Bid Decision-Making


Following tools and techniques are used:

  1. Risk Assessment: Sellers must identify, analyze, and prioritize the risks associated with a potential project. Many world-class companies have developed practical risk assessment tools—surveys, checklists, models, and reports-containing both qualitative and quantitative information. Software programs are increasingly being developed to help managers assess risks.
  2. Opportunity Assessment: Sellers must identify and analyze the opportunities that are potentially viable. Many successful companies have developed standard forms, surveys, checklists, or models to help managers assess opportunity.
  3. Risk Management Team Process: Sound business management requires a solid understanding of risks and the methods to identify, analyze, and mitigate them. Successful companies follow a designated risk management team process, not just a best guess individual assessment.

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.

Effective Market Segmentation


Market segmentation is a means to an end: to identify and profile distinct groups of buyers who differ in their needs, preferences, and responsiveness to an organization’s marketing programs. Effective market segmentation should provide answers to six fundamental buyer-related questions for each market segment:

  1. Who are they?
  2. What do they want to buy?
  3. How do they want to buy?
  4. When do they want to buy?
  5. Where do they want to buy?
  6. Why do they want to buy?

More often than not, the answers should be expressed in a narrative form documented with quantitative and qualitative research.

From a managerial perspective, effective market segmentation means that each segment identified and profiled satisfies four fundamental requirements. Each market segment should be:

  1. Measureable. The size and buying power of market segmentation can be quantitatively determined.
  2. Differentiable. A market segment is distinguishable from other segments and responds differently to different marketing programs.
  3. Accessible. A segment can be effectively reached and served through an economically viable marketing program.
  4. Substantial. A segment should be large enough in terms of sales volume potential to cover the cost of the organization serving it and return a satisfactory profit.

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.

 

Opportunity Analysis


Opportunity analysis consists of three interrelated activities:

  • Opportunity identification
  • Opportunity-organization matching
  • Opportunity evaluation

Opportunity arise from identifying new types or classes of buyers, uncovering unsatisfied needs of buyers, or creating new ways or means for satisfying buyer needs. Opportunity analysis focus on finding markets that an organization can profitably serve.

Opportunity-organization matching determines whether an identified market opportunity is consistent with the definition of the organization’s business, mission statement, and distinctive competencies. This determination usually involves an assessment of organization’s strengths and weaknesses and an identification of the success requirements for operating profitably in a market. A SWOT analysis is often employed to assess the match between identified market opportunities and the organization.

For some companies, market opportunities that promise sizable sales and profit gains are not pursued because they do not conform to an organization’s character.

Opportunity evaluation typically has two distinct phases—qualitative and quantitative. The qualitative phase focuses on matching the attractiveness of an opportunity with the potential for uncovering a market niche. Attractiveness is dependent on 1) competitive activity; 2) buyer requirements; 3) market demand and supplier sources; 4) social, political, economic, and technological forces; and 5) organizational capabilities. Each of these factors in turn must be tied to its impact on the types of buyers sought, the needs of buyers, and the means for satisfying these needs.

Opportunity identification, matching, and evaluation are challenging assignment because subjective factors play a larger role and managerial insight and foresight are necessary. These activities are even more difficult in the global arena, where social and political forces and uncertainties related to organizational capabilities in unfamiliar economic environments assume a significant role.

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.

Law in Business


A person who is involved in business is also involved in the law concerning business. Making contracts and using negotiable instruments—both of which are legal concepts—are the essence of business. Business and law were closely associated even when there were few lawyers and business managers spent relatively little time with them. The growing importance of law in business, however, is shown by the rapid increase in the use of lawyers by people in business. In recent years, the number of corporate counsel, the full-time lawyers who are employed by corporations; has been growing faster than the number in any other category of attorneys. Law firms that serve primarily business people have also been expanding at a great rate. Even the smallest businesses turn to lawyers frequently.

In the past quarter century there has been a qualitative as well as a quantitative change in the concern of business managers with law. In earlier times, business managers generally employed lawyers only in emergencies. A lawyer might be engaged if a summons to appear in court was received, if a businessperson could not collect a debt that was due, or if a supplier’s goods were defective and no settlement could be reached. Lawyers are still sought out when such things happen today. However, more and more, business managers employ lawyers to help them plan to avoid such emergencies and comply with a rapidly growing mass of legal rules imposed on business operations by government bodies. This use of lawyers by business people is called preventive law.

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.

The TQM Concept


Total quality management (TQM) is an enhancement to the traditional way of doing business. It is a proven technique to guarantee survival in world class competition. Only by changing the actions of management will the culture and actions of an entire organization be transformed. TQM is for the most part common sense. Analyzing the three words, we have:

Total—Made up of the whole

Quality—Degree of Excellence a product or service provides

Management—Act, art, or manner of handling, controlling, directing, etc.

Therefore, TQM is the art of managing the whole to achieve excellence. The Golden Rule is a simple but effective way to explain it: Do unto others as you would have them do unto you.

TQM is defined as both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of qualitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach.

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, Line of Sight

People as Numbers


Generally, it is accepted that modern human resource planning should have a wider perspective, in tune with the philosophy of HRM, including ‘softer’ issues such as competence, commitment and career development. Modern human resource planning continues to use the ‘hard’ techniques of manpower planning but also includes a new focus on shaping values, beliefs and culture. Anticipating strategy, market conditions and demographic change.

Nevertheless, in line with the tradition of formal, observable and ‘objective’ planning, numerical measurement and forecasting having been favored over quantitative studies on opinion, attitude and motivation. ‘Hard’ data allows managers and planners to sit in their offices and wait for information. ‘No need to to go out and meet the troops, or the customers, to find out how the products get bought … all that just wastes valuable time.’ The growth of information technology and management information systems has made numerical data readily available and possibly further discouraged collection of qualitative information. Numbers give a comforting feeling of unarguable objectivity and allow managers to detach themselves from shop-floor emotions. It is much easier to sack a number than a real human being.

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, Line of Sight

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