Platt Perspective on Business and Technology

Leveraging social media in gorilla and viral marketing as great business equalizers: a reconsideration of business disintermediation and from multiple perspectives 14

Posted in social networking and business, startups, strategy and planning by Timothy Platt on March 16, 2019

This is my 14th posting to a series on disintermediation, focusing on how this enables marketing options such as gorilla and viral marketing, but also considering how it shapes and influences businesses as a whole. My focus here may be marketing oriented, but marketing per se only makes sense when considered in the larger context of the business carrying it out and the marketplace it is directed towards (see Social Networking and Business 2, postings 278 and loosely following for Parts 1-13.)

I began working my way through a to-address topics list in Part 11, that would apply to the analysis and planning efforts of a still resource-lean startup. And I repeat the first three entries in this list as I turn to and begin to more fully discuss its Points 2 and 3:

1. What types of change are being considered in building this new business, and with what priorities? In this context the issues of baseline, and of what would be changed from become crucially important. I assume here that change in this context means at least pressure to change on the part of business founders, from the assumptions and presumptions and business practices of their past experience: positive and negative that they might individually bring with them to this new venture, and their thoughts as to how a business should be organized and run as shaped by all of their prior workplace experience. So I will consider change as arises in how the business is planned and run, at least as much as I do when considering what would be developed there and brought to market as product or service. I will mostly just cite and discuss the later for its contextual significance in all of this.
2. Focusing on the business planning and development side to that, and more specifically on high priority, first business development and operations steps that would be arrived at and agreed to for carrying out (in light of the above bullet point considerations here), and setting aside more optional potential goals and benchmarks that would simply be nice to be able to carry through upon too,
3. Where exactly do those must-do tasks fit into the business and how can they best be planned out for cost-effective implementation (in the here and now) and for scalability (thinking forward)? Functionally that set of goals and their realization, of necessity ranges out beyond the boundaries of a Marketing or a Marketing and Communications context, applying across the business organization as a whole. But given the basic thrust of this specific series, I will begin to more fully discuss communications per se, and Marketing, or Marketing and Communications in this bullet point’s context. And I will comparatively discuss communications as a process, and as a functional area in a business there.

I focused more on the Who and How of key business decision making when addressing the above Point 1, and with the What of that considered essentially entirely in general terms. Point 2 specifically focuses on what the high priority issues are that a given startup would face, and on decision making processes and their follow-through that would lead at least ideally to their smooth and efficient resolution. And Point 2 also begs the question of how these high priority issues and needs would be identified and characterized, and both for their achievability and with what resources required for that, and for their overall needs-based priorities – setting them apart from the “more optional potential goals and benchmarks that would simply be nice to be able to carry through upon too” as noted there as well. And to further put Point 2 in perspective in this series and in this portion of it, Point 3 continues on from there, with a now-determined list of high and highest priority tasks and goals agreed to, and with their actual resolution the topic of discussion.

I continue my Part 13 discussion here with a fuller and more organized consideration of Point 2 from the above topics list, as outlined in the above paragraph, and with the question of what to do first and even right now, and what to set aside for later if at all. And I begin doing so by acknowledging that I in fact sneaked part of my answer to that challenge into the above paragraph when outlining how I would propose responding to a Point 2 challenge, when I made note of resource availability.

• Ideally, task and goals prioritization would be based entirely on here-and-now and anticipated upcoming need. But that approach can only apply, and certainly as an automatic and always-resorted to option if there are and always will be sufficient resources available and of all required types, to make it possible for a business to carry out essentially whatever it seeks to do, whenever its leadership decides that they would like to do so.
• In the real world, need and desire have to be tempered by limitations faced in what can be done, and on consideration of when the resources required for that might become possible for doing that work, and at what costs. Resource limitations and the performance bottlenecks and barriers that they create, determine the doable here.

This pair of linked points is important. And while they might seem obvious when stated as above in the abstract, it can be easy to lose track of their message in the heat of the moment and when facing immediate and impending pressures to effectively perform, in carrying out next building steps in launching a new business venture. I have certainly seen new businesses get caught up in what from a perhaps more objective perspective, might seem to be resource expending inconsequentials, and particularly when they primarily would serve to support a founder’s vision of themselves and of what they would at least ideally seek to build in their business – as an expression of that. Though ego is not the only source of challenge that can be added in, in this way here, that can skew how tasks and goals are prioritized and carried out or not.

Ultimately, the filtering and selecting of Point 2 requires dispassionate reasoning: reasoning that can both starkly illuminate and serve to evaluate the value of the assumptions and presumptions that founders can bring to the table. And as a positive measure, this winnowing and prioritization process more clearly helps to determine what would in fact be good for, and for-now best for the business as an enterprise. (As an aside, I add at this point in this narrative that this is where a founding team that is too caught up in their own agendas and their own understandings of them can find value in bringing in an outside consultant who can offer a more dispassionate outside perspective, and who will then leave when finished.)

I am going to conclude my discussion of Point 2, at least for purposes of this series, in the next installment to it where I will add consideration of benchmarks and more finalized goals to this narrative. My goal in that is to take this posting’s discussion of that topics point at least somewhat out of the abstract by addressing it as an explicit trackable path forward and not just as a more vaguely goals-oriented intention. Then, as promised above I will more explicitly turn to and address the above Point 3. And turning back to the more complete to-address list that those three points were excerpted from as initially offered in Part 11, I will then work my way through the rest of that more complete list too. And I will more explicitly tie this more business-wide narrative back to a marketing and communications context too.

Meanwhile, you can find this and related postings and series at Business Strategy and Operations – 5, and also at Page 1, Page 2, Page 3 and Page 4 of that directory. You can find this and related postings at Social Networking and Business 2, and also see that directory’s Page 1. And I also include this posting and other startup-related continuations to it, in Startups and Early Stage Businesses – 2.

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