Non-traditional Marketing


As marketing was turned to a generic activity, its application broadened far beyond its traditional boundaries. Broader appeals focus on causes, events, individuals, organizations and places is in the not-for-profit sector. In other instances, they encompass diverse groups of profit-seeking individuals, activities, and organizations. There are five major categories of non-traditional marketing: person marketing, place marketing, cause marketing, event marketing, and organization marketing.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Communities of Practice


One of the most successful uses of the Internet has been the emergence of informal knowledge communities or a community of interest. It is an environment usually outside of conventional organizational structures, where people can converse with each other about the common problems they face in their workplace or in their professional life, a common passion for some subject or a common mission. Most communities of practice are contained within a single organization but sometimes they cross institutional boundaries.

A community of practice does not necessarily have to be transacted solely on the Internet and in fact the most successful ones almost always have a face-to-face meeting component to them. As good a tool as the Internet is, it can never replace the intimacy and fullness of communication of face-to-face meetings of individuals. The importance of the internet to a community of practice js that it provides a link beyond the times when people can physically meet and hence sustains the group. It also permits a community of practice to develop among people who are not co-located.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Meeting Minutes


Minutes of a meeting are a contemporaneous history of your activities. Good minutes are valuable. They serve a number of purposes and have uses beyond recording events and decisions.

Periodic review of minutes of past meetings can reveal a variety of useful information, providing you know what to seek. Minutes can quickly reveal direction of consideration, equality of leadership, and dominant personalities in the group. If you are a leader, minutes have special value and are, in a way, a report on your leadership abilities. Here below are uses of minutes:

i.          Review of past activities;

ii.          Providing evidence of factions;

iii.          Measuring Group Productivity;

iv.          Measuring participation;

v.          Measuring Leadership;

vi.          Measuring Management Confidence;

vii.          Summarizing Proceedings;

viii.          Recognizing individuals;

ix.          Giving insight into the Group.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Direct Sales Calls


  • Do sufficient research to identify potential customers who appear to need your product. This means pulling together names, addresses, and telephone numbers of companies in your market area that use the types of products you are trying to sell. Calling on companies that do not use your products only wastes time, energy, and money.
  • Get the name, address, and telephone number of the specific individual responsible for purchasing the  types of products you are selling. It won’t do much good to talk to the marketing manager if you’re trying to sell computer programs, or the general manager if you’re selling machine tools.
  • Know your sales pitch before calling. No one has time to chit-chat about superfluous subjects. No one cares about how you feel, nor do they care to tell you how they feel. One sentence describing your product and why the listener should buy it is all you’ve time for. If you continue beyond one sentence, either you’ll be thrown out or you’ll lose the interest of your  potential customer. When buyers want to hear more, they ask questions. If there are no questions, there’s no interest.
  • Don’t attempt to close an order at the first contact—either by phone or in person. If the person is interested, ask what would be convenient time and place for you to return and elaborate on your product offering, including prices, delivery schedules, and quality guarantees.
  • Focus on the benefits to be gained from using your product, not on its price. Explanations of product pricing and delivery options should wait for second contact. If you’re forced to the wall, try to keep your description of your pricing structure general.
  • Follow up all potential leads with another call, a letter, or a sample of your product. The scret to building a first-stage business base through direct sales is to continually follow up with any potential customer that seems the least bit interested in your product.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Compliance and Integrity


In the earliest stages, organizational ethics centered on the narrow perspective of ethics—the notion of compliance. Are we following the laws? Are we at risk from litigation? If so, how do we minimize that risk?

Ethics programs matured and ethics officers, most of whom are selected from the managerial ranks with little, if any, special preparation, developed increased sophistication regarding the challenges facing their organizations. Both the ethics officers and their organizations began to embrace personal and corporate values in decision making (value-based decision making) as the logical expansion of the definition of what it means to be ethical. What has emerged is what many ethics officers today characterize as the “best practices” model of the ethics office and of a values-based corporation.

But change continues. What is emerging today is a more holistic definition of what it means to be a “good” corporation. This new, global view will again help to reshape the responsibilities and focus of the ethics officer.

