Category: Quick Insights

These days, people are busy and easily distracted. If you’re giving a speech, pitching a product, or writing a business plan, your audience doesn’t have time for extra details.

That’s why you need to start with a clear concept. This is just a brief description of your main idea that helps people quickly understand and remember your message.

What Is a Concept?

A concept isn’t your whole story or plan. It’s the main idea, put into a short, simple sentence. It works like a headline for your message, giving people something to remember before you go into more detail.

A concept is more than an idea. It’s the heart of your message, making it easy for people to see what you mean and why it matters. Without a clear concept, your story can get lost. With one, your message stands out and sticks.

At its core, a concept is just an idea or a way to group similar things, such as objects, events, or relationships.

Example: the concept for Harbor Capital Group is “I turn complex product problems into creative solutions with a competitive advantage.”

Concepts Tell Your Story Immediately

Concepts matter because they shape your story. Without one, your message can feel scattered. With a concept, everything fits together and leaves a strong impression.

• Without a concept: A company might present product features one after another, hoping something sticks.
• With a concept: The same company frames the product as “the invisible assistant that gives you back time.” Now, the story is coherent, emotional, and memorable.

In business, having a strong concept often helps you stand out instead of being ignored.

Benefits for the Audience  

• Better Understanding: They don’t have to work hard to determine your point.
• Retention: They’re more likely to remember the concept (and by extension, your whole message).
• Connection: It builds trust because people feel you respect their time by being clear.
• Actionability: They leave with a takeaway they can repeat, share, or apply.

How to Create a Concept

Coming up with a concept takes clear thinking and some creativity. Here’s how you can do it:

1. Understand the Core Problem or Opportunity: Reduce it to its simplest form
2. Find the emotional or human angle: Go beyond features and facts.
3. Use metaphors and frames: Metaphors often strengthen concepts.
4. Test for clarity and stickiness: It should be understood instantly.

Starting With Concept vs. Without Concept

Factor	With Concept (Positive)	Without Concept (Negative)
Clarity	Audience instantly knows the essence of the story.	Audience asks: “What’s this about?” — confusion sets in.
Framing	Details are connected to a central theme.	Details feel scattered, hard to tie together.
Cognitive Load	Concept gives a mental “filing system” for new info.	Audience is overwhelmed by too many unanchored details.
Engagement	Curiosity sparked early — people lean in.	Attention drops quickly — people disengage or multitask.
Retention	Big idea sticks, details are remembered through it.	Audience forgets or misremembers the point.
Credibility	Speaker seems strategic, organized, and prepared.	Speaker risks seeming unprepared or tactical.
Impact	Audience walks away with a clear, repeatable takeaway.	Audience leaves saying: “Interesting… but what was the point?”

When you start with a concept, your audience will be more likely to follow along and remember your main point.

If you skip this, people might get confused or tune out.

For more on “Why Every Great Message Starts With a Clear Concept,”  visit the website.

Cheers, Jim Zitek

I turn complex product problems into creative solutions

with a competitive advantage

Every company faces product problems. Design flaws, cost overruns, missed expectations, stagnant growth, and declining profits are common. Many leaders view these challenges as threats.

Complex product problems might look like roadblocks at first, but they often hold the best opportunities for innovation. By breaking these challenges down and thinking in new ways, you can turn obstacles into creative solutions that set you apart.

If you tackle challenging product problems with a clear plan, they can become the starting point for breakthrough solutions. What looks like a first threat can help you move ahead of your competitors.

The key is combining research and diagnostics with vertical and lateral thinking. This approach helps you identify genuine opportunities, mitigate risks, and create lasting value.

Why Difficult Problems Are Strategic Opportunities

Difficult product problems are rarely surface-level; they often expose hidden weaknesses or unmet customer needs. While frustrating, they are also valuable because:

1. They reveal market gaps competitors haven’t solved.
2. They force creative exploration beyond incremental improvements.
3. They offer differentiation potential, since solving them often requires novel approaches that are difficult to replicate.

Turning a complex problem into a great solution is not magic. It’s a step-by-step process.  The bigger the problem, the greater the opportunity to stand apart.

The Role of Research and Diagnostics

The most common mistake in product development is rushing to a solution before fully understanding the problem. A thorough diagnostic phase is crucial, and rigorous research and diagnostic work provide the foundation for effective problem-solving.

Before creativity comes clarity, conducting rigorous research and performing thorough diagnostics lay the groundwork for effective problem-solving. 

This analysis helps clarify uncertainty, allowing your creative efforts to focus on solving the right problem.

