We cannot deny that private jets fascinate us. They are exclusive, high-cost planes that fly close to the speed of sound and offer their lucky passengers a journey with quality and style.
There are hundreds of models, sizes, and configurations. Owners can choose exclusive colors and designs for both the interior and exterior. So far, it’s clear we’re talking about a luxury item.
If we were to acquire one of these jets, the salesperson would ask us a series of questions to define how we intend to use it. They would ask, for example, what distances we plan to fly, how much cargo we need to transport, which airports we will frequent, and in which seasons we’ll be flying most.
These definitions form what is called a “mission.” Planes are chosen precisely according to their mission. This way, we’ll not only know which jet to buy, but also how to maintain it, which crew to hire, and what the flight allocation strategy and base airport will be. Of those hundreds of models, only a handful will meet our requirements.
In conclusion, the jet’s mission determines many actions so that its use is optimal and the investment makes commercial sense.
Up to this point, the example seems logical. However, when we ask our clients about their “mission,” they are often surprised. They consider it an outdated methodology from the 1980s and believe it’s no longer relevant.
As consultants, we ask these and other “obsolete” questions because we want to understand how they design their business strategy, commercial strategy, and sales plan. How could we create or analyze a sales plan without a clear commercial strategy?
It’s true that the concepts of “mission” and “vision” are old and were in vogue in the 80s. But that doesn’t mean they are invalid or useless today; on the contrary.
In many diagnostics, we find inconsistencies and even the absence of processes that ensure correct operations and effective sales management, with proper monitoring and analysis.
Often, the processes in use do not represent the strategy the company seeks to implement, and sometimes they don’t even align with the sales plan. The only way to solve these issues is to start at the beginning. Everything starts with defining what we want to do and how we want the market to perceive us.
Only with these definitions can we develop a solid strategy, which will then guide an efficient business management approach.
We may need to recognize that certain “old” concepts remain valid. Although there are many elements to analyze today, the core principle still holds true.
A sales plan requires a commercial strategy, which in turn starts with a business strategy, initiated with the mission and vision definitions. These definitions ensure an efficient structure and suitable processes to face an increasingly competitive market.
As consultants, we quickly adopt new trends, but we don’t discard what still works and yields good results.
If you have questions about your mission, vision, strategies, or processes, reach out to us. We’d be delighted to assist with all aspects of your commercial teams.
