When forming your organization’s strategy and plan, it is quite natural for the flow to go from objectives (what we want to accomplish), to strategy (how we will go about it, leveraging our unique strengths and capabilities) to tactics (the specific steps involved, time frame, resource deployment, etc.). However, it is also possible to invert this process. That is, building a strategy from a tactic. Here’s an example.

Some years ago, a colleague and print sales specialist told me of one of the most successful and profitable campaigns he had ever sold. It had to do with a professional hockey team, then new to the metropolitan area that, after several moribund seasons, finally caught a spark and made a deep run into the playoffs. Suddenly, as tends to happen, fans took an interest in the team, jamming their home arena and buying up their team paraphernalia. While my friend had done some work for this team, the opportunity to do even more was upon him.

Wanting to capitalize on their new-found popularity, the team called him in to help with an aggressive season ticket sales promotion. Direct mail pieces, brochures, posters, and other high-end printed items were put in play. And, according to my friend, the campaign was a success, resulting in a better-than-expected outcome for the team (and for my friend’s printing company). All good (although I did mention that he might have been the one to reach out to the team first, not the other way around!).

Fast-forward less than one year later. A small private university from Northern New Jersey sees a record year from its men’s basketball team. Against great odds, they reach the NCAA Championship Game. Suddenly sports fans throughout the region take great notice. Although unsuccessful in their championship bid, falling in overtime to a heavily favored opponent, the team and the university had garnered tremendous popularity. 

A few days after the game, I was having lunch with my friend. We talked about the game, and I asked him when he was going to visit the university’s athletic department. He asked why he would/should do that. I reminded him of the work he did (less than one year earlier!) helping the hockey team capitalize on their playoff run and the incredible success of their season ticket sales campaign. “Oh, yeah, right. That was a great program….” was his reply. To say I was surprised by his response is an understatement. Oh, and both the hockey team and the basketball team played their home games in the same arena!

While my friend and his company didn’t have an established strategy to become the “go to” resource for season ticket sales campaigns, one of their best clients took them there. Armed with a terrific success story, they were in a perfect position to go to other sports teams, theater groups, concert and event facilities and others with a message of their expertise in helping organizations fill the house. In other words, they could have taken a tactic and advanced that into a key business strategy.

Are any of your key clients enjoying success from the work you are providing for them? Do you know? Have you asked? And if so, what are you doing with this information? Are there other organizations with similar challenges and/or opportunities for which your team can demonstrate success?

A structured planning process can help you uncover opportunities that are hiding in plain sight. Why not get started now?

For more information, contact me at joe@ajstrategy.com or visit my website ajstrategy.com.