 Vertical Thinking: Depth and Logic

Vertical thinking refers to the disciplined, logical approach to problem-solving. It works step by step, narrowing choices to arrive at clear answers. Vertical thinking is rational, analytical, and sequential. 

 Vertical thinking is perfect for refining an existing feature, improving efficiency, or making incremental enhancements. A couple of exmples:

•  Root Cause Analysis (5 Whys) to identify fundamental issues.
• SWOT Analysis to clarify strengths, weaknesses, opportunities, and threats

Vertical thinking enables you to develop creative solutions based on solid facts. This way, you avoid spending time on ideas that won’t work or bring value.

Lateral Thinking: Breadth and Imagination

Vertical thinking delves deep, while lateral thinking expands widely. It challenges assumptions, reframes problems, and uncovers unconventional possibilities. Use lateral thinking when vertical thinking stops yielding results or when a breakthrough innovation is necessary.

 It’s about challenging assumptions and approaching problems from entirely new angles. The following are a few of these creative techniques:  

• SCAMPER – Modifying existing ideas through substitution, combination, adaptation, putting to another use, and more.
• Six Thinking Hats—Exploring multiple perspectives, generally by management or employee groups, to get a creative solution and ensure everyone is on board with the selected creative option and strategy.   

Lateral thinking provides more options, resulting in logical and creative solutions. The best results are achieved by using both. Lateral thinking helps you develop new ideas, while vertical thinking turns those ideas into practical plans.

 

Combining Vertical and Lateral Thinking

Relying on just one way of thinking limits your options. The real advantage comes from combining vertical and lateral thinking.

The real power comes from integrating both approaches:

• Diagnose with Vertical Thinking: Identify the real problem, backed by data.
• Explore with Lateral Thinking: Generate a wide range of unconventional solutions. 

From Creative Solutions to Competitive Advantage

Not every creative solution leads to long-term success. However, by adopting this approach, you can develop effective and difficult solutions for competitors to replicate, thereby securing a strong and lasting competitive advantage.

To achieve a true competitive edge, a solution must be:

• Valuable – Solves a vital customer problem.
• Unique – Differentiated from competitor offerings.
• Defensible – Difficult for others to copy through brand, technology, or execution.

When you use both vertical and lateral thinking, you create ideas that are both creative and realistic. This makes your business stronger against market risks.

Conclusion

Difficult product problems are not just barriers; they are also opportunities—hidden opportunities. By combining research, diagnostics, and both types of thinking, companies can create new solutions that lower risk and make a real impact.

Now is the time to tackle your most challenging product issues. Utilize these strategies to transform challenges into genuine market advantages. Start by diagnosing a key issue, use both vertical and lateral thinking to find a creative solution, and move quickly to test and protect your idea. Lasting competitive advantage begins with action, so take your first step today.

Cheers,  Jim Zitek

 I turn difficult product problems into creative solutions 

with a competitive advantage.

Want more information on this topic? Check out my blog posts.

 

 

 

 

How Broadening Perception Boosts Creativity and Decision-Making

Discover how expanding your view reveals hidden opportunities, sharper insights, and breakthrough solutions.

2-minute read

 

When you change how you see the world, you change the possibilities available to you. 

Creativity is often viewed as the cornerstone of innovation and problem-solving. Yet, what fuels creativity? While several factors contribute, perception is one of the most significant yet overlooked. 

 Perception is the process we use to interpret and understand our sensory experiences. It is not just a passive reception of inputs but an active process of constructing reality based on sensory information, experiences, and context. Our backgrounds, cultures, beliefs, and past experiences influence how we perceive things.

Expanding Our Perceptions

Creativity thrives on the ability to see beyond the conventional and ordinary. Perception plays a crucial role here. A creative individual often perceives the world differently—finding connections where others see none, identifying patterns that others overlook, and visualizing possibilities that are not immediately apparent. This unique perspective often leads to groundbreaking ideas and innovations.

Creativity Involves Breaking Free From Established Patterns of Thinking.

Our cognitive boundaries shape perception. When we perceive things in a new light, we break away from conventional thought processes, allowing novel ideas to emerge. For instance, when Apple designed the first iPhone, it wasn’t just about perceiving a phone as a communication device but as an integral part of daily life—a hub for entertainment, business, and connectivity.

 In summary, perception acts as a lens through which the future is imagined and anticipated. It shapes expectations, influences the assessment of risks and opportunities, guides goal setting, and colors our predictions about societal and global trends. 