The shift to a global perspective means another broadening of the definition of ethics. “Global Integrity” is the latest descriptor, and it embraces both compliance and ethics. It also adds concern for rule of law, human rights, good governance, labor/child labor concerns, anti-corruption/anti-bribery, concern for the environment, safety, social responsibility, good corporate citizenship, and respect for the whole diverse array of local cultures to the definition. This increases the organization’s obligation to reach beyond traditional company boundaries to consider how decisions would affect the surrounding community. One consequence of this new global definition of the organizational ethics is increased scrutiny by stakeholders, especially advocacy groups and the media.

Corporate ethics officers, especially those in multinational corporations and/or corporations with global suppliers/markets, are being challenged with fundamental questions in this expanded integrity area. Perhaps the most common, and most challenging, is how the corporation will balance the desire for global standards (consistency) against the need for local application of standards.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Greed


Technically, greed is not one of the seven cardinal (deadly) sins, avarice is. Greed is an excessive desire to get or have, as wealth or power, beyond what one needs or deserves. There is no mechanism , or even rationale, for deciding what  one needs  or deserves  or what is excessive.

Pride is the first of the seven cardinal sins, but we are encouraged to be proud of country, school, family, employer, and other institutions. The issue is not pride but the form that pride takes. This applies to wanting more than one has, what some people call greed. It depends on how the greed affects behavior. Greed is not bad. Immoral and unethical behavior is bad.

Greed means the desire to have more than one has. This trait leads, through the invisible hand, to competition. Greed causes us to want more in a free, competitive society we have to work harder and smarter. This increases human welfare by providing more and better marketing mixes (product, price, distribution, and promotion). It is the marketing mix that satisfies the buyer’s wants and needs. Competition keeps greed in check except when we act immorally. In business competition, unlike sports, there can be more than one winner.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Consumer Sovereignty


Mainstream economics uses some simple starting points; it believes that they are the best possible. First is that agents have more wants than they can attain, so that they feel scarcity; in fact, for practical purposes, wants are assumed to be endless. Second, third and fourth are that agents are self-interested, rational, and the best judges of their own well-being. These four assumptions are indeed usually good starting points, rather than starting by assuming that agents are completely fulfilled, altruistic, irrational, and not well-placed to evaluate their own situation. They are not equally good as finishing points. Sometimes good arguments exist for not accepting them.

An assumption that agents are the best judges of their own well being is less questionable for businesspeople and corporations, given the resources they have for analysis. Debate focuses more on consumers. The phrase consumer sovereignty is sometimes read descriptively, to mean that consumers are sovereign, in that procedures are induced via profit-seeking and competition  to provide what consumers want. Sometimes it is read normatively, to mean that consumers should be sovereign, their wishes should prevail concerning what is good for them. The normative claim can rest on three different bases: that consumers do make good choices; that the alternative stance is worse – to use someone else’s judgments and estimates of what is good for a person and how good it is; or quite differently, that people have the right to make their own choices and mistakes.

Consumers will not make good choices automatically and unconditionally. Our wants are not simple; for example, some are wants to not to have other wants (such as the desire to smoke or a compulsion to gamble). Establishing a mature balance between wants involves skills. Choice is also unlikely to bring satisfaction if taken on the basis of weak information. Markets often do not provide consumers with full and reliable information, for it is hard to exclude people from information and therefore to ensure payment for it, so its market supply is weakened. Instead, in a commerce-dominated society, one of the main types of information that adults get will be images that say the good life is obtained through high consumption of commodities; there is too little counteracting public information.

The issue of consumer sovereignty goes beyond whether choices are good for the chooser. Other people are affected. Some wants may thus be unacceptable, notably wants that bring harm to others, including even wants to harm others. Mainstream economists have unfortunately often taken a don’t-want-to-know approach to ethics in which they confuse acceptance of all wants with a value-neutral stance.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Changing Buying and Selling Processes


Winning companies are all focused on speed to market, cost reduction, and customer satisfaction—whether buying or selling goods, services, and solutions. Today, many leading companies are changing their selling processes and tools, including the following actions:

  • Expanding self-service sales via Web-based sales catalogs of products and related services available to buyers.
  • Creating customized electronic interfaces between themselves and their strategic customers to facilitate rapid order receipt and order processing. Typically, sellers provide their most favored customers with preferred pricing or large discounts.
  • Offering multinational companies global pricing policies for products and services with economic-related adjustments, i.e., variations due to labor rates in specific countries or regions, inflation or deflation, value-added taxes, etc.
  • Developing standard statements of work, acceptance criteria, and standards intervals for consistent on-time delivery worldwide.
  • Understanding the buyer’s business needs and budget in order to develop customized solutions priced to fit the buyer’s desired business case.
  • Providing financing to buyers to help them purchase products when required.
  • Offering extended payment terms to customers, well beyond the usual net—15 days, or net—30 days to net—90 days or net—180 days.
  • Developing Web portals to facilitate rapid and direct communications between sellers and their strategic partners.
  • Providing countertrade, offsets, or counter purchases, in order to secure large purchases.

