Strategy and People


The successful implementation of a strategy depends on people. It depends on the extent to which employees share common goals, how knowledgeable they are, their organizational culture, and what motivates them. It also depends on the types of key roles that individuals in the organization play. In the development of the product or service these individuals also play a critical role. Gatekeepers and boundary scanners, and innovation champions can help a firm’s efforts in recognizing the potential of an innovation. In the development of the product or service these individuals also play a critical role. Gatekeepers and boundary spanners act as inter-firm and intra-firm information transducers, respectively. The champion continues to communicate his or her vision of the potential of the innovation to the firm, especially to different functional groups and customers, even as the innovation makes its way from design through prototype and testing to manufacturing and launch. The sponsor is still the “sugar daddy” of the project. The most important function at this point, though, is that of the project manager.

 

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

Managing Customer Connections


Marketing is perhaps best understood as the function that manages the three primary connections between the organization and the customer.

o The customer-product connection: This involves linking the customer to the focal offering, particularly the knowledge and skills to discover customer needs and connect them to product design.

o The customer-service delivery connection: Included here are the design and delivery actions involved in providing a firm’s goods and services to the customer (for example, the performance of frontline sales and customer service employees).

o The customer-financial accountability connection: This refers to activities and processes that link customers to financial outcomes (for example, the link between customer satisfaction and profitability or customer retention efforts and financial outcomes).

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

The primacy of Internal Marketing


Internal marketing is the conceptual process by which managers actively encourage, stimulate, and support employee commitment to the company, the company’s goods and services, and the company’s customers. Emphasis should be placed on continual. Managers, who consistently pitch into help when needed, constantly provide encouragement and words of praise to employees, strive to help employees understand the benefits of performing their jobs well, and emphasize the importance of employee actions on both company and employee results are practitioners of internal marketing. In service marketing, successful internal marketing efforts, leading to employee commitment to service quality, are key to success.

Properly performed customer satisfaction research can yield a wealth of strategic information about customers, the sponsoring company, and competitors. However, service quality goes beyond the relationship between a customer and a company. Rather, it is personal relationship between a customer and the particular employee that the customer happens to be dealing with at the time of the service encounter that ultimately determines service quality. The importance of having customer-oriented, frontline people cannot be overstated. If frontline service personnel are unfriendly, unhelpful, uncooperative, or uninterested in the customer, the customer will tend to project that same attitude to the company as a whole. The character and personality of an organization reflects the character and personality of its top management. Management must develop programs that will stimulate employee commitment to customer service. These programs must contain five critical components:

1) A careful selection process in hiring frontline employees. To do this, management has to clearly define the skills the service person must bring to the job.

2) A clear, concrete message that conveys particular service strategy that frontline people can bring to act on. People delivering service need to know how their work fits in the broader scheme of business operations. They need to have a cause because servicing others is just too demanding and frustrating to be done well each day without one.

3) Significant modeling by managers, that is, managers demonstrating the behavior that they intend to reward employees for performing.

4) An energetic follow-through process, in which managers provide the training, support, and incentives necessary to give the employees the capability and willingness to provide quality service.

5) An emphasis on teaching employees to have good attitudes. This type of training usually focuses on specific social techniques, such as, eye contact, smiling, tone of voice, and standards of dress.

However, organizing and implementing such programs will only lead to temporary results unless managers practice a strategy of internal 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 contact www.asifjmir.com, Line of Sight