everyone will agree. People have instinctive reactions to news of change. When David Clarke was heading the IT group at W.L. Gore & Associates, the maker of GORE-TEX, he introduced a new manufacturing system for one of the company's facilities. He immediately faced skepticism from engineers. However, Clarke listened to the opposition and discovered that their concerns weren't unfounded. Thus, many of the previous ideas were rejected and new, better ones drawn up.
Likewise, change should be instituted as informal, not as a directive from the CEO or owner. Many times, change can be accomplished in individual divisions with the knowledge and input of workers who are most familiar with the part of the business that is undergoing the transformation.
In this situation, employees are more willing to accept change. In fact, they may more readily embrace it. Collaboration throughout the company, especially if yours is a small operation, allows you to get solid input while letting people ease into the change.
Finally, in any change effort, the first person to change has to be you. If you, as owner, boss and/or leader are not willing to change, you can't expect anyone else to.