Managerial Know-how


People who bring capital, labor, and resources together to fashion them into a productive organization that must face the risks of an uncertain world, occupy strategic positions. Thus, given the same inputs, presumably a country with superior management will do better than one with weak management. The importance of managerial know-how can be illustrated by the airlines industry.

Obviously an explanation of world business involves many elements. But with a basic understanding of the few elements, comparative advantage and specialization.

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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Franchises


A franchise is a contract arrangement by which the owner of a trade name, trademark, copyright, or process grants permission to others to use this property in selling goods or services under specified conditions.

The purchaser of a franchise (franchisee) obtains the advantage of offering a well-known or unusual product that may already have wide appeal. The franchisee  also receives the benefit of mass buying and advertising. Typically, the buyer of a franchise may pay a flat fee for the franchise as well as an additional percentage based on sales. The franchisee may also be required to pay a fractional share of the franchisor’s promotional costs and to purchase certain supplies from the franchisor.

Contract and sales laws pertaining to franchises are comparatively new. If the franchise involves the resale of goods or food, both the franchisor and franchisee will usually be liable under a breach of warranty if the food or other merchandize is not wholesome or proper from the consumer’s standpoint. However, tort liability to a third person is usually the responsibility of the franchisee alone. In a case where the franchisee’s truck struck  and negligently injured a pedestrian , the franchisor would normally have no responsibility.

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.

 

Musts and Wants


Divide the objectives into two categories: Musts and Wants. The Must objectives are mandatory: they must be achieved to guarantee a successful decision. When the time comes to assess alternatives against our objectives, any alternative that cannot fulfill a MUST objective will immediately drop out of the analysis. These objectives must be measurable because they function as a screen to eliminate failure-prone alternatives. We must be able to say, “This alternative absolutely cannot fulfill this objective; it cannot meet a requirement that is mandatory for success.

All other objectives are categorized as WANTS. The alternatives we generate will be judged on their relative performance against WANT objectives, not on whether or not they fulfill them. The function of these objectives is to give us a comparative picture of alternatives—a sense of how the alternatives perform relative to each other.

A WANT objective may be mandatory but cannot be classified as a MUST for one or two reasons: First, it may not be measurable. It cannot, therefore, give us an absolute Yes or No judgment about the performance of an alternative. Secondly, we may not want a Yes or No judgment. We may prefer to use that objective as a relative measure of performance.

An objective will be stated frequently as a MUST and then be rephrased as a WANT so that it can perform both functions. The MUSTs decide who gets to play, but the WANTs decide who wins.

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

Relating Price to Value


Value today is often misunderstood to mean low price or bundled price. Yet, the real essence of value revolves around the tradeoff between the benefits consumers receive from a product or service and the price that they pay. From a consumer’s point of view, price only has meaning when paired with the benefits delivered, both tangible and psychologiocal. For a given price, value increases when product or service benefits increase.

 

Value decreases when perceived benefits go down relative to price. Many companies were initially attracted to managed healthcare because of their ability to control skyrocketing healthcare costs. Yet, despite the cost savings, employees of these companies were becoming frustrated by the loss of control over their destiny.

 

Consumer value assessments are often comparative. Value judgments by consumers as to the worth and desirability of the product or service are m,ade relative to competitive substitutes that satisfy the same need. Thus, consumers determine the value of product or service based on a company’s perceived benefits and price, as well as those of a competitor’s offer.

 

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

Opportunities in the Developing World


Examination of opportunities in developing countries is appropriate for two reasons. First, more and more developing countries are pursuing the growth path. The developing world is beginning to rely on the market mechanism to attract investment and technology and become industrialized. Second, government plays a significant role in business decisions. The bureaucrats approach foreign investment with much less sophistication and confidence than to private sector executives.

 

These characteristics suggest that in analyzing opportunities in the developing countries, a company should be willing to lay more emphasis on long-term potential than on short-term gains. In addition, adequate treatment should be given to political and social variables. Further, business condition vary so much from one country to the other that a comparative (i.e., multi-country) analysis may be difficult. Availability of reliable and timely information makes the opportunity analysis more difficult in developing countries. Thus, there is no way to systematically evaluate such factors as sociopolitical conditions. Instead, a general feel for the situation is necessary, for which a trusted native could be of immense help.

 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 contact www.asifjmir.com, Line of Sight