How important is perception in decision-making?

Perception influences how we interpret information, situations, and the behavior of others. It shapes our understanding of the context in which decisions are made. It is essential for initial assessments and understanding a situation’s nuances. However, relying solely on perception can lead to biases.

Experience provides a historical framework and practical knowledge, offering insights based on what has worked or not worked in the past. It is invaluable for making quick decisions in familiar contexts. However, over-reliance on experience can lead to resistance to new ideas or approaches.

Critical thinking involves analyzing information, questioning assumptions, and evaluating evidence logically. It is crucial for ensuring well-reasoned decisions that are not based on flawed logic or misinformation. It also helps identify biases and avoid fallacies.

How Can You Change Your Perspective?

Changing one’s perspective is a valuable skill and a significant personal challenge. It involves deliberately shifting how you view situations, problems, or ideas, and it can lead to more innovative thinking, better problem-solving, and improved empathy and understanding in both personal and professional contexts. 

Visit my website or QuickInsights for more information on transforming revenue challenges into predictable revenues and profits and creating a competitive advantage. You can also email me with any questions or comments, positive or negative. I also enjoy learning and sharing.

 

Cheers,  Jim Zitek

I Solve B2B Revenue and Profit Problems

With Unique, Validated Creative Solutions.

Want more information on perception? Check out my blog posts.

2-minute read

Create an Advantage That Customers Value—and Competitors Can’t Touch

In today’s crowded B2B markets, where products and services often blur together, one powerful force distinguishes between merely surviving and truly thriving: a genuine competitive advantage.

It’s more than a buzzword. A genuine competitive advantage enables companies to attract better customers, close deals more quickly, earn higher margins, and retain clients.

Yet most companies remain stuck competing on price, features, or availability. The true winners break free from the commodity trap and create an advantage that customers instantly recognize, deeply value, and come to depend on.

Why A Competitive Advantage Matters

Buyers a nal, risk-averse, and under constant pressure to make smart, defensible choices. They are not simply purchasing a product but often selecting a trusted partner. A true competitive advantage alleviates their concerns, builds trust, and provides a powerful reason for them to say yes. 

• Attracts customers who are willing to pay more for unique value  
• Wins more deals because the offering stands out Builds loyalty and retention by delivering consistent, unmatched outcome.
• Sustains higher margins and resists pricing pressur
• Becomes less vulnerable to economic swings or competitor tactics

How to Build a Competitive Advantage 

Building a competitive advantage takes more than catchy slogans or surface-level branding. It requires a clear strategy, real customer understanding, and strong teamwork. Here’s how leading B2B companies do it:

• Understand the Customer’s Business Problem. Relevance is the foundation of any advantage. Identify what drives value for the ideal customer.

• Focus on Ideal, Profitable Customers. Be strategic about who you serve. They define and pursue an Ideal Customer Profile (ICP).

• Differentiate Through High-Value Capabilities. Competitive advantages emerge from valuable, rare, and hard-to-copy capabilities.
• Deliver Results, Not Just Products. Customers care about outcomes.

• Competitive advantages connect the company’s offering directly to measurable business results.

A genuine competitive advantage should be integral to every company’s activity, not just something mentioned in marketing or sales pitches.

Conclusion

Buyers know what they want and expect more from companies. To stand out, businesses need advantages that are obvious, meaningful, and tough for others to copy.

A competitive advantage attracts ideal customers, improves pricing, and builds loyalty.

If you want practical steps to turn revenue challenges into steady growth and build a lasting competitive advantage, visit my website or check out QuickInsights. Questions or feedback? Feel free to email me. I’m always open to a conversation.

Cheers,  Jim Zitek

I help B2B companies create and sustain competitive advantages

that attract and retain profitable customers.

PS. An expanded version of this Quick Insight is available as a blog post.

 

 

 

2-minute read

What is SCAMPER?

SCAMPER is A checklist-based method that prompts you to transform or reimagine existing ideas, products, or services.

Its goal is to generate fresh concepts by tweaking or re-purposing existing ones systematically.

SCAMPER is an acronym standing for:                             

• Substitute
  
• Combine
• Adapt
• Modify (Magnify or Minify
• Put to another use
• Eliminate
• Reverse (or Rearrange)

Each prompt encourages you to challenge and transform an existing idea in a structured yet lateral manner, helping you break habitual patterns of thought.

SCAMPER is widely used when seeking a competitive edge because it’s:

• Simple & Memorable: makes it easy for teams to grasp and apply.
   
