The 20 Bitsing rules

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The Bitsing method consist of 20 proven strategies and tactics which have helped businesses of all sizes to achieve their financial and commercial objectives, even in times of recession! The rules have been proven to be successful across a wide range of industries, sectors and clients. Ranging from golabal multinationals to the single entrepreneur and even Governments.

Here are the proven Bitsing rules that must be followed to ensure success.

Applying the 20 rules means that your organisaion has been Bitsed which means it will reach its objectives with a guarantee. Althought the 20 Rules have an surpising positive effect on the total business, they have 7 major effects:

  1. You will always set an objective that is crucial for the continuity of your business or organisation.

  2. Achievement of your goals will be ensured.

  3. The approach of you markets will be unbeatable and outclass competition.

  4. You will get everything out of every person in every target group – in order to achieve maximum results.

  5. You will only deploy effective activity programmes.

  6. The results of your actions will be predicted before rolling them out.

  7. Positive (financial) return is ensured.

  • Rule 1 – Communicate, because without communications no action, no results
  • Rule 2 – Never act on intuition, your action will not survive the competitive storm
  • Rule 3 – Don’t choose the wrong direction, you will arrive wrong
  • Rule 4 – Run your business to make money, not to spend money
  • Rule 5 – It’s not about what you think, it’s about what you need
  • Rule 6 – Bridge barriers, not your problems
  • Rule 7 – The money is in the message, not in the creativity or the media
  • Rule 8 – Be unbeatable
  • Rule 9 – Carry out with one voice, one face, one personality
  • Rule 10 – Make target groups conclude your messages
  • Rule 11 – Not all target audiences are relevant
  • Rule 12 – Help every person along the 6 phases of the Bitsing model
  • Rule 13 – Don’t give employees an objective, give them a task
  • Rule 14 – One action is not able to deliver what an other can
  • Rule 15 – Don’t make your problem the message
  • Rule 16 – Do not move until you see future results
  • Rule 17 – One source is not the other
  • Rule 18 – Never spend more money than your action can earn
  • Rule 19 – The moment of disappointing results is the moment of wrong timing
  • Rule 20 – Foreseeing is the essence of governance

Change. Don’t even think of it!

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‘Change management’ is one of today’s most annoying clichés. It’s as if change, in itself, will bring success. Which is far from the reality of change. The Dutch word for change is ‘veranderen’ – which illustrates my point rather neatly. The word can be split into ‘ver’ (far) and ‘anderen’ (others). Which expresses my advice on change: stay far away from it – and leave it to others. If you’re driving in your car and get lost, do you change the car? No. At most you drive in a drive in a different direction. Which is exactly how you’re going to use this second law of the Bitsing method. Not to change – but to take a different route. You’re going to do things differently – but using existing resources and capabilities. Success really has nothing to do with change, but with doing things differently. A small difference in how you do things can have a large, positive impact.

