The day you start your business, you must place the “Matlamat” in the front row. This is a critical issue that does not get enough attention. Many commercial owners are asked, “What is the purpose of your trade?” will answer “make money” (or something similar). You may be thinking, “Is not the purpose of doing business not a profit?” I can definitely say “no”. By serving your purpose well and doing it in a profitable way, you will “produce money”. Larger, more desirable and more desirable mathematics that you choose to worship, the more money you can make.
Should I meet you at a party and ask you to tell me about your trade, where will you start? Most people tell me about their role, headline, function, or product or reverence. For example, one may say they are the Rakan Kongsi Affairs of the fortune firms, or the taxes, or the juruaudit. A CEO may say that he has a company that issues a skin care product. However, if that’s what they perceive as their matlamat, they face a problem. If you look at the market, there are more offerings for almost every product and service you may name. Think about it. When was the last time you thought, “There is no customs or juruaudit that can be found where is it?” When was the last time you heard someone say, “If I had more choice of skin care products because it was not enough?” It will not work. Because there are more offerings, perkhidmatan and products available where you go, so online and by phone, and may be delivered within 24 hours.
Now imagine the same people have different views on their matlamah. For example, I have a customer firms firms that aim to increase the wealth of corporate customers. They have built a set of fields of practice in excise, audit, technology, wealth management, and others. For each customer, they create a force that uses the power of every troop expert to figure out the best strategy each year to help maximize their customers’ wealth. Though you may point out that every great company has the same field of practice, the views of the company about what they do and why they exist are the makers of the difference. My clients’ view led them to form a non-traditional clientele structure. They build a typical tool kit, hire a special source, and act on the will of their customers with a unique purpose. I can assure you that not all fortune firms generate the kind of relationship with their customers that allows these positive things to prevail and thereby fail to help their clients achieve their full potential as a result.
Only after you set your matlamat, are you in a position to answer the following questions:
1. What issues should our business solve for our customers?
2. What does our business need to do to achieve the matlamat?
3. What kind of customers do we want, and what is our relationship?