Friday, March 26, 2004
Issue: Doing the Right Thing
Several years ago I read a line in the Wall Street Journal that I really liked. I forget the author’s name, but it went something like this: “The optimal course of action is usually fairly obvious. The difficult part is ignoring the sirens and vested constituencies calling for a different course of action.” Sometimes launching a new channel or product puts a vendor in a "catch 22" position. They cannot focus on launch marketing until whatever sales problem or crisis passes, but the marketing is the only thing that will fix the sales problem. Clients often know what they want to do, but fail to follow though. Projects not only have to identify the optimal course of action, but also have to motivate the vendor to take action. Sometimes this is the biggest part of the project.
Scott Karren, The Channel Pro
Several years ago I read a line in the Wall Street Journal that I really liked. I forget the author’s name, but it went something like this: “The optimal course of action is usually fairly obvious. The difficult part is ignoring the sirens and vested constituencies calling for a different course of action.” Sometimes launching a new channel or product puts a vendor in a "catch 22" position. They cannot focus on launch marketing until whatever sales problem or crisis passes, but the marketing is the only thing that will fix the sales problem. Clients often know what they want to do, but fail to follow though. Projects not only have to identify the optimal course of action, but also have to motivate the vendor to take action. Sometimes this is the biggest part of the project.
Scott Karren, The Channel Pro
