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.

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Marketing Mix


Matching offerings and markets requires recognition of the other marketing activities available to the marketing manager. Combined with the offering, these activities form the marketing mix.

A marketing mix typically encompasses activities controllable by the organization. These include the kind of product, service, or idea offered (product strategy); how it will be communicated to buyers (communication strategy) , the method for distributing the offering to buyers (channel strategy) and the amount buyers will pay for the offering (price strategy).

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.

Service Culture


Any policy, procedure, aspect, action, or inaction of an organization contributes to the service culture. This includes employee appearance, the way employees interact with customers, and their knowledge, skill and attitude levels. It also encompasses the physical appearance of the organization’s facility, equipment, and any other aspect of  the organization with which the customer comes into contact.

Service culture has following elements:

  • Service philosophy:  Direction or vision of the organization that gives you day-to-day interactions with the customer.
  • Employee roles and expectations: Specific communications or measures that indicate what is expected of you in customer interactions and define how your performance will be evaluated.
  • Policies and procedures: Guidelines that define how various situations or transactions will be handled. These can help or hinder service delivery depending on your flexibility in interpreting and applying them.
  • Management support: Availability of management to answer questions and assist you in customer interactions, when necessary.
  • Motivators and rewards: Monetary, material items or feedback that prompts you to continue to deliver service and perform at a high level.
  • Training: Instruction or information provided through a variety of techniques that teach knowledge or skills, or attempt to influence your attitude toward excellent service delivery

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.

Human Capital


The economic growth, employment levels and the availability of a skilled workforce are inter-related. Economic growth creates employment, but economic growth partly depends on skilled human resources – a country’s human capital. The concept encompasses investment in the skills of the labor force, including education and vocational training to develop specific skills.

Personal and national success are increasingly correlated with the possession of skills. Skilled individuals can command a premium salary in periods of high economic activity. Worldwide, unemployed levels remain high, while organizations have difficulty filling vacancies which require specific expertise. A shortage of skilled people can act as a limiting factor on individual organizations and on the economy as a whole. Small firms are also vulnerable because their owners do not possess basic marketing and finance skills. It is in the interest of any country to maximize its human resources by investing in the skills of its workforce, its human capital. Human capital is one component of a country’s overall competitiveness.

The most successful developing countries are investing heavily in the education and technical skills of their population. Skills requirement are particularly critical at the managerial level.

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.

 

A Socially Responsive Company


Executive leaders of largest corporations have been confronted with an unprecedented increase in the social issues impinging upon their business policies and practices. Not only have a variety of social regulations have been developed that apply universally to all industries, but each industry has also experienced to varying degrees a proliferation of industry-specific challenges for the corporate social environment.

In response to the pressures, businesses have increased their efforts to manage for corporate social environment. The social environment encompasses business activities influenced by various community and government groups. Many chief executives spend more time on the external affairs of the business than any other activity. Most executives allocate significant personnel, time, and budget to the creation of elaborate staff groups to help them understand and manage this environment and its challenges.

Some firms may be more vulnerable to social group pressure and social regulation than others. A number of factors have been identified as contributing to this vulnerability. A firm may be more vulnerable to social forces if the firm is:

  • A large-sized or well-known company thus presenting a big target.
  • Located in an urban area and under increased scrutiny by the media and social groups.
  • Producing a consumer-oriented product viewed as a necessity by the public.
  • Providing a product or service that may cause harm or injury to the user.
  • Part of a heavily regulated industry that is expected to meet high public expectations.

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.

 

Efficiency vs. Effectiveness


It is said that the difference between efficiency and effectiveness is the difference between’ doing things right’ and ‘doing right things.’ It should encompass both efficiency and effectiveness. That is ‘doing right things right.’

Imagine that you visit your friend. As you are chatting, your friend asks his wife to bring coffee. A little later a tray with milk, sugar, coffee powder and cup is placed before you to prepare coffee of your taste, light or strong, with or without sugar, etc. and you prepare coffee and drink it.

On some other occasion, you visit another friend. As you are chatting, your friend’s wife brings coffee in a cup (before being asked by your friend). Coffee is already prepared. As you take the first sip, she enquires if the sugar is enough. As you say, ‘its ok’ and drink coffee, she stands there. After you finish, she takes the cup and goes off.

In these two cases of serving coffee, it could be seen, that the purpose was served. In the first case it was done in a ‘5-star’ style. No one can find fault with it. But in the second case, there is an additional component attached to it, namely the personal touch. This definitely had its role in creating an ‘impact.’

The first can be said to be an efficient way of serving coffee and the second an effective way. Efficiency is all about how the ‘producer’ has felt and effectiveness is all about how the ‘user’ has felt.

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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