Modern Retailers


Economies of scale and information technology have given top retailers enormous power. Sophisticated computer systems can tell retailers instantly what they are selling in each of their numerous stores, how much money they are making on each sale, and, increasingly, who their customers are. They no longer are lumbered which stock they may not be sold, or run out of items customers want to buy.

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.

Disharmony in Top Teams


Enormous animosity and rampant, mutual dislike exist in management teams charged with cooperating together for the good of an organization. No one can choose their own family and you don’t always get the opportunity to choose your colleagues, but when you accept a job within a team you have a responsibility to put personal animosity to one side for the good of the organization.

In some organizations, personal vendettas are allowed to bubble to the surface non-stop and the amount of both personal effort and organizational resource that is wasted as a result can be frightening.

The issue with many of these managers is of course that the memory they are wasting is not their own: it belongs to shareholders or comes as a grant from some government pot or other. If it were their own money they might not behave in quite the same way, even in owner-run organizations where pretty bizarre and wasteful behavior can be found.

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.

21st Century Competition


The fundamental nature of competition in many of the world’s industries is changing. The pace of this change is relentless and increasing. Even determining the boundaries of an industry has become challenging. The companies compete not only among themselves, but also with companies in other sectors. The pace of change among once-stable phone companies is as relentless as it is in the “traditional” grocery industry.

Still other characteristics of the 21st century competition are noteworthy. Conventional sources of competitive advantage such as economies of scale and huge advertising budgets, are not as effective in the 21st century competition.

The traditional managerial mindset cannot lead a firm to strategic competitiveness in the competitive landscape. In its place, managers must adopt a new mindset—one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions. The conditions of the competition result in a perilous business world, one where investments required to compete on a global scale are enormous and the consequences of failure are severe.

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.

Direct Response


You should, if at all possible, engage in direct marketing. The value to you is enormous. You get to pinpoint your prospects with amazing accuracy. You can be selective in regard to age, race, sex, occupation, buying habits, money spent on past direct mail purchases, education, special interests, family composition, religion, marital status, and geographic location. The list should naturally start with your own customers. From there you can expand it to include people who have recently moved into your area, and people who have recently been married or divorced, or become parents. You can eliminate people who have moved away.

You might engage in a simple direct mailing of postcards to customers, informing them of a sale you will have the next week. They will very much appreciate the early notification and will show their gratitude by purchasing from you. You might also engage a full scale direct mailing, consisting of an outer envelop, a direct mail letter, a brochure, an order form, a postpaid return envelop, and even more.

Whatever you do, the process begins when you decide exactly what it is you wish to offer. How will you structure that offer? Then you must select your mailing list. If you haven’t got the names already, you can purchase them from a list broker. Be sure, you buy a clean, fresh list. You must be certain that you know all  the costs involved: postage printing, writing the mailing, artwork, paper, personalization (individualizing each letter by name and address, and repeat mailing costs. Your gross sales, minus these costs and your production, handling, and shipping costs, will contribute your profits. Be sure you make financial projections and know your break-even point.

In the old days, a direct mail campaign meant a letter. Today it means a letter, two, three or five follow-up letters, perhaps a follow-up phone call or two, and finally, one more direct mail letter. Many entrepreneurs engage in weekly or monthly direct mailings.

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 Challenges of Global Business


Many past political barriers to trade have fallen or been minimized, expanding and operating new market opportunities. Managers who can meet the challenges of creating and implementing effective and sensitive business strategies for the global marketplace can help lead their companies to success. Multinational corporations, such as, General Electric and Ford, which derive a substantial portion of their revenues from international business, depend on savvy managers who can adapt to different cultures. Lucent Technologies has invested more than $24 million in a design center in China in an effort to aid in China’s modernization of its infrastructure and telecommunications technology. The income potential from Lucent, which manufactures, designs, and delivers products for networking, communications systems, software, data networking systems, business telephone systems, and microelectronics components, is enormous. Small businesses, too, can succeed in foreign markets when their managers have carefully studied those markets and prepared and implemented appropriate strategies. Being globally aware is therefore an important quality for today’s managers and will become a critical attribute for managers of the 21st century.

