Appointing a Dealer


  1. The Branch Manager perceives a need for an additional dealer in an area. Need occurs if any existing dealer leaves or is removed. It could also happen when the company expands into new territory.
  2. The Branch Manager has to convince the general manager of the division about the need for anew dealer.
  3. The selection process for the dealer begins with placing advertisements in newspapers and trade magazines inviting applications. Applications for dealership are directed to the concerned branch manager.
  4. The branch manager then reviews the application forms and prepares a shortlist if necessary. The company has not laid down any concrete guidelines for shortlisting at this stage. The branch manager is allowed to exercise his discretion.
  5. The shortlisted applicants are interviewed by the branch manager along with the regional sales manager of the division. Whatever additional information is required is obtained from the applicants during the interview. The dealers are evaluated on:
    1. Prior business record
    2. The capability of maintaining and running his own showroom
    3. Financial strength
    4. Inventory: The dealer must have enough working capital for maintaining specified level of inventory. This condition is however is applied only in the case of dealers whose territories are located considerably away from a branch office. This is because there is a company owned warehouse along with every branch office and for dealers located in the same cities there is no necessity to maintain separate inventory
    5. Contacts with customers
    6. Availability of salesforce to service customer effectively. In addition, technicians also need to be present to meet the after-sales service requirements of the products
  6. The final selection decision is made after talking with the bankers of the applicant. This is done to check the veracity of information regarding financial strength and prior business experience. It is only after the company is satisfied regarding all aspects of he information, that it sends the dealer an appointment letter
  7. The appointment letter lays down several terms of the contract that have to be fulfilled by the dealer. The company expects the dealers not to sell any competitors’ products. The dealer is also expected to conduct his business only within the clearly demarcated sales territory allocated to him by the company.

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.

Promoting Sales


First stage marketing strategies should focus on sales promotions that will attract immediate customers and selling methods that will ensure repeat business. First stage companies can also benefit from sales and promotion activities, but with a focus on short term rather than long term benefits. Ideas include:

  1. Invite a local newspaper to write an article on some unique aspect of the company.
  2. Invite television reporters to cover a special event sponsored by the company (fund raising drive, a banquet honoring an employee, or the introduction of snappy new product).
  3. Start a charity book collection drive at local schools.
  4. Sponsor a young people’s athletic team.
  5. Sponsor a civic band or float in a local parade.
  6. Donate materials, space, or services to community theater groups.
  7. Sponsor a paper, glass, aluminum, or plastic recycling drive.
  8. Get behind a social cause.
  9. Donate used computers, office equipment, etc., to local schools, hospitals, or welfare agencies.

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 Constraints of Techno-stress


More than at any time in the history of our species, we are facing exploding levels of computerization and complication in our lives. Some of this seems beyond human control; for example, never being able to get through on the fax number because the system is programmed to the wrong mode. Offended by such a machine, many people naturally demand some satisfaction. Often a harmless oath, perhaps accompanied by a stiff thump, will satisfy our base urge for revenge.

On occasion, sterner punishments have been meted out. Childish retaliations against technology are doomed, and are wasteful of our limited time on this planet.

Of course, a lot of the techno-stress we encounter is self-inflicted by our unbridled love of gadget. With an array of office machines and household tools that would make the original James Bond seem a technological peasant, the average worker has invited a host of unnecessary mechanical inconveniences and breakdowns into his or her life to add to the overall levels of techno-stress.

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.

Choosing the Network Partners


Although many business schools and consultancies have a public commitment to learning from, and sharing, best practice, this has not stopped some of them, and those who use their services, from jumping of  techniques such as reengineering as if they represent a revelation.

Mindless copying can result in the spread of panaceas, hype and misunderstanding, and gives added momentum to the latest craze. While it may be good news, for those who ride bandwagon, it is not so hot for those whose toes get in the way.

When external suppliers, such as consultants, do get hold of a best practice ‘gem,’ their motivation is often to spread it around their client base as soon as possible. Thus the corporation’s competitive edge can quickly become industry commonplace.

