The Concept Lifecycle


The new products process essentially turns an opportunity (the real start) into a profit flow (the real finish). It begins with something that is not a product (the profit). The product comes from a situation and turns into an end.

What we have, then, is an evolving product, or better, an evolving concept that, at the end, may become a product. There are stages, like individual frames in a movie film:

  • Opportunity concept-a company skill or resource, or customer problem.
  • Idea concept-the first appearance of an idea.
  • Stated concept-a home or technology, plus a clear statement of benefit.
  • Tested concept-it has passed an end user concept test; need is confirmed.
  • Full screened concept-it passes the test of fit with company situation.
  • Protocol concepts-a statement (product definition) of the intended market user.
  • Prototype concept-a tentative physical product or system procedure, including features and benefits.
  • Batch concept-first full test of fit with manufacturing; it can be made. Specifications are written, exactly what the product is to be, including features, characteristics, and standards.
  • Process concept-the full manufacturing process is complete.
  • Pilot concept-a supply of the new product, produced in quantity from a pilot production line, enough for field testing with end users.
  • Marketed concept-output of the scale-up process either for a market test or full scale launch.
  • Successful concept (new product)-it meets the goals set for it at the start of the project.

Some firms have as many as three production models or prototypes. So, the idea that a new product suddenly “emerges” from R&D-like a chicken from an egg-is simply incorrect.

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.

Managing for Customer Satisfaction


If you are working in a business that is focused and dedicated to customer satisfaction you cannot manage it in the same way as an ordinary or traditional business – it just doesn’t work. Organizations have found this to their cost. Implementing policies without changing the organization first is self-defeating. The organization will defeat change as soundly as day follows night. However, if you change the organization and the way people are managed and led and you have developed the policies, ideas, procedures, standards and systems will evolve rapidly and effectively.

The first major change has to be  the ritual burning and demolition of the standard organization chart. Customers, suppliers and employees cannot be forced to work through traditional top down hierarchical management systems. Not only does it give people the wrong feeling, it actually just doesn’t work. It’s not that it ever worked particularly well anyway, it was just the thing that everyone used when they put together a large organization.

Today’s manager has to be much more of a communicator than a dictator. They also have to be much more of a facilitator than a policy determinator. People’s aspirations have changed, just as the customers have. They need to be treated in a way that encourages them, empowers them and enthuses them to deliver the best for their customers.

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 Concept of Service


If we open a new business, the key issue is how long we are planning. If all we want to do is make a quick buck and move on, there is absolutely no point spending a single penny we don’t absolutely need to. But that is not the route to creating an amazingly successful organization.

The only approach for an organization to take if it wants to become amazingly successful is to become highly effective and highly focused. And that doesn’t pay dividends overnight.

But no single working culture is right for every situation. Why should anyone spend money to create a future that they do not expect to be part of?

Why invest in intangible assets that are hard to value on the balance sheet such as staff, improving team moral, developing customer focus and lifting competence levels, if you expect to be moving on soon?

A working culture centered around the concept of service generally and customer service specifically is the most likely to deliver long-term amazing success.

An organization that wants to adopt a service-based working culture must however be ready for the long haul. It must have both the patience and the resources to get through the early stages in a market where market dominance and being the largest are critical whatever the future price?

Some organizations are better off starting with one working culture and then migrating to another when scale and success allow or demand it.

Planning to evolve or change our working culture is fine as an idea when those in charge are sufficiently switched on to the challenges of changing an organization’s culture: to act at the appropriate time and effectively instigate a culture shift in line with new market conditions.

Let’s not forget that the larger an organization is, the more careful it must be in choosing its working culture in the first instance. Larger organizations are always going to be harder to change; they are clumsy and less fleet of foot than their smaller counterparts. Larger organizations must change their working culture less often and less dramatically, so must put more time and effort into avoiding problems in the first place.

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.

Services Marketing


As the forces coincide and evolve, those involved realize that there is something different about marketing services and managing services. When a firm’s core offering is a deed performed by an employee, how can the firm ensure consistent product quality to the marketplace? As services businesses begin to turn to marketing and decide to hire marketing people, they naturally recruit from the best marketers in the world. People who move from marketing in packaged goods industries to marketing in healthcare, banking and other service industries find their skills and experiences are not directly transferable. They face issues and dilemmas in marketing services that their experiences in packaged goods and manufacturing has not prepared them for. These people realize the need for new concepts and approaches for marketing and managing service businesses.

Service marketers respond to these forces and begin to work across disciplines and with academics and business practitioners from around the world to develop and document marketing practices for service industries. As the field evolved, it expanded to address the concerns and needs of any business where service is an integral part of the offering. Frameworks, concepts, and strategies developed to address the fact that services marketing is different. As the field continues to evolve into the 21st century, new trends are developing that will shape the field and continue the need for services marketing concepts and tools.

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.

Online Retail Selling: Barriers to Success


i.            Increasing consumers’ comfort levels: Online retailers need to improve convenience and value for customers and assist them in overcoming their concerns about security and trust.

ii.            Resolving technological limitations: The ability for online retailers to deliver unique experiences is linked to technology improvements. The internet is still constrained by lack of bandwidth and problems with reliability.

iii.            Rapidly scaling internal operations: Online retailers face the challenges of managing significant growth, internal organizational change and developing and scaling their customer service and fulfillment infrastructure—all while the technology is still evolving.

iv.            Engineering comprehensive convenience: Customers identify many convenience problems with today’s online environment. Among them are the need for customers to reenter personal data on different sites, the vide variation in customer service across sites and the lack of coordination between online and offline retail environments on the part of retailers using both channels.

v.            Resolving channel conflict: many offline retailers believe that there is a risk of cannibalizing sales through existing channels by going online. Many manufacturers fear alienating their existing distribution partners by providing an alternative channel for customers to purchase. These perceived channel conflicts are keeping some traditional retailers and manufacturers from joining the Internet.

vi.            Developing low-cost distribution: Distribution system can be expensive. Online fulfillment systems are still developing and there is a disconnect between what is required and what is currently offered by existing offline systems.

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.

 

Market Sales Potential and Profitability


An essential activity in opportunity evaluation is the determination of market sales potential and profitability. Estimating market’s sales potential for offerings is a difficult task even for a seasoned marketing executive. Markets and offerings can be defined in numerous ways that can lead to different estimates of market size and dollar sales potential. For innovative offerings or new markets, marketing analysts must often rely almost entirely on judgment and creativity when estimating market sales potential. Therefore, it is understandable that market sales potential estimates very greatly for high definition television  (HDTV) and hybrid (gasoline and battery powered) automobiles. The underlying technology for both offerings is still evolving as is the physical form. In such dynamic settings, measures for identifying prospective market segments are uncertain.

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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