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.

Rolling up your Sleeves


If there’s one way that you can get other people to become more interested and more focused on improving themselves, it is to lead by example. Take time out to go on training courses, even though you may be too busy. Take time to read useful information, not just novels, books or newspapers but actual up-to-date books and texts from the experts within your industry. Practise your skills, use them and make sure that they’re developed as far as they possibly can be. If it means learning a new language or learning a skill that you don’t have then take on that challenge. It is very difficult to manage people well if you have low self-esteem, but if you feel good about yourself and you have that feeling of progress and achievement, then it is very hard for this not to rub off on other people.

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.

Personal Selling: Two Approaches


Personal Selling: Two Approaches

Many American companies do not put nearly enough effort into direct, personal communication. Japanese success in displacing the US as Saudi Arabia’s leading supplier is instructive. Japanese exporters and small teams to meet with Saudi importers: Japanese exporters; they go to Saudi workshops, travel to secondary towns, and meet with sub-agents. The Americans, on the other hand, invite all their Saudi agents together for a luncheon, do not have private meetings, do not get their hands dirty, and never travel to secondary towns—they tend to stick to the three market centers. Saudis complain that US effort is misdirected: American personnel devote infinitesimal detail to making advance arrangements for visiting executives, going so far as to specify rooms overlooking a certain view from the hotel.

Japanese firms supplement their direct, personal efforts with heavy local advertising. They use gifts generously in product introductions, and warrantees on Japanese consumer electronics range up to three years. To carry out this business, Japanese trading companies have large staffs of professional international marketers who have been cultivated since graduation from a Japanese international trading university, schooled in English and Arabic, and rotated worldwide as international trading specialists.

Compared to most other cultures, particularly non-Western. Americans are extraordinarily preoccupied with the tangible aspects of a product. They round up all their sales agents and give a product presentation instead of putting their energies into the more important component of international marketing—people. In American and only a few other countries it is normal to do business from a distance, between strangers, by mail or telephone.

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 Vicious Circle


Revenge tends to metastatize inside a company, organization, or family. Stepping on someone else rarely if ever occurs in a vacuum: it’s just one part of a potentially endless cycle. Even indirect retaliation leads to a vicious spiral. Repressed revenge can spread just as far and have even longer-lasting impact.

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.

Economic Truths


Although there are few truisms that apply universally in the business world, there are four related economic truths that are valid in every business situation:

  1. Over the long term, it is absolutely essential to be a lower cost supplier or profit margins will erode.
  2. To stay competitive, inflation-adjusted costs of  producing and supplying any product or service must continuously trend downward.
  3. The true cost and profit picture for each discrete product/market segment is often obscured by traditional accounting practice.
  4. Real business winners concentrate as much or more on cash flow and balance sheet strength as they do on reported profits.

These points have always been valid, but they are far more serious today because there is much less margin for error in our more turbulent environment.

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 Consequences of a Bad Boss


The leading cause of stress is the bad boss. In most organizations everyone in the company expect the chief executive officer has a boss, or has the potential to become a boss, even if that means you are instructing an apprentice or a student who is at the company for a short time on a work orientation program.

In terms of making our own choices in response to stress, even the very lowest person on the work ladder is still a boss—a boss of his or her own department. Thus, what a lot of people complain of having a bad boss, the corollary is that most of us are bad bosses—if not of others, then at least of ourselves.

The damage that a bad boss does is sometimes far more widespread than is seen at the time. With the ultimate control, as well as, knowledge of the bigger picture, the boss escapes the highest levels of stress at work, but can still be a powerful stress carrier. In just the same way that a child who is humiliated by a bully comes home and yells at a younger sibling, a boss can transfer anxieties and stresses to employees without ever letting them know the reasons behind the negative behavior.

When an employee is frustrated all day by the boss, these frustrations tend to get transferred along to innocent bystanders, rather like one of those dreadful chain letters. One may see drastic repercussions, ranging from demoralization and loss of self-worth, to burnout of virtually any organ system in the body. In the brain this burnout takes the form of fatigue, insomnia, anxiety, depression, or obsessive behavior. Aggression can be triggered, causing such tragedies as life and child beating or even mass murders during a sudden wild shooting spree. Bad bosses are even the motivation for some suicides. In the stomach or heart, the results of a bad boss are often seen in ulcers or heart attacks.

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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