Some consultants receive as good as they give. Companies invite various experts to pitch for business and then ‘do it themselves’ using ther best of the various ideas they have picked up. The learning organization is a voracious and insatiable plunderer and consumer of intellectual capital. The wary choose their network partners with care.

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

Partnering with Customers


  1. Pick high-visibility, vocal customers as your research partners and test sites. When you succeed together, they’ll spread the word quickly to their peers and pave your way into the market.
  2. As your customer list grows, organize their names and phone numbers by product and geographic area so you can easily provide references keyed to a prospect’s interests.
  3. Gather passive (i.e., written testimonials and quotes from customers to use in your sales materials, ads, and proposals. Remember to use videos.
  4. Use active testimonials with important prospects: Ask two or three present customers to call a prospective one, rather than waiting for the prospect to call them.
  5. Use on-site testimonials. Arrange a tour of customer premises where prospects can see your products performing.
  6. Find customers willing to meet prospects on your turf to endorse you and your products.
  7. Conduct joint presentations with your customers at industry meetings. Coauthor articles to automatically share the limelight with your customers.
  8. Bring your customers together at least once a year to share ideas with each other, give you feedback, critique new product concepts, and have a good time. Invite a few key prospects—they’re likely to come away sold.
  9. Take customers to trade shows and go to theirs. The better you know each other, the more value you both receive.
  10. Treat your customer-partners as heroes. Thank them—and more. For example, feature them in your newsletter, mail them a poster-sized letter signed by all your employees, or send a dozen balloons to their offices.

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

Entrepreneurial Success


Successful entrepreneuring is not and never has been reducible to a set of formulas or rules. Without exception, the experience is a profoundly personal process. Entrepreneurial success begins with a single individual’s intense commitment to customers, and it involves according to that person’s distinctive capabilities and temperament. The Ted Turners and Fred Smiths of this world don’t just build companies, they shape them in original, subjective, and sometimes peculiar ways.

No matter how many business courses you take or how many business books you read, you can never plan success. Fortunately, you can invite it. It comes to those who are deeply and personally engaged in the process of following a vision of what they and their enterprises can becom. Successful ideas, innovations, and new directions reveal themselves a bit at a time. They are discovered in the process of “doing,” of living out an emerging vision. Successful companies evolve, as do the people who dream them.

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

Transformation into an Enterprise Colony


Modern corporations need to transform themselves into enterprise colonies that can tap, build and realize the entrepreneurial potential within their people. Companies should provide venture teams with development capital, marketing assistance and central services in return for an appropriate equity stake in new initiatives.

Empowerment and delegation are being championed in many companies. But empowerment to do what, and delegation for what purpose? General drives need to be matched with specific steps to promote enterprise and build entrepreneurial qualities.

Confident companies encourage people to better understand their inner selves, and take advantage of their unique qualities and distinctive strengths:

  • They invite suggestions for new ways of exploiting corporate capabilities, and building and delivering value to customers.
  • They stimulate diversity, establish working environments that are conducive of reflection, and introduce ways of working and learning that raise spirits and fire the imagination.
  • They encourage the creation, packaging, sharing, application and exploitation of new knowledge and understanding.
  • They are also prepared to share rewards with those primarily responsible for successful entrepreneurship.

Personal and corporate transformation must go hand in hand. Increasingly, people need to think for themselves and make choices. Many intending entrepreneurs require new skills and knowledge, and specialist support. Many traditional management tools and techniques are simply not appropriate for those who seek both business success and personal fulfillment.

Small and medium sized enterprises (SMEs) and new corporate ventures are the primary source of tomorrow’s work opportunities. In recent years governments and corporate leaders around the world have put a higher priority upon enterprise and entrepreneurship. The aspiration is clear. However, many people lack the competence and experience either to become entrepreneurs, or to manage corporate relationships with them.

Enterprise needs its own entrepreneurs. Slimmed-down organizations require the services of counsellors with the experience, sensitivity and intuition to help others to become successful entrepreneurs, while the resulting ventures will need learning and enterprise support services at various points in the enterprise life cycle.