These actions are just a few of the many innovative process changes, tools, or unique business arrangements that sellers are using to build successful partnerships with their best buyers.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

When Marketing doesn’t Work


Marketing has not measured up to expectations in many companies because management has concentrated on the trappings rather than the substance. When most executives talk about what their companies have done to become more marketing oriented, they usually point to such actions as:

  • Declarations of support from top management in the form of speeches, annual reports, or talks to the investment community.
  • Creation of a marketing organization, including appointment of a marketing head and product or market managers, transfer to marketing of the product development and service functions, establishment of a market research function, salespeople reassigned around markets, advertising function strengthened.
  • Adoption of new administrative mechanisms, such as formal marketing planning approaches, more and better sales information, and revised information systems structured around markets rather than products.
  • Increased marketing expenditures for staffing, training and development, advertising, marketing, research.

The point is not that these actions are useless, but that by themselves they are no guarantee of marketing success. Effective marketing requires a fundamental shift in attitude and values throughout the company so that everyone in every functional area places paramount importance on being responsive to market needs. The steps taken in most companies are not useful because they fail to accomplish this crucial shift in attitude. And without this shift in attitude, the most highly developed marketing operation cannot produce any real results.

Why have so few companies gone beyond the trappings to achieve the change in attitude that ensures substantive marketing? Frequently, one or more of these situations exist:

  • In a surprising number of cases, management does not fully understand the marketing concept as it applies in its situation.
  • In many other cases, management understands the implications of the marketing concept but has not committed itself to the actions and decisions needed to reinforce it.
  • In almost every case, management has failed to install the administrative mechanisms necessary for effective implementation of the concept, especially into the non-marketing function.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Goodbye Industrial Economy, Hello Global Knowledge Economy


Goodbye the state running things, hello Global Joe Citizen empowered by the technology-driven changes in the first decade of the 21st Century and with a mobility beyond the wildest dreams of those who brought us into this world. Yes, I do mean us, fellow global citizens.

The 20th Century was all about us having to rely on governments to deal with those issues beyond our personal capacity to influence, regardless of how much concern and anxiety were personally invested. Simply put, this has all changed.

Just as the world landscape is now determined by a new order of collaborative arrangements, so the time has come for us all to seize control of our choices and pursue new personal value-led collaborations.

Together you and I must make it work for all our fellow global citizens, not least the 800 million who will go to bed hungry tonight. If the values, beliefs, ideals, and ethics that we take with us to work each day do not result in our business environment adding rather than detracting from the sum of global cooperation, our long-term personal and corporate business goals are doomed to failure.

But what we do have is a business environment pregnant with possibility and unfettered by past constraints of geography and technology. It is up to us as individuals to nurture an atmosphere where value-led decision making thrives.

Corporate culture looking beyond traditional business horizons is the agenda item of the moment. The public scrutiny and disapprobation flowing from corporate scandals on a global scale request and require a re-evaluation of compliance with ethical, environmental and social imperatives. A new collective, caring culture is no longer just an attitude of mind rather than depth of pocket; it makes good business sense.

Therein is your desirable future: you are the engine that drives new connection between global business and your community. Integrity is the fuel that drives both the engine and the process. Take control of your choices and root them in the eternal triangle of truth, trust and peace. Without truth there can be no trust and without trust there can be no peace. Adopt this landscape for mapping your relationships. Until people trust you, they will not change with you. So many of today’s leaders now fail to fulfill their ambitions for this very reason. Never underestimate the power of good intent. When you change, the world changes with you.

The more your ambitions are aligned to the benefit of humanity as well as your business, the more relevant the product of your labor will be. In turn, the more valuable you become in the market place, the greater your capacity to take control of your choices and your future. A values-led approach and entrepreneurial spirit advancing an enterprise culture are not mutually exclusive.

On the distant future day you finally retire from your business world, your peers, looking back, will judge you on your actions and achievements not just on your beliefs.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

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