Think about this: You work for an association in East Africa. The association sells lever siphons (utilized for farmland water systems) to nearby ranchers. After a while of activity, you notice that the lever siphons sell very well in certain areas, while they don't sell at all in others. You've been entrusted with creating deals for the siphons in those frailly performing areas.
What is your procedure?
Perhaps they simply don't know about the item. You could try to expand your promotional efforts in those areas, hire new salespeople, or offer a discount. In any case, you would possibly be gambling with time, cash, and energy on a strategy that doesn't have an unmistakable explanation for it.
All things considered, use configuration thinking. Configuration believing is an alternate approach to moving toward issues that will assist you with deciding why the item isn't selling in a specific district and how you might change that.
List of chapters
What is configuration thinking, and why would it be a good idea for you to utilize it?
The plan-thinking process
The five phases of configuration thinking
Step-by-step instructions to apply configuration thinking at work
Advantages of configuration thinking versus conventional critical thinking
Making a work culture around configuration thinking
FAQs about plan thinking
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