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

Use and Misuses of Authority


Most managers believe they must have authority to accomplish their jobs. They believe it is their superior’s responsibility to see that they have adequate authority in the areas for which they are held responsible and accountable. But a manager who either misuses or oversas his authority to get his subordinates to carry out their tasks may be inviting trouble. This is why it is important for the manager to understand the various sources of authority and power and the differences among them.

 Most people who have worked in the business world have seen a situation in which subordinates have “fired” their boss. By dragging their feet on assignments by cauing the organizations to do a relatively poor job, and by directing criticisms to appropriate ears, a unified group of subordinates can cause such trouble that their boss’s superiors may question his ability to handle his work group. Under these conditions the subordinates may sometimes be shown the door; but occasionally the boss is fired. That this can and does happen illustrates that managers are dependent, in part, on their work groups, just as their work groups are dependent, in part, on the managers. Although the manager has formal sanctions to back up his authority, the work group has informal sources of power it can utilize. The manager who relies only on his formal authority to direct the efforts of others may, therefore, not achieve the best results. It is desirable that he also be a leader; in short, he should be able to influence his subordinates as well as give them orders.

 Managers are often “caught in the middle”between the values, orders, and expectations of their superiors and the values, needs, and expectations of their subordinates. The manager usually needs to retain the support of both his superior and his subordinates, and the dilemma he feels when there is conflict between the two can create intensely uncomfortable feelings. The pressure is  compounded when the values and expectations of his peers are also involved, as they frequently are. Different managers resolve these internal dissonances in a variety of ways. Some ignore, or pay less attention to, either the subordinates or the superior, usually the former. Others try to find compromises that satisfy both, at least enough to avoid undue problems. But however thay handle them, most managers experience the discomfort of man-in-the-middle problems.

 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

Mobilizing Support


Mobilizing support for change requires a blend of logic, emotions, and values. The change managers should:

  1. Developing clarity about the target audience: in an effort to achieve acceptance of any change idea, it is very important to clearly understand who the relevant stakeholders are, what are their identities, their aspirations, their values, and their influence in the organization. The target audience is never homogeneous group. These would be people who may be ready to support the change ideas quickly, people who oppose change no matter how sensible the ideas are, and people who are willing to listen but should not be taken for granted. A change manager should identify the real interests of these sub-groups and should tailor the communication and persuasion effort accordingly. In other words, the change manager should be sensitive to the fact that there would be multiple views and perceptions in an organization and it is important to be clear as to what these are.
  2. Getting people involved: When a change manager begins the change campaign by making a strong presentation and supporting it with huge data, there is a danger that employees at the receiving end may become mere spectators and skeptics. At the same time, it is not realistic to expect that people would volunteer themselves to engage in defining a change initiative. What is most useful in such a situation is ‘foot in the door’ approach. This involves asking people to make a small initial commitment, which may be in the nature of asking their views on the present situation and discussing possible courses of action. Over a period of time, these small commitments could be extended to sustain larger change objectives. This approach is particularly useful to attract skeptics to the change program.
  3. Crafting the message: A primary process in the influence effort is not change in attitude towards an object, but change in definition and meaning of the object. Once meaning changes, attitudes change accordingly. A change manager should present the idea in such a manner that it evokes sufficient curiosity among members to explore it further. The message should be simple, but clear enough in its scope. Rather than a conclusive statement, it should invite people for a dialogue. People tend to be more attracted towards stories and symbols than hard numerical data. A change manager should be able to make use of these soft dimensions of relationships to gain attention to the change idea.
  4. Timing the campaign: Many ideas are rejected because they are presented at a wrong time. A change manager should first use informal meetings to generate the need for improving present levels of performance and make people receptive to new suggestions. Change ideas should be presented only when people are willing to engage in a dialogue process. This is very similar to a gardener first preparing the soil before sowing the seeds.
  5. Sustaining the momentum: Mobilizing support for change is never a one-time activity. It takes considerable amount of time to get people involved and committed to the change idea. It should be best for people with high expertise and credibility to lead the change. People listen to those who have expertise while framing their position. Then those people should be identified who favor the change idea and they should be helped to articulate their views in public. People tend to stick to their positions that are made in public

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

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