• Structured Yet Flexible: Each SCAMPER step gives clear prompts, making it versatile for different industries and problem types.
   
• Low Barrier to Entry: requires no specialized tools—just brainpower and a willingness to explore.
  

• Encourages Rapid Iteration: By systematically challenging assumptions at each step, companies can quickly uncover fresh ideas for product improvement, cost-saving, or market differentiation.                                                                                                                                                                                                                                                                                                                        
• SCAMPER can be thought of as a structured or organized form of brainstorming.

While traditional brainstorming often involves free-flowing ideas with minimal guidance, SCAMPER provides a set of specific prompts (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse) that focus the brainstorming process.

SCAMPER excels at idea generation by systematically challenging or transforming an existing product, service, or process. It helps you quickly uncover a range of potential solutions by focusing on structured prompts (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse).

SCAMPER has become a go-to technique in many corporate settings because it’s easy to integrate into existing innovation processes (like ideation workshops or continuous improvement initiatives). This user-friendly approach makes it a top choice for organizations looking to create new value and stay ahead of competitors.

 Bottom Line

SCAMPER is typically “better” if your main goal is to generate numerous variations on a theme or upgrade an existing concept.

Visit my website or QuickInsights for more information on transforming revenue challenges into predictable revenues and profits and creating a competitive advantage. You can also email me any questions or comments, positive or negative. I love to learn and share what I’ve learned.  

Cheers,  Jim Zitek

I Solve B2B Revenue and Profit Problems

With Unique, Validated Creative Solutions.

 

 

2-minute read

Yes, creativity exists in everyone. While the image of a solitary genius struck by a bolt of inspiration is powerful, the truth is that creativity is not a rare gift bestowed upon a few but an innate human capacity that can be nurtured and developed.

Everyone can be creative, but people often mistake creativity for artistic ability (painting, music, etc.). But, creative techniques isn’t generally taught in schools. As a result, 80 percent of people believe they are not creative. 

 Creativity is a Skill, Not a Trait.

Creativity isn’t something you’re either born with or not. It’s a learnable, improvable skill—like problem-solving, writing, or critical thinking. With practice and the proper creative thinking techniques, anyone can enhance their ability to generate new ideas.

It’s the everyday ingenuity we use to solve problems, adapt to new situations, and express our unique perspectives.

Two Types of Creative Thinking.

Vertical and lateral thinking are two different approaches to problem-solving and creativity. 

Vertical thinking is logical, analytical, and sequential—it builds step by step, using known facts and established patterns to arrive at a solution. It’s efficient when refining or optimizing existing ideas, processes, or strategies.

Lateral thinking approaches problems differently, breaking from conventional paths to generate new and unexpected ideas. It involves looking at issues from different angles, challenging assumptions, and using provocations or analogies to spark innovation. It becomes essential when conventional logic fails or innovation and fresh ideas are required. 

 Vertical and lateral creative techniques complement each other: Vertical thinking drives depth, while lateral thinking unlocks breadth. Using both allows individuals and companies to solve problems more creatively and effectively.

Bottom Line:

Everyone is capable of creativity, but like any other ability, it needs to be taught and nurtured. The difference between those who are “creative” and those who aren’t is often just a matter of mindset, practice, and opportunity. When exposed to different creative thinking techniques, most people discover they have more creativity than they realized. 

With 20+ types of creative techniques, would you be interested in a series of Quick Insights that explain many of these different techniques? Please give me a yes if interested.

Visit my website or QuickInsights for more information on transforming revenue challenges into predictable revenues and profits and creating a competitive advantage. You can also email me any questions or comments, positive or negative. I love to learn and share what I’ve learned.  

Cheers,  Jim Zitek

I Solve B2B Revenue and Profit Problems

With Unique, Validated Creative Solutions.

 

 In today’s fast-paced business landscape, surface-level fixes aren’t enough.  It’s tempting to jump to conclusions or patch symptoms. But solving the wrong Problem is worse than ignoring it entirely. 

Root Cause Analysis (RCA) or the 5-Ways technique comes in here. RCA is not just a problem-solving tool. Using curiosity and creativity. It can also help reframe and create valuable, strategic problems that lead to competitive opportunities and advantages.

Think of it this way: The 5-Whys process tells you where to point your creative firepower. Without it, you risk generating brilliant solutions for the wrong Problem.  

The Power of Root Cause Thinking

The 5 Whys works precisely as it sounds: you ask “Why?” five times (or more if necessary) to lead you away from guesswork and toward insight. You stop chasing superficial fixes and begin solving the Problem that causes the Problem. This distinction is critical. 