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 Bad Boss


Bad bosses are people too, with their own fears, feelings, strengths, and weaknesses. Sometimes the pompous ones are basically shy and insecure. The ones who yell at people and unduly assert their aggression may be having significant family problems. Bosses with personal health problems may take these out on the staff. Still other bosses may be nice people who are simply in over their heads, and have absolutely no aptitude for the jobs.

By realizing that human frailties often underlie even the most objectionable qualities of bad bosses, employees can be in a better position to deal with them, and to judge whether the situation is temporary or hopeless. They may help them decide whether to stick it out or quit the job.

Even though a bad boss counts on the inertia of the human spirit, you can break free of the intangible bonds that bind. Also beware of some of the tangible bonds. Whatever you do, don’t lock yourself into an enormous mortgage, or you will not have the option of cooling off in another job at a reduced salary. There is a shortage of skilled labor, and a tremendous shortage of versatile labor (people who will accept a total change in career direction when circumstances dictate). Even if you end up with a different bad boss, at least the change will be refreshing. Remember that the average worker will have between four and six complete job changes in the course of working lifetime, so you don’t need to be caught in the “one company, for better or for work” trap for your whole career.

People need a mission in life. If this is denied by a bad boss at work, there are other ways to fulfill this need—ways that will still allow an overall sense of accomplishment. It is obviously bad business for any company to have such a reversal of energies affecting its operation. However, concentrating most of their energies on pursuits outside of work is a common defense against the bad boss when employees elect to stay with their jobs rather than resigning.

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.

Approaches to Change


Axelrod discusses in his book titled: Terms of Engagement, four approaches to change: i) Leader-driven approach, ii) Process-driven approach, iii) Team-driven approach, and iv) Change Management approach.

Leader-driven change is more suitable for small and medium enterprises with owner-managers. This approach works well when the manager or leader has all the necessary information and knowledge. Leader-driven changes tend to be directive and non-participative. Therefore this approach is less suitable when: a) the workforce is young and/or highly skilled, b) the business environment is complex and dynamic, and c) successful change requires active involvement of a number of people in the organization.

Process-driven changes are led by experts or outside consultants and supported by the leader; these changes are more common in large, bureaucratic organizations. This approach works well when the change requires technical or specialized expertise. Also being directive and non-participative, as in the case of leader-driven approach, this approach is therefore less suitable when: a) the workforce is young and/or highly skilled, b) the business environment is complex and dynamic, and c) successful change requires active involvement of a number of people in the organization.

Team-driven approaches are most common in large, manufacturing enterprises that have skilled and educated employees. Change management strategies—such as TQM, Quality Circles, and Six Sigma—exemplify this approach. These are highly participative change efforts that empower employees and provide them with involvement, participation and ownership of change. Team-based approaches that are properly executed can unleash enormous levels of employee energy and motivation. This can, in turn, lead to innovation and productivity gains. However, using this approach can also cause some discomfort for managers in an organization because they may not be used to sharing their power and authority with workers. Moreover, this approach requires managers to shift from a directive, authoritarian style based on power and expertise to a participative style based on persuasion, coaching and helping. More importantly, the team-based approach to execute change requires the establishment of a ‘parallel organization.’

The fourth approach to change is called the Change Management approach. This is a combination of expert-driven and team-driven approaches. Whereas the former provides a business and technical focus to change, the latter generates ownership, involvement and commitment. So as to gain this commitment, most specialists, experts and change management consultants have incorporated the parallel organization concept in their process-driven approach. The Change Management paradigm is the approach to change that most organizations use today. Although it seemingly seeks to integrate ownership of change with practical business focus, the Change Management approach has shortcomings. Instead of involvement and commitment, this approach breeds cynicism, bureaucracy and resistance. It actually disempowers employees, by reinforcing hierarchical top-down management.

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, Lectures, Line of Sight

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