In this Nile TV interview, Mr. Abdo Magdy, an executive business coach, shares actionable insights for business owners reflecting on 2019 and planning for 2020. The core theme is shifting from merely surviving (“playing to play”) to thriving (“playing to win”) by reassessing strategies, embracing innovation, and aligning operations with market demands. Below are the key takeaways and steps business owners can follow.

Are You Playing to Play or Playing to Win?

Magdy begins with a pivotal question: “Are you playing to play or playing to win?” This challenges business owners to evaluate whether they’re just maintaining operations or actively pursuing growth. As 2019 ends—a natural time for closing accounts and reviewing performance—he urges owners to:

• Look beyond financials to assess missed opportunities.
• Consider if they’re in the right market or offering outdated products.
• Explore whether a pivot to a new industry or product could yield better results.

For example, a business might be profitable but stuck in a declining market, signaling the need for change.

Defining Your Strategy

Magdy demystifies strategy as answering a series of key questions to clarify direction and competitive positioning:

1. Which industry and products are you offering?
   • Example: In tourism, relying on walk-ins in Cairo is outdated when customers book online.
2. Who are your target customers?
   • Identify specific segments to serve effectively.
3. How are you offering your products or services?
   • Adapt delivery methods (e.g., shifting to online platforms).
4. What is your competitive advantage?
   • Define what sets you apart from competitors.
5. What is your pricing strategy?
   • Determine if your pricing aligns with value and market expectations.
6. How is your organization serving the market?
   • Assess operational efficiency and team capabilities.
7. How are you building sustainable, profitable advantages?
   • Focus on long-term growth, not just short-term gains.

Answering these questions helps business owners pinpoint weaknesses and opportunities. For instance, a tourism company might shift marketing online to capture pre-booked travelers, aligning with modern consumer behavior.

Step Back to Move Forward

Magdy stresses the importance of disconnecting from daily operations to gain perspective:

• Why? Owners immersed in day-to-day tasks lose sight of the bigger picture.
• How? Take time away—e.g., retreats to the countryside or coastal cities—to reassess objectively.
• Benefit: A fresh environment fosters strategic thinking without operational distractions.

This step is crucial for reassessing products, markets, and methods with clarity.

Targeting the Right Customers and Positioning Products

To succeed, business owners must:

• Analyze industry dynamics: Understand market trends and competitors.
• Evaluate product lifecycles:
  • Emerging products (e.g., new tech in Egypt) are untested but have potential.
  • Growth-phase products (e.g., transportation tech) offer high returns and are ideal to target.
  • Mature products face stiff competition and low margins—reconsider their viability.
• Position strategically: Decide if your product is niche (high-cost, specialized) or mass-market (low-cost, broad appeal).

Magdy advises focusing on growth-phase products where “the money and the growth” are, using data and creativity to position effectively.

Innovation and Flexibility: Keys to Adaptation

Innovation isn’t optional—it’s essential. Magdy shares a case study:

• A company sold accounting software for individuals but noticed small businesses were the main users.
• They pivoted to a small-business tool, increasing revenue sixfold.

Key lessons:

• Strategy is an experiment: Test ideas, learn from market feedback, and adjust.
• Flexibility matters: Adapt offerings based on customer behavior.
• Ongoing process: Revisit strategy quarterly, not just annually, to stay responsive.

Creativity, guided by data, drives innovation and prevents stagnation.

A Simple Step-by-Step Formula

Magdy recommends a strategy canvas (inspired by A.G. Lafley and others, searchable online) to develop a plan:

1. Define your winning aspiration: What does success look like?
   • Avoid vague goals (e.g., “double sales”). Instead, tie it to market share (e.g., “grow from 2% to 5% of a 50,000-unit market”).
2. Decide where to play: Which geographies, product categories, or markets?
3. Determine how to win: What’s your competitive edge?
4. Assess internal capabilities: Do you have the right team and skills?
5. Set management systems: Establish rewards and processes to support the strategy.

This can fit on one page and be communicated in three minutes. Magdy suggests creating three scenarios—assess the current strategy, develop alternatives, and choose the best path.

Involving Employees

A strategy’s success hinges on the team:

• Engage employees early: Share the vision to align mindsets and reduce resistance.
• Assess fit: Ensure staff have the technical and personal skills (e.g., adaptability, positivity) to execute changes.
• Adjust as needed: If employees can’t adapt, parting ways may benefit both parties.

Involving staff ensures smoother implementation and fosters a culture of shared purpose.

Conclusion

As 2019 ends, Mr. Abdo Magdy encourages business owners to ask: Are you playing to win? By stepping back, answering strategic questions, targeting growth opportunities, embracing flexibility, and involving their team, they can craft a winning plan for 2020. For more details, explore the full transcript at abdomagdy.com or watch the interview on YouTube.

Also published on Medium.