Example:

• Initial Problem: “Our team is missing deadlines.”
• Why? The approval process from management takes too long.
• Why? The manager is a bottleneck because they must personally sign off on every stage.
• Why? They don’t feel confident that the team is aligned with the project’s strategic goals.
• Why? The project kickoff meetings are rushed and don’t clearly define the strategic intent and key metrics for success.
• Root Cause/New Problem: “We need a way to ensure our project teams have absolute clarity and strategic alignment from the beginning of a project.”

While most people use the 5 Whys to solve problems, strategic thinkers can flip it to create valuable issues — the kind that, once solved, generate innovation or competitive advantage.

Use 5 Whys when you need to:

• Fix recurring or vague problems (e.g., “sales are down” or “employee turnover is high”).
• Prevent jumping to assumptions or blaming symptoms.
• Explore upstream issues in strategic planning, not just operational fixes.
• Generate better problems for creativity or innovation workshops.

Conclusion:

The 5 Whys technique is deceptively simple but powerful. Repeatedly asking “Why?” forces you to slow down and think deeply. It can resolve chronic issues and reveal the more profound strategic questions your company needs to ask if it wants to grow, evolve, or innovate.

 Visit my website or QuickInsights for more information on transforming revenue challenges into predictable revenues and profits and creating a competitive advantage. You can also email me with any questions or comments, positive or negative. I also enjoy learning and sharing.

 

Cheers,  Jim Zitek

I Solve B2B Revenue and Profit Problems

With Unique, Validated Creative Solutions.

In today’s rapidly shifting landscape—driven by AI, automation, and economic uncertainty—creativity and innovation are no longer optional for B2B companies.

Creativity and innovation matter now more than ever. Markets are shifting faster than business models.

How Creativity and Innovation Drive Growth in B2B.

1. Creating Competitive Differentiation: In a world where everyone uses the same technologies, creativity is what makes your offer unique.

2. Reinventing the Customer Experience: B2B customers don’t want more complexity—they want more innovative, more intuitive solutions.

3. Solving Problems Customers Didn’t Know They Had: Creative Thinking reveals unmet or emerging needs (e.g., post-sale analytics, risk-reduction strategies, predictive servicing).

4. Accelerating Internal Efficiency: Innovation isn’t just outward—it’s also about running leaner, faster, and smarter.

The Risk of Not Innovating.

1. Commoditization: If you’re not different, you’re replaceable.

2. Margin erosion: Without a unique value, price becomes the only differentiator.

3. Talent drain: The best employees want to work in companies that are forward-thinking and creative.

4. Customer churn: Buyers want solutions that evolve with their needs.

5. Margin erosion: Without a unique value, price becomes the only differentiator.

6. Customer churn: Buyers are drawn to solutions that evolve with their needs.

Vertical and Lateral Thinking: The Creative Key To Tomorrow’s Success.

Creativity today isn’t just about marketing slogans; it’s about solving complex problems in original, valuable ways. Innovation is how companies escape stagnation. Discover new growth and future-proof their business.

Vertical Thinking and Lateral Thinking are two distinct yet complementary approaches to problem-solving and idea generation. They are often used together because their combined use leads to more robust and innovative solutions than either used in isolation.

Vertical Thinking is a sequential, analytical, and logical approach to problem-solving. It involves taking an existing idea or problem and exploring it in depth, building upon facts, procedures, and data to arrive at a single, best solution. 

One of the main reasons for using vertical Thinking is to refine and optimize existing solutions when you need to improve an established process, product, or system. 

Lateral Thinking is a creative and indirect approach to problem-solving. It involves exploring multiple possibilities, challenging assumptions, and seeking unconventional connections to generate new and often unexpected ideas, even if they seem illogical at first.  

One of the primary reasons for using lateral Thinking is to generate innovative solutions, particularly when faced with complex or “wicked” problems where traditional methods have failed or are insufficient.

Creativity is the critical ingredient to tomorrow’s success.  

Without vertical Thinking, even the most brilliant ideas might remain impractical fantasies. Without lateral Thinking, you might only incrementally improve what already exists. Together, they form a powerful approach for navigating complex challenges, driving innovation, and achieving sustainable success.

Because creative solutions are so crucial to tomorrow’s success, I will produce a series of QuickInsights on creativity. If we are not connected on LinkedIn, let’s connect so you won’t miss any of these many creative techniques.

