Do you have laser focus?

Rich Darby,
Chief Operating Officer

Does your company have a strategy in place for creating new growth? At Trigard, we are currently going through a major exercise of continuous improvement. We have spent many hours in meetings, brought in experts in several different fields and put together a major plan to create a new focus. We have learned a lot about our company throughout this process, but one thing is for sure, we must have a laser focus on the things that we do best.

Often times, as we explore new sales strategies, we get excited about the possibilities to offer a bunch of new products and solutions to our customers. The more the merrier, right? Well, that may not be the correct answer.

As we head into the spring months, I challenge you to focus on your core competencies and work on a growth strategy based on what you do best. What advantages do you offer over your competition other than price? What can you highlight and what value-added services can you bring to the table that set you apart from your competition? Yes, the price is important, but someone is always going to come in and do it cheaper. Come up with a laser focused strategy that is realistic, obtainable, and one that is guaranteed to complement your strengths. Many small wins are much better than an occasional home run.

If you are reading this article, that means you have a strong company and have survived some hard times. Your company has its strengths and is good at something. I encourage you to go back to your roots and begin growing from there. You may not be able to do it exactly the same way you have always done it, but a new spin on an old product or process just may be the ticket. 

This article originally appeared in Modern Memorialization, Trigard Memorials' weekly electronic newsletter featuring information for the funeral industry. Sign up for your free subscription at http://www.trigard.com/thursdays.

Create a roadmap to success

Ryan Snyder,
Plant Manager

For many businesses, the concept of strategic planning often raises concern over how it might limit their flexibility. However, I would argue that having a well-defined strategic plan can actually make a company more flexible.

Without a defined plan, you stretch your resources so thin that when an important issue does come up, you have a hard time fitting it in - making you less flexible.

A well-defined strategic plan is like a road map. When planning a trip somewhere you have never been, you begin with the end in mind. This determines where you want to go. Then, you map out your route to get there. Along the way, you check off the mile markers of success as you get closer to your destination.

Occasionally, you may hit a detour that requires you to be flexible and modify the existing plan. But, you always know where you are going and how to get back to the original route because you have a well-defined plan.

The same is true for your business. To be sure it is successful, this plan needs to be communicated clearly to your employees. If you don't, you will be dealing with the proverbial "are we there yet?"

One of my favorite quotes is from Stephen Covey, author of "The Seven Habits of Highly Effective People." Covey said, "I am personally convinced that one person can be a change catalyst, a 'transformer' in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader."

I encourage you to be a transforming leader for your company. Lay out the road map for your organization, and see how flexible you can become.


This article originally appeared in Modern Memorialization, Trigard Memorials' weekly electronic newsletter featuring information for the funeral industry. Sign up for your free subscription at http://www.trigard.com/thursdays.