Marketing strategies come after the objectives and vision

and mission statement and before the action plan and tasks.

The marketing strategy is how you are going to carry out the


Tasks contain the detail. Tasks are what you want to list

and keep track of in your day timer system not your

marketing plan. Whether that is in Outlook, a Franklin-type

system, or in your electronic appointment system like a Palm

Pilot. It doesn’t matter if you prefer to start with a task

and work your way up into the objective or work from the

objective down. Both should accomplish the same result.

After creating the objectives, and making sure they are

S.M.A.R.T. (specific, measurable, action-oriented and

achievable, realistic, and timely), focus on one and

progress to the Action Plan and Tasks. Completing one at a

time in this manner will expose any gaps or duplicates.

Occasionally, there may be several strategies to one

objective or several objectives for one strategy. If this

occurs look for duplicates. Duplicates say the same thing

in different words. This review will keep the plan clear

and concise.

In my consultant role, I consistently see two mistakes made

during the strategy clarification process. Keep these in

mind as you define yours:

1. Timeframe not considered or matched so that it can

deliver the results desired.

2. Choosing what is comfortable but doesn’t reach a large

enough profitable target market.


Strategies need to be designated as short-term, medium-term,

or long-term. The length of time for each depends on the

business focus, market, and its maturity stage. For a new

business owner, maybe all you can handle is a 3-month plan

— short term. Whereas an established business may state

theirs in longer times: short-term 1 year, medium 3 years,

and long-term 5 years. A mature business may be 3, 5 and


Operating in a 30-day vacuum for too long creates flash

fires that consistently need to be distinguished. When

this occurs the business is running you. At day 31 it’s a

scramble to create the next 30-day plan and the cycle

repeats. After so many of these cycles even the most

patient person will give up on planning.

Balance for a new business will have more short-term

objectives and strategies and less medium and long-term.

This normally occurs because testing and finding what works

is still a big part of their process and the marketing

system is still in flux.

Balance for an established business (5-10 years) would have

more objectives and strategies under medium-term. Whereas a

mature business (ten years up) would be striving for more

smoothness in their long-term strategies except for new

product or service development which begins its heaviest set

of strategies in the short-term.


Choosing the right strategy isn’t always about setting a

strategy comfortable for the solopreneur. The correct

strategy is one that is right for the prospects. The best

one delivers the results desired. Normally, one that

reaches the market in the fastest and easiest manner using

the least amount of resources.

I hear comments from solopreneurs like this: “I don’t like

to do that.” “I simple can’t possibly do that.” “I refuse

to do that.” “I don’t have the time.” This closed mind

just because its uncomfortable is their saboteur to success.

Afterwards they justify it with, “Money isn’t everything.”

They logically know that its natural to justify any decision

we make but they don’t see the connection. Some figure

this out years later, others never get it and go out of

business, and others finally get themselves to that

comfortable place.

The perfect strategy services both the comfort level and the

broadest market possible so it may deliver the desired


Don’t waste time doing what you are comfortable with that

doesn’t reach a profitable enough market. This wastes

valuable and limited resources and creates failure.

Once you incorporate these important features into your

strategy development you will your plan easier to follow and


Source by Catherine Franz