Visit my website or QuickInsights for more information on transforming revenue challenges into predictable revenues and profits and creating a competitive advantage. You can also email me with any questions or comments, positive or negative. I also enjoy learning and sharing.

Cheers,  Jim Zitek

I Solve B2B Revenue and Profit Problems

With Unique, Validated Creative Solutions.

In the rush to grow, many B2B companies leap straight into lead generation, sales tactics, or product upgrades. But without a strong strategy foundation, these efforts become expensive experiments with unpredictable returns.

To create sustainable, profitable growth, you must first define who you serve, what problem you solve, and why you’re better at it than anyone else.

Here’s how to establish the foundation for your strategy, setting the stage for everything else.

1. If you’re trying to sell to everyone, you’ll end up selling to no one.

Define (or Refine) Your Ideal Customer Profile (ICP). Your Ideal Customer Profile is a strategic filter that helps you focus on the customers who:

Get the most value from what you offer

Stay longer and pay more.

They are easiest to work with

Refer others.

2. Your value proposition isn’t what you do. It’s the outcome your best customers care about — delivered in a way they believe.

Craft or Update Your Core Value Proposition. Most companies focus on features, capabilities, or service quality. But your customers buy results, not tools. A clear, compelling value proposition aligns your message with your customer’s motivation.

A Strong Value Proposition Answers:

• Who is it for
• What problem does it solve?
• Why is it better or different from the alternatives?
• What result will the customer see?

3. Growth happens when you solve a visible, urgent, and expensive problem.

Identify the Core Problems You Solve. 

• What is the real cost of the problem we solve?
• What triggers a company to start searching for a solution?
• What alternatives do they consider (and why are they not as effective)?

The more urgent, measurable, or risky the problem, the easier it is to justify your value (and your price). You’re not selling; you are solving problems that cost your customers time, money, reputation, or growth.  

• What is the real cost of the problem we solve?
• What triggers a company to start searching for a solution?
• What alternatives do they consider (and why are they not as effective)?

4. If you can’t articulate what makes you different, your customers will default to price.

Being “better,” “faster,” or “more experienced” isn’t enough. You need to claim something your competitors aren’t claiming — or can’t prove. This differentiation might come from:

• A unique process or methodology
• Specialized expertise in a niche market
• A bundled or all-in-one solution that others don’t offer
• A stronger guarantee, result, or service standard.

Growth is a process. But it starts with clarity delivered in a way that makes you the obvious choice.

Visit my website or QuickInsights for more information on transforming revenue challenges into predictable revenues and profits and creating a competitive advantage. You can also email me with any questions or comments, positive or negative. I also enjoy learning and sharing.

Cheers,  Jim Zitek

I Solve B2B Revenue and Profit Problems

With Unique, Validated Creative Solutions.

 

 In today’s turbulent economy, where inflation is rising, growth is slow, and competitors are multiplying, we need to be ruthlessly honest about the future. Markets evolve, and customer needs shift. What once worked may now stifle your growth. 

  That’s why there’s one question every company should ask.   

“If we were starting this business from scratch today, what would we do differently?”

This deceptively simple question unlocks hard truths. It reveals which parts of your business are strategic assets — and which are baggage. 

There are many questions you can and should answer. The following suggested questions should get you started.

Positive Questions to Ask

These three questions will get started. What’s working well, and what should be doubled down on or expanded?

1. What should we keep doing?
2. What would we build bigger or better?
3. Where are we uniquely positioned to win?

Negative Questions to Ask

1. What would we stop offering or doing altogether?
2. What wouldn’t we build again? 
3. What beliefs or assumptions are no longer true?

Warning Signs That You Need This Exercise Now

1. You’ve had flat or declining revenue for three or more quarters. 
2. Your competitive win rate is dropping  
3. Your team is busy, but growth feels stagnant. 
4. Customers are more price-sensitive and less loyal. 
5. Marketing and sales results are slipping despite increased effort

You Can’t Build Tomorrow’s Company with Yesterday’s Assumptions.

The most dangerous place for a company to be is in the middle — not bad enough to panic, not good enough to grow. These questions force you out of that comfort zone.

Starting today, by asking what you’d do differently, you get a brutally clear picture of what needs to change — and what’s still worth fighting for.

Visit my website or QuickInsights for more information on transforming revenue challenges into predictable revenues and profits and creating a competitive advantage. You can also email me with any questions or comments, positive or negative. I also enjoy learning and sharing.

 

Cheers,  Jim Zitek

I Solve B2B Revenue and Profit Problems

With Unique, Validated Creative Solutions.