Defining Issues & Priorities


Ensure that the key issues facing business have been realistically defined in light of the current and rapidly changing business environment. There is nothing new about this requirement, but the fact is that very few management teams actually take the time and apply the discipline necessary to objectively define and prioritize the key issues that can make or break their business. The issues of inferior quality, higher cost products, lower productivity, and nonresponsive service plague manufacturers for the better part of the recent past. Many companies in industries such as steel, automotive, machine tool, textile, farm and construction equipment suffer badly as a result. Only few companies address these issues in effective ways. Most are unable to clearly identify the key issues, set priorities, and develop the necessary business plans to overcome the underlying problems.

While the specific issues vary for different companies and industries, the management mindset should not vary. To deal effectively with an increasingly turbulent environment, priorities must be set so the business can survive unexpected blows, adapt to sudden dropping changes, and then capitalize on smaller windows of opportunity that develop and close much more quickly than they have in the past.

Many progressive managers kick off their planning process with a session aimed specifically at getting agreement on key issues and priorities. Accepting these priorities require a shift in the way most managers think and act, such as:

  • Liquidity becomes a more important objective, often more important than reported earnings. It provides the flexibility to deal more effectively with unexpected events than is possible when everything is tied up in fixed and slow moving assets.
  • Productivity gains per dollar of capital and per employee must be achieved annually. These reductions must exceed inflation and achieve demonstrably lower costs.
  • Innovation must never stop. Demonstrable product and process improvements must be achieved year after year.
  • All cycle and response times must be continuously reduced.
  • A “frightened” sense of urgency must be the way of life in all parts of the business.

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.

Appointing a Dealer


  1. The Branch Manager perceives a need for an additional dealer in an area. Need occurs if any existing dealer leaves or is removed. It could also happen when the company expands into new territory.
  2. The Branch Manager has to convince the general manager of the division about the need for anew dealer.
  3. The selection process for the dealer begins with placing advertisements in newspapers and trade magazines inviting applications. Applications for dealership are directed to the concerned branch manager.
  4. The branch manager then reviews the application forms and prepares a shortlist if necessary. The company has not laid down any concrete guidelines for shortlisting at this stage. The branch manager is allowed to exercise his discretion.
  5. The shortlisted applicants are interviewed by the branch manager along with the regional sales manager of the division. Whatever additional information is required is obtained from the applicants during the interview. The dealers are evaluated on:
    1. Prior business record
    2. The capability of maintaining and running his own showroom
    3. Financial strength
    4. Inventory: The dealer must have enough working capital for maintaining specified level of inventory. This condition is however is applied only in the case of dealers whose territories are located considerably away from a branch office. This is because there is a company owned warehouse along with every branch office and for dealers located in the same cities there is no necessity to maintain separate inventory
    5. Contacts with customers
    6. Availability of salesforce to service customer effectively. In addition, technicians also need to be present to meet the after-sales service requirements of the products
  6. The final selection decision is made after talking with the bankers of the applicant. This is done to check the veracity of information regarding financial strength and prior business experience. It is only after the company is satisfied regarding all aspects of he information, that it sends the dealer an appointment letter
  7. The appointment letter lays down several terms of the contract that have to be fulfilled by the dealer. The company expects the dealers not to sell any competitors’ products. The dealer is also expected to conduct his business only within the clearly demarcated sales territory allocated to him by the company.

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.

Buying Behavior


The effectiveness of the different options would depend on the buying behavior. Telemarketing is an example that highlights the importance of understanding the buying behavior before allotting the functions. Several telemarketing agencies promote their products through television. However, the sales of those brands are not picking up as this method is unable to allow the consumers to feel the  product or have a demonstration. Noticing this deficiency the telemarketing agencies open franchise outlets in major towns to satisfy this consumer requirements.

 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.

Leadership and Symbols


Person-centered leadership is about helping people get real at work. What you do does not usually have to be right the first time, but it always has to be real. When you remove posturing, pretension, and false communication, people are free to be themselves—to use their good ideas and energies to give themselves and their organization a lift.

The leadership is responsible for the atmosphere and morale in any organization. Executives and managers are not responsible for knowing the solutions to all the organization’s problems. That’s what the experts are for—and the experts are always the people who actually do the job for you on a daily basis. The most effective leaders are not the ones who know how to give good orders. Most effective leaders know that good communication is a two-way street and they are skillful at using symbols to convey truth. Every leader needs a metaphor that defines his leadership style.

The door is just a symbol of commitment to person-centered attitudes and actions. Symbols are exquisitely important, but they have to be your own symbols—a genuine extension of yourself. Just like all other aspects of this approach, the leadership symbols you choose have to be real

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.

Focusing Process Improvement


Few customers like to have to wait because your system is obviously not functioning effectively or a breakdown has occurred. Rightfully so, they view their time as valuable. It is unfair to expect them to patiently wait,. Such defects should be handled when the customer is not present. Service to the customer should be seamless. They should get great service and never have to worry about your problems or breakdowns in your process. When breakdowns do occur, they should be fixed quickly and the customer relationship smoothed over. Additionally, it is important that customers will react differently in different situations.

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.

Audience-Centered Approach to Communication


Beside other things, effective organizational communication is audience-centered approach. Keep your audience in mind at all time during the process of communication. Empathizing with, being sensitive to, and generally considering your audience’s feelings is the best approach for effective communication. The audience-centered approach is more than an approach to business communication; it’s actually the modern approach to business in general, behind such concepts as total quality management and total customer satisfaction.

 Because you care about your audience, you take every step possible to get your message across in a way that is meaningful to your audience. You might actually create lively individual portraits of readers and listeners to predict how they will react. You might simply try to put yourself in your audience’s position. You might try adhering strictly to guidelines about courtesy, or you might be able to gather information about the needs and wants of your audience. Whatever your tactic, the point is to write and speak from your audience’s point of view.

 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.

Building Relationships


If you want to build a successful network marketing business, the one skill you should seek before all others is the ability to build relationships. The hierarchy of power that structures organizations in the traditional business paradigms does not exist here. No one works for anyone else. In a sense, Network marketing is ‘cooperative’ marketing – we work together from self-interest. For a system like this to be  effective, it must be founded on solid win-win relationships.

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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