The 4 P’s of Business Transformation

We have all learned them during our marketing lessons, uncle Philip Kotler; the 5 P’s of the marketing mix. When creating the offer, sometimes intentionally sometimes intuitively but necessarily, entrepreneurs have to make well-considered choices on all themes of the 5 P’s.

With the P of product, he has carefully checked whether the product meets the needs of the mark. Whether the product is of good quality, answered the user goals, is competitive and, above all, whether there is a market for it.
With the P of place he has made a choice for his sales channel. Sales in the store, via ambulatory locations, such as market, boat, car, etc.) or via the modern electronic highway of, for example, internet sales.
With the P of personnel, he makes clear how, whether and how much personnel he has to use to make his company successful. What qualities do the employees need? Do they have these qualities and how does he keep that quality in order? (HR management)
With the P of promotion, the entrepreneur has determined how he puts his product and company on the market. What advertising resources he wants to use. Which channels he wants to use and which images he wants to communicate with the consumer in order to achieve the right perception.
And with the P of price he has determined which income and expenses he provides. What price does the market accept and with what costs is its continuity best guaranteed?

So you still remember them, the 5 P’s

They are good constants, but they are also in a market that is not constant. How do the five P work in turbulent times?

Business advisers and change managers often conclude that the argumentation of the 5 P’s had a high historical explicability but sporadically high current affairs. Sometimes the underlying analysis was not very focused on changes and adjustments to market conditions. Necessary changes and adjustments of strategic choices are never automatic.

In the handling of the 5 P’s there is no autopilot that adjusts the course if circumstances change. Entrepreneurs are then surprised if the outcomes do not change in changing circumstances. After all, if you always give what you have given, you get what you have always given.

In view of this need for change, I am inclined to add a sixth P. Sorry my original version was Dutch so the wording is not totally correct anymore, but you got the idea.

P from “Prullenbak” (trashbin)

By adding this P you throw all previous analyzes and arguments overboard. You are now forced with a clean slate and do the exercises again. As an entrepreneur or consultant you have to work with changed circumstances and with new results.

And with this lesson we come to the new four P’s of the digital marketing mix in business transformation

The P of punniken (spool knitting) stems from the idea that recalibration and new critical analyzes make a lot of rooting and punniken. It can be compared with industrial art. Patient handiwork. As the seamstress checks her patterns. The fisherman pays his nets. The operator checks the rotating parts of his machines. Punniken stands for patience. For hard work and hard work. Especially do not accept it. Constantly check for quality. Punniken is boring but very necessary. Only in this way can you deal with your marketing strategy if circumstances change. You must punniken and carefully review all parts of your strategy and critically assess sustainability and feasibility.

The P of Puinruimen (take out the carbage) is necessary to override old strategies if they no longer fit the changed circumstances. Many entrepreneurs do not find that easy. They are all too happy to see a changing circumstance as a temporary interruption and not as a new trend or social reality. It becomes even more difficult when the old strategies are linked to the egos and the image of the entrepreneurs. Then letting go of it is equivalent to (thinking) loss of sight and reputational damage. Nothing is less true. It is precisely through clearing up and releasing outdated strategies and developing new ones in time that the entrepreneur shows his strength. But admittedly, that it is not always easy.

The P of Pezen (tendons-work like a robot)indicates the time-honored sayings that labor, nobility. Persevere. Do not talk but brush (Dutch say) Actions rather than words. The ancient Dutch craftsmanship and industry with which hard work goes hand in hand with successes. After all, nothing happens automatically. Everything requires attention and energy. Pezen -Tendons stands for this use of energy. It is synonymous with not being afraid to roll up the sleeves. When it comes to change processes and rethinking marketing concepts, you can roll up sleeves. Tendons to develop new marketing strategies is sweat under the armpits. To go against it. Success rarely comes naturally. Success must be fought. You have to work on it. Place your shoulders under it and tackle the problems.

The last P is polonaise because nothing is so nice to celebrate successes. We have worked hard to set up the new marketing plans, implement them and bring them to the market. We see that they produce results and that the efforts have not been for nothing. What could be better and more pleasant to give your team a pat on the back? Too often it is forgotten that successes must also be celebrated. We are already in the daze of a next cycle and drown in the issues of the day. Celebrating successes is also a moment of reflection. It gives new energy and marks the process of adjustments for continuous changes. It is the P as the final part of the energy full and creative cycle of the four Ps.

But beware it is a permanent movement so do not forget to look at your plans again and again critically.

Remember what is Business Transformation?

Business transformation is an umbrella term for making fundamental changes in how a business or organization runs. This includes personnel, processes, and technology. These transformations help organizations compete more effectively, become more efficient, or make a wholesale strategic pivot.

Business transformations are bold, seismic shifts that organizations make to accelerate change and growth beyond typical incremental advancements. The scope is broad and strategic, such as switching to new business or operating models.

Organizations undertake business transformations to create additional value. It may mean unlocking the potential of employees, harnessing intellectual property and proprietary technology for other purposes, or becoming more efficient to maximize the company’s potential.

Business transformations are large, multi-year initiatives requiring wholesale changes to fundamental aspects of the transforming companies. Given the size, scope, and timeframe of the undertaking, it must be driven from the top—be it the CEO or the Board of Directors—to position the company for sustained success and growth for the foreseeable future.