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.

Advertisements

Using Administrative Skills


  • Identify the three to five critical success factors that you and your group must accomplish to achieve your goals. Then develop plans to achieve them.
  • Set aside “quiet time” each day for reviewing plans and updating planning activities.
  • To balance attention to detail with broader planning, ask for feedback to ensure that you are not stressing on area over the other.
  • Build your annual department goals and objectives around the strategic plan. Then develop monthly, weekly, and daily plans to accomplish your strategic goals and objectives.
  • Have employees submit an annual work plan for your review. Ask them to include specific objectives, priorities, and time tables. Seek opportunities for assignments, requiring strategic planning.
  • Study the long-range plan for your company or division and  consider its implications for your department.
  • Break large projects into several smaller steps, with deadlines for each step. Ask for feedback regarding the adequacy of your project plan.
  • Set definite deadlines with your manager when taking on tasks.
  • Add more details to your plans.
  • Ask your manager to let you know of instances when your planning could be more effective.
  • Request assignments that require careful planning and attention to detail.
  • After your plan is developed, ask others to identify potential problems. Then determine your contingency plans.
  • Make it a habit to do an environmental scan when doing strategic planning.
  • If your specialty is strategy, use your team and peers to help develop tactics.

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 General, Industry, and Competitive Environment


Through an integrated understanding of the external and internal environments, firms gain the information they need to understand the present and predict the future.

 The general environment is composed of elements in the broader society that influence an industry and the firms within it. These elements can be grouped into six environmental segments: demographic, economic, political/legal, sociocultural, technological, and global. Firms cannot directly control the general environment’s segments and elements. Accordingly, successful companies gather the types and amounts of data and information that are required to understand each segment and its implications so that appropriate strategies can be selected and used.

 The industry environment is the set of factors—the threat of new entrants, suppliers, buyers, product substitutes, and the intensity of rivalry among compititors—that directly influences a firm and its competitive actions and responses. In total, the interactions among these five factors determine an industry’s profit potential. The challenge is to locate a position within an industry where a firm can favorably influence those factors or where it can successfully defend against their influence. The greater a firm’s capacity to favorably influence its industry environment, the greater is the likelihood that the firm will earn above-average returns.

 How companies gather and interpret information about their competitors is called competitor analysis. Understanding the firm’s compititor environment complements the insights provided by studying the general and industry environments.

 In combination, theresults of the three analyses that are used to understand the external environment influence the development of the firm’s strategic intent, strategic mission, and strategic actions. Analysis of the general environment is focused on the future; analysis of the industry environment is focused on understanding the factors and conditions influencing a firm’s profitability; and analysis of competitors is focused on predicting the dynamics of compititors’ actions, responses, and intentions. Although we discuss each analysis separately, performance improves when the firm integrates the insights gained analysis of the general environment, the industry environment, and the compititor environment.

 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

Specifying Problems


In the broader sense a problem is the area of concern expressed by the client/system and the area on which the practitioner and client/system agree to work. Thus, a problem doesn’t have to be “negative” or harmful. It could be a strength or an asset on which a client/system wishes to build. In this sense the term, problem can be seen as roughly synonymous with target that which the practitioner and/or client/system aims at for change purposes. A problem in this conception, then, could be a behavior, thought, feeling, activity, or situation the client/system finds undesirable (for example, too much inappropriate anxiety or oppressive agency practices), or a behavior, thought, feeling, activity, or situation the client/system wants to build on.

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

Project Management


A project is any group of activities with a common goal, for which we try to control costs, resource usage, completion time, and quality of the output. However, large (one-time or multiple) projects in the range of millions to hundreds of millions of dollars are more common and undoubtedly have a larger total economic impact. Examples include new plants, schools, office buildings, research programs, some types of electronic research and development, bridges, and highways. Projects in the thousands to one million dollar range are even more numerous and include building houses, remodeling offices, modernizing wiring and plumbing, establishing a small PC cluster, and so on. Small and very small projects are too numerous to try to catalog. For example, getting to work in the morning can be considered a project, with such activities as shower, brush teeth, put on shoes, dry hair, and so on.

 Project management is a broad multi-level activity which involves strategic planning, middle- and short-term planning, scheduling, and control. We will first give a broad introduction to project management at all levels from strategic planning to control. Next we present the foundation of project scheduling without considering resource constraints. Then we consider the case of project scheduling with resource constraints from several points of view. Finally we discuss broader issues surrounding scheduling such as project design and strategic project control.

 Most of the formal work in project management has focused on large one-time projects. Project management tends to be a very involved process, requiring the careful coordination of experts in a number of areas. It is important that the individual parts of the process be carefully organized. It requires developing and manipulating a great deal of data and reports. The scheduling and control portion of project management have benefited greatly from the PC revolution.

 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

Pulling in High Quality


Organizations pay a lot of attention to product quality. Thousands of companies advertise that they are “ISO 9000 registered,” and man have objectives of making ‘products of the highest quality.’ They emphasize quality for four reasons:

a.    Processes can now make products with guaranteed high quality;

b.    High quality gives a competitive advantage;

c.    Consumers have got used to high quality products, and won’t accept anything less;

d.    High quality reduces costs.

 

If you make poor quality products, your customers will simply move to a competitor. Although high quality won’t guarantee the success of your products, low quality will certainly guarantee their failure. So survival is one of the benefits of high quality, and others include:

a.    Competitive advantage coming from an enhanced reputation;

b.    Larger market share with less effort in marketing;

c.    Reduced liability for defects;

d.    Less waste and higher productivity;

e.    Lower costs and improved profitability;

f.     Enhanced motivation and morale of employees;

g.    Removal of hassle and irritants for managers.

 

Most of these are fairly obvious – if you increase the quality of your products, you expect people to switch from competitors. But the idea that higher quality can reduce costs is particularly interesting. This goes against the traditional view that higher quality automatically means higher cost. Gucci are well known for this combination, and say, ‘Quality is remembered long after the price is forgotten’

 

When you take a broader look at the costs, you can see that some of them really go down with higher quality. If you buy a washing machine with a faulty part, you complain and the manufacturer repairs the machine under its guarantee. The manufacturer could have saved money by finding that fault before the machine left the factory, and it could have saved even more by making a machine that did not have a fault in the first place.

 

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