Category Archives: Strategy

Make 2021 the year of smart choices!

If you have to choose between black and white, 
consider colour.

If you doubt whether to shout or to shut up,
sing or smile. 

If you have to choose between stopping and moving on, 
start dancing. 

If you doubt whether to give or to take,

If you have to choose between being kind and being right, 
be kind, you will be right.  

Happy 2021 !
Bruno – Geert – Ann

Ten years of Galland & partners – the learnings.

In 2009 we exchanged the corporate safety net for a less secure existence as independent entrepreneurs.
Some said: “Congratulations”
Others said: “Are you crazy or what!?”

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“Mission accomplished”

Our VuWall assignment will be rounded off at the end of this month. We are feeling happy to have contributed to building out a great AV brand worldwide! We will keep on following the AV industry to see this beautiful gem grow further in the years to come. It is nice to know we made VuWall happy !

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Assumptions, your hidden but very painful growth killers

One of the most stunning things we encounter when we run workshops about strategy, is the confidence managers usually have with respect to knowing their customers well. When we confront them with questions such as “how do you  know this is exactly what your customers want?”, “how do you know this is the way to go?”,  they answer, almost by design, that they know “because we have been working together for so long”, or “because sales have very good contacts with the customer base” or “because we’ve been around for so long in the industry”, and so on.

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Competition: forget about the usual suspects!

When we talk to CEO’s and marketing & sales directors about competition, we often feel they are most worried about their closest competitors. Competitors that do exactly the same stuff as they do. Virtually every company gathers loads of information on direct competitors.

At first sight, there is nothing wrong with that. Following up on what your main competitors do is just fine. But only “just” fine, because it is the Olympic minimum. You will hardly find out more than the things you already knew. In the first place, it will give you a good understanding of what decisions or actions brought other players to the point where they are today. Secondly, it may help you to see your assumptions being confirmed.  In other words, you are looking into data of the past. Whereas the future of your company is… ahead of you. In the future. Exactly.

Stop focussing on the competition you know
Why? Because analyzing the past and analyzing the things you are more or less aware of,  will in no way show you your competitors’ next steps.

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Every visitor a homepage

Web Analytics are great, they produce a lot of valuable data. But what you really need are actionable insights in what brings people to your site. What you need to know is what drives conversations, what motivates people to stay on your site, what makes them come back, or what tells them to leave or never come back altogether.

Far too often, companies and marketers see their homepage as their most important webpage. They see it as the virtual front door of their company. Which it is, up to a certain extent.
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The irreversible effects of digital disruption on your business model

Digital newcomers have changed business drastically. It all started with the newspapers, music and travel industry, where small new players succeed in turning established markets upside down. This hasn’t stopped ever since. New digital players keep on coming on a daily basis to change uncountable businesses and their rules of the game forever.

So, the question is not whether digital disruption can hit your business. The question is when digital disruption will hit your business. It may be sooner than you think.

In this workshop, you will get answers on the following questions:

• How fast can newcomers irrevocably overthrow your current business model?
• How vulnerable is your business and how to react, even in case you are the market leader today?
• How to recognise digital newcomers in your market or industry?
• How to adapt your business model to the changed market situation, and how to find an alternative before someone else does and makes you obsolete altogether?

“If you don’t cannibalise yourself, someone else will” Steve Jobs used to say. Indeed, “cannibalising yourself” is one of the keys to success if you are in a business that is to be taken over by digital newcomers. But there is more to it.

We will discuss why digital reality has a thorough impact on the way we do business today, and why it also matters to you.  We will elaborate on the essence of digital disruptive ideas and models, by means of examples such as the long tail, freemium, crowd funding, peer-to-peer commerce, 3D printing, etc … so that it becomes crystal clear why digital disruption is no longer to be ignored.

This workshop – which can also be booked as a tailor-made in-company training – is an eye-opener for every CEO,  manager or team leader who understands that quick fixes to a digital strategy is no longer an option, but that adapting your business model is a bare necessity to survive and thrive in times of digital disruption.

Allemaal Waze-en?

Column zoals verschenen in De Tijd van 20 juni 2013

Waze - de tijd - ann gallandWaar is de tijd van de steeds fout opgeplooide Michelinkaarten die overal in de auto rondslingerden? Ik had er ontelbaar veel. Zoveel dat ik ze op een zeker ogenblik netjes moest sorteren in een bakje in de koffer van mijn auto omdat het handschoenkastje veel te klein werd.

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I like and I recommend

Gallandbe_Marketing_Jaarboek_2012“Word of mouth”: nieuw of van alle tijden?

Word of mouth is de snelste en meest persoonlijke vorm van communicatie tussen individuen. We denken aan buzz, consumer-generated content, referrals, social media, brand ambassadors en influencers. Nieuw? Integendeel, word of mouth is des mensen, zo oud als de straat, maar staat weer volop in de belangstelling doordat deze beproefde communicatievorm het ongelooflijke voordeel heeft geloofwaardig te zijn.
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Decision making and its silent killers

How to optimise strategic decision-making in your organisation

Over time, we have all become masters in making assumptions as a result of our education, our interaction with others and our personal experiences. Assumptions are not necessarily bad. They simply act as “filters” through which information passes, and hence influence our behaviour.

Assumptions have a double function: on the one hand they help us take decisions swiftly (“I have seen that before”, and “I know what to do with this”), and on the other hand, they make us become passive thinkers (“when X says so, that’ll be the case”).

Not only people make assumptions. Organisations do so too. Think of expressions like “we are different because…”, “that is due the our corporate culture”, “that’s the way we do things over here”, all things you often and without questioning  take for granted, without exactly knowing why. In that way, assumptions live their own life and even become “holy cows”.

Regular questioning of your activities (how and why you do what you do) is of prime importance in any type of business, but it is usually postponed until it really becomes urgent… When? When a crisis arises. That is what we call the “knowing doing” gap.

Don’t wait until a crisis hits your business, but be prepared with the insights and many examples this seminar offers. After attending the seminar you will more clearly see the pitfalls in doing business and decision making that otherwise would go unnoticed. You will learn why and how you have to question things on a regular basis to better manage the “knowing-doing” gap, and thus be better prepared to prevent or face a hidden crisis.

Who should attend?

This workshop is mainly intended for CEOs, managers and team leaders who do not want their strategic decision making process to be compromised. It is meant for everyone who wants to make maximum use of  “critical out of the box thinking” in their organisations in order to develop and support strong and inspiring strategic minds.

More info

If you would like to receive more information on the content, the different formats (in-company training sessions, brainstorms, hands-on workshops, individual coaching, or lectures), language options or anything else you have questions about, don’t hesitate to contact us directly.