The New Generation Of Banging Hardtechno

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What business are you in? What business should you be in? Although simple in their inquisitive nature, it is amazing just how complex these two questions can be.
What business you are in should answer, from a historical perspective, where you have been most successful, where you have produced the most professional products and services, and where your team’s core competencies and expertise lie. Beyond those internal factors, the business you are in considers what the market has paid for and the value you have brought to the table.
What business you should be in is really what can be described as scanning the boundaries. By changing the tools and focus from certainty to risk [link widoczny dla zalogowanych], and from ambiguity to chaos, you elevate your perspective from lower risk and lower reward to higher risk and higher reward.
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Said another way, the business you should be in is all about asking credible and trusted sources of strategic relationships the right questions. These sources could include current and prospective customers in an advisory board role, industry or functional insiders, and often ignored or underdeveloped cross-industry insights. You must learn from past interactions
You must scan both internal and external influences in the short and long term, and focus narrowly on your products and services and the broader market category in which you play. But beyond the competitive and market intelligence often encapsulated in a typical strategic focus, in Strategic Relationship Planning, you must also include business intelligence [link widoczny dla zalogowanych], environmental scanning, and, to some level [link widoczny dla zalogowanych], social intelligence, the correlation between behaviors and relationships.