Change management has a negative impact on your organisation. Attempts to change people have never meet with success, but you can get people to think differently and do things differently. Which is why I prefer to speak of ‘difference management’. Organisations that attribute their success to change have actually just done things differently. They haven’t really changed at all. Has Coca Cola changed? Or Apple? Or Microsoft and Shell? Yet organisations that pursue change do take big risks – and often don’t succeed. Brilliant businesses with world-changing products have failed because they tried to change. Compac, one of the largest global suppliers of PCs, failed – when it changed into being part of a software giant (HP). MCI Worldcome, a billion-dollar American discount telecom company, went bankrupt as a result of change in the form of a series of massive mergers. Eastern Airlines changed from a postal service into one of the four largest airlines in America, but could not survive this change and disappeared off the map. General Foods Corp. bought brands that lay outside the area of its core business, was itself purchased by cigarette company Philip Morris and, yes, went up in smoke. Tire manufacturer Firestone tried to grow by producing a completely new kind of tire – and rolled to a halt. Consumer Electronics Manufacturer RCA was prized for its history of innovations – it was the first company to globally market electronic television sets – but began to diversify its operations beyond the area of its traditional business. The ensuing expansion was so quick and so remote from its core business that the company became impossible to manage. AltaVista, a search engine that was once bigger than Google, destroyed itself by adding unnecessary complexity to its interface. More examples? Well, just Google them.
Change can lead to dismissal of employees, unnecessary cutbacks and more misery than solutions. Is this what you want in your organisation? Just doing things differently will lead to continuity and growth, to more turnover, more profit and, above all, to pleasure, positiveness and a good (working) life. The best way to deal with change is therefore not to change. Which is in any event our automatic reaction. This is called involuntary adaptation, or evolution. Who among us still thinks and acts as they did ten years ago? We’ve automatically We involuntarily adapt to the developments changes in our environment. Which, for most people, is absolutely no problem. The coming of the car, television, the mobile phone and now the internet and social media caused us to involuntarily adapt our behaviour. We travelled more easily, communicated more, became better informed and more easily accessible. Most adaptation is easily absorbed by individuals and society. Although surrounded by new developments, we embrace these new opportunities and situations – and naturally adapt to them. Sometimes this takes a little time, while for some it can’t happen quickly enough.

If someone tells you to change, they are actually asking you to become something other than yourself. A different person. Such imposed change is never successful. You are who you are – and change takes time. If you’re currently involved in change processes within your organisation – stop! My point is that you should do what it takes to achieve your continuity goal. And this is something other than change. It’s just doing things slightly differently. In order to deal seamlessly with new developments. To do things differently, for example to take a new route instead of changing the car, is something you can ask of everyone – and something that everyone can do. Imagine: you’re walking outside in the sunshine, when suddenly there’s a rainstorm. You put up your umbrella, so as not to get wet. The change is that your surroundings have changed – from dry to wet. Your reaction is to put up your umbrella, in order to stay dry. Have ‘you’ changed? Or did you just do something differently?
It’s the same for your organisation. You’re not currently doing things wrong – as always suggested by proponents of change management. You’re just not yet doing what is necessary to achieve your continuity goal. The strength of Bitsing is that you do not have to change. You just have to do things differently. And this chapter will help you achieve that. I call it ‘difference management’.

Start by looking at how you can do things differently. For example, are you currently spending a lot of time and money on things which you’re not sure will turn out to be successful – while areas that produce a lot of your sales and profit are being neglected? To what extent are relatively small developments in your business, your market or the economy seen as very significant in your organisation? Online purchases of retail products and services, for example, will only account for 8.8% of the total worldwide retail market in 2018. This is less than a tenth of the market. To what extent will you focus heavily on this development?
Take my advice to heart: see ‘change management’ as managing to keep far away from change. Leave it to others.
Succeed gloriously, by doing things differently – and by not changing.

Five reasons

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… why it is that Bitsing so easily enables the achievement of objectives:

  1. because Bitsing prescribes exactly what you have to do, while keeping you from making the mistakes made by others.
  2. because Bitsing provides the answers to all the issues that can confront an organisation. Yes, all the answers. In other words it covers all the factors that determine success.
  3. Users of the method regard most popular and established business methods and models as no longer relevant.
  4. Bitsing influence every aspect of your entire organisation. All of its ‘Bits & Pieces’. Regardless of how large or small it is.
  5. Bitsing will enable you to succeed in achieving your goals? It’s because Bitsing is the only method that enables you to predict results.

The Bitsing method proves its effectiveness every day in a wide variety of organisations. And the academic and scientific worlds have also embraced the method. Bitsing’s revolutionary models have been taught at universities and colleges for many years. It is a standard part of the European university master’s training programme, funded by the European Commission. This programme has been set up by four, leading European universities to, as they define it: ‘Provide international students with the opportunity of solving real world problems and to learn how to initiate strategic change in complex organisations’.