6/7/2023 0 Comments Who said keep it simple stupidSo, these success rates really haven't gone up that much with all these splendid technologies that we're all fighting over and scrambling.Īnd then, of course, another thing that's happened with success that sometimes sabotages a little bit is the controversies. So these are the technologies that have really influenced the last 15, 20 years of dentistry, but yet the success rates we're not feeling have really proportionally moved up, and maybe you could argue how could they move up, they're already so high? So, I guess what we're saying is there is a lot of technologies, and we get confused sometimes about these technologies because each one is heralded to be easier, better, faster, and maybe even more profitable for us. I'm talking about lasers, I'm talking about CBCT, I'm talking about microscopes, oral scanners, X-NAV, whatever is on your list. So, that 97 percent on almost 1.5 million teeth was many years ago when we didn't have a lot of the technologies. So, what we were talking about, back to Josette, is we were talking about the explosion in technology and is it really impacting success and failure? Well that was a 2012 study, I believe. The one I want to point out though is the one that was done by Salehrabi, from USC with Ilan Rotstein, and they looked at insurance from 50 states and they looked at almost 1.5 million patients, and they had retention of those teeth at seven years, 97 percent. So, you're thinking you have a pretty high success rate, right? And you can go to the literature and you can support that by finding, you know, lots of studies have put it somewhere between 89 and 94. And it has to do with success and failure. So, Josette doesn't feel singled out, I actually heard the number I'm going to mention shortly from several clinicians that have been around for like 40 to 50 years. Robin Bonn is the founder of Co:definery - a New-Business consultancy.Okay. But let’s face it, you don’t really have a choice.īreak things down, prioritise outcomes over symptoms and deliver change in bite-sized chunks.Īnd if you’re suffering the persistent headache of an empty pipeline or a run of pitch defeats, take a moment to ask yourself - will necking a Nurofen cure the pain, or should you get a full medical? No wonder so-called ’best practice’ only produces average results.īut in such a dynamic, competitive world, newbiz is now an all-encompassing customer experience challenge, evolving from hackneyed tactics to bespoke models fuelled by agency-wide passion and informed by the voice of the client. New-business woes have multiple causes, symptoms and cures. So if you’re not clear on the problem, how can anyone convince you they’re the right solution? You’re not the boss they want - maybe you’re just not coming off too well. There’s a whiff of desperation - having ‘ambitious plans’ often means being in dire need.There’s no vision - you’re asking for a business strategy, not a new-business plan.You’re a poisoned chalice - smart newbiz people can see being scapegoated a mile off.This tends to uncover some difficult truths… From archaic cold-calling engine to enlightened advance party for the rest of the agency, a one-man band or conductor of the orchestra. Unicorn, anyone?Īnd if top people are steering clear, remember they’re probing your perception of new-business. Unpicking the hiring example, if there’s no-one good, you’re probably being unrealistic - hunting a superhuman panacea for dozens of contrasting newbiz tasks, from Board responsibility to licking envelopes. But if you’ve kissed a lot of frogs with no joy, are you looking in the wrong pond or - to strangle the metaphor - searching for the wrong amphibian? The nuances of the task do make hiring a gamble (although you can shorten your odds). Similarly, agencies often struggle to find newbiz people. Thankfully, once you know which ones, they’re easily cured. From a lack of polish or iffy team dynamics on the day, right back to a failure to say no or a misaligned proposition, a poorly pitch has many causes. Then Bill Clinton famously focused on ‘the economy, stupid’ in 1992.īut given that every new-business challenge eventually boils down to ‘win more clients’, the path to newbiz clarity is beset with oversimplification.Įven drilling down a little, common complaints around awareness, an empty pipeline or pitch conversion are still broad symptoms, not specific ailments. ‘keep it simple, stupid’ - as a design principle in 1960. But oversimplifying new-business often leaves agencies treating the symptom not the cause.Įinstein said ' if you can't explain it simply, you don't understand it well enough’.
0 Comments
Leave a Reply. |