Shawn Rana Provides 3 Tips for Adapting Your Business and Keeping Products Relevant
Organizations today have a huge responsibility when it comes to adapting to change and keeping products relevant. With new technology and trends influencing everything we do as business owners, an organization's reputation can shift dramatically with a single piece of content.
Additionally, in the wake of the current coronavirus pandemic, it may be more difficult than usual for an organization to support its employees and communicate with customers. However, whether you're in a crisis situation like this or trying to maintain relevancy in a rapidly changing business environment, the following tips for adapting your business and keeping products relevant are more important than ever.
Shawn Rana, a seasoned senior executive and consultant with 26 years of success in manufacturing, fertilizers, oil and gas, and agrichemicals, provides his insights on how to adapt your business in today's rapidly changing business environment.
Talking to Your Customers Regularly
When it comes to operating a business, you should never assume, cautions Shawn Rana. Although you may know your brand the best, you can't speak for your customers. Instead of thinking for them, think with them and find solutions to their current pain points, not the problems you assume you’ve been solving all along.
By scheduling regular check-ins with your customers (this can be as simple as a Facebook or Instagram livestream) and finding out what issues they're presently facing, you'll be more equipped to serve them in the moment. Not only will maintaining this two-way communication channel properly serve your customers, but it will also position your company as an engaged leader that provides real value in its industry.
Becoming Aware of Current Situations
Just when you thought you've gained a hold of the market, something changes. This change may be good, or it may dampen your business model. Whatever the case, be prepared for change by becoming aware of the current situation your business is about to endure, says Shawn Rana.
If you don’t know how to prepare, you must take steps to find out. Some relevant questions to ask include:
What is the mission of your business?
What is the purpose of product or service?
What are the key responsibilities for your business?
What does your customers expect of you?
What obstacles stand in the way of business operations?
What resources do you have at your disposal?
How well is your business performing?
What changes are coming and are you prepared for them?
If you are unable to answer these questions, immediately re-evaluate your business processes, so that you're in a better position to prepare for forces of unexpected change.
Shawn Rana on Thinking About the Brand Experience
When it comes to staying relevant in the business environment, you must think of your business and the overall experience it provides. How? As Shawn Rana notes, "staying relevant in a rapidly changing business environment starts with simple communication." Is your “story” coming across in everything you do? Is that story consistent across all channels? How are people experiencing your brand on daily basis?
It's important that your story doesn't get lost in promotions; you want your customers to experience your brand's story the same way you do. Ensuring the same voice and tone in all outbound messaging and a consistency in the graphical elements and colors you use establishes a brand identity that becomes quickly recognizable.
From your website to ad campaigns to marketing materials, keep the customer brand experience the same. Once your customers feel that they know your business and how it serves them, they’ll feel comfortable converting into loyal customers, even in times of change.
Finally, make sure you do not let your customers become the “tester” of your products or services. Have all the bugs figured out and resolved before anything is released to your customers. If something does happen, be honest and communicate with them and correct the situation as soon as possible.
This article does not necessarily reflect the opinions of the editors or management of EconoTimes