You can draw up a marketing strategy, yet at the execution phase you run short of hands and it stalls—a problem repeated in many organizations. That's because the person who draws up the strategy and the person who keeps their hands moving are different resources. Deliverus, tentus's quasi-delegation (junin'nin) service, takes on this execution phase continuously and keeps what you've decided running without interruption.
What follows are questions about a problem that recurs in organizations where the strategy is drawn up but things don't move forward.
Q. We can put together a marketing strategy and plan. But once it comes to execution, we run short of hands and it stalls.
This is a truly common pattern. The person who can draw up a strategy and the person who keeps their hands moving to execute it are different resources. Plans get decided in meetings. But the patient execution of turning that plan into actual content, putting it on the site, distributing it, watching the numbers, and revising again—that doesn't keep running. For companies that 'have a good strategy but don't move forward,' it's almost always not a matter of ability but simply that there aren't enough hands for execution.
Q. When execution stalls, where specifically does it get stuck?
What gets stuck is usually 'the last step.' For example, you decide to publish an article. But there's no one to write it, the review doesn't happen, and no one has been designated to press the publish button. You decide to do social media. But there's no one to keep producing daily posts. The fine-grained tasks that weren't visible at the granularity of strategy all erupt at once in the execution phase. And because they continue day after day, a person already carrying their regular duties can no longer handle it all. This is where things stall.
Q. How does your company fill that 'execution'?
tentus's Deliverus is a service designed precisely to take on this execution phase continuously. It's a new service we've only just launched, but its substance is nothing other than the operational execution capability that our parent, tentus, has built up. I myself have handled digital measures at companies in Japan and abroad, from launch through to continuing support; at Yokogawa Electric, for instance, I've kept the execution side of an effort that spread to eight departments in-house running without interruption—producing articles and materials, updating the site, distributing, checking the numbers, and moving to the next play. Deliverus carves out that execution capability as a quasi-delegation service. You're welcome to hold the strategy yourselves. Our role is to keep it 'running in execution without interruption.'
Q. Do we have to entrust the whole thing starting from strategy-building in order to engage you?
No—there's no problem with tentus being involved in the execution phase alone. If anything, the state of 'having a strategy but execution won't get moving' is the entry point we fit best. If you already have a plan drawn up in-house or by a consultant, we can start from the part that translates it into execution. Conversely, we're also happy to work together from strategy. Where we lend a hand can be decided to match wherever things are stalled. If what's stuck is execution, I think starting from execution is the fastest.
Q. If we put execution outside, won't the know-how fail to stay in-house?
Even when tentus absorbs the execution, we don't turn it into a black box. What we did, with what intent, and how the numbers moved—we share this with you continuously as we proceed. Because we come in as a member of your team under quasi-delegation, the results and the basis for decisions remain in a form visible inside the company. Entrusting execution to us and keeping know-how in-house can coexist, depending on how the structure is built. If anything, there's data that only begins to accumulate once stalled execution starts running again.