Retailing & Strategic Decisions


The strategic part determines the type of business that the retailer would be in. this is governed by two considerations—financial and familiarity considerations and image related consideration:

  1. Financial and familiarity considerations: A most of the outlets are proprietary in nature, the type of business that retailer would like to undertake would be governed by the investment capacity of the person and his familiarity with the product line.
  2. Image related considerations: Retailing is just not a way of business, it is a way of expressing oneself in the society. The shop depending on where it is located and the type of products and brands it deals in, will contribute to the social standing of the shop owner.

As these decisions are taken before taking up dealership with a company, the strategic considerations are not studied. From a marketer’s point of view the managerial considerations become important as they determine (a) whether the retailer would stock and sell their brands, and (b) the effort the retailer would put in to sell the brand.

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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Corporate Social Strategy


Doing business in international settings presents many challenges to managers. There is no magic solution to meeting these issues as they arise. Companies can prepare for the types of challenges by designing a corporate social strategy that matches and balances the company’s economic strategy. These questions are a good place to start the process:

  • Are we being socially responsible in what we do? Do we meet the expectations of our host country as well as our home country? Would stakeholders in either country question our behavior?
  • Are we responsible to the stakeholders in each country where we do business? Do we treat employees, customers, suppliers, local communities, and others in a fair and just way?
  • Do we recognize emerging issues, as well as, immediate social issues, in the countries and communities where we operate? Are we anticipating change rather than just reacting to it?
  • Do we abide by the host government’s regulations and policies? Do we have good systems for ensuring that our employees and the agents who represent us follow or corporate policies?
  • Do we conduct business in ways that respect the values, customs, and moral principles of each society? Do we recognize that there may be times when they conflict with principles of other societies? Are we ready to address these conflicts in thoughtful, positive ways?

Companies that address these questions before trouble strikes are better prepared to meet global challenges to corporate responsibility. They are better prepared to prevent crises, anticipate change, and avoid situations that compromise the values and principles for which the company stands. A corporate social strategy helps managers achieve both the economic and the social goals of 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.

The Three Kinds of Talent


There are three basic categories: striving talents, thinking talents, and relating talents.

 Striving talents explain the why of a person. They explain why he gets out of bed every day, why he is motivated to push and push just that little bit harder. Is he driven by his desire to stand out, or is good enough good enough for him? Is he intensely competitive or intensely altruistic or both? Does he define himself by his technical competence, or does he just want to be liked?

 Thinking talents explain the how of a person. They explain how he thinks. How he weighs up alternatives, how he comes to his decisions. Is he focused or does he like to leave all his options open? Is he disciplined and structured, or does he love surprises? Is he a linear, practical thinker, or is he strategic, always playing mental “what if?” games with himself?

 Relating talents explain the who of a person. They explain whom he trusts, whom he builds relationships with, whom he confronts, and whom he ignores. Is he drawn to win over strangers, or is he at ease only with his close friends? Does he think that trust must be earned, or does he extend trust to everyone in the belief that most will prove worthy of it? Does he confront people dispassionately, or does he avoid confrontation until finally exploding in an emotional trade?

 Striving, thinking, and relating: these are the three basic categories of talent. Within each you will have your own combination of four-lane highways and barren wastelands. No matter how much you might yearn to be different, your combination of talents, and the recurring behaviors that it creates, will remain stable, familiar to you and to others throughout your life.

 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

Managers are not just Leaders in Waiting


Managers do things right. Leaders do the right things.” Conventional wisdom is proud of maxims like this. It uses them to encourage managers to label themselves “leaders.” It casts the manager as the dependable plodder, while the leader is the sophisticated executive, scanning the horizon, strategizing. Since most people would rather be a sophisticated exective than a dependable plodