Thu, Sep 6, 2012 — I got to thinking the other day about the importance of timing for successful business strategy. I can remember several instances when I had made or been part of business proposals that were not initially approved, but ended up being put into place and were very successful. Some were vehemently shot down and dismissed with words like “we will never do that!”, only to have us do the exact thing proposed sometime later. One example was a proposal to our CEO for expanding our product portfolio with a service line adjacent to our main business. Although we were the established market leader, we felt our future growth prospects were limited and that within a few years we would be faced with the scenario of trading customers with our competitors and raising prices in order to meet our financial goals. Our proposal was to launch a new product line, either through our own development or through an acquisition, which would serve as a source of future growth. We presented what we considered to be a compelling business case which detailed the large market opportunity, attractive margins, fit with our sales model and, most importantly, the pain points we could address for our customers. Although a departure from our main product, it was a fit with our core capabilities, and was a credible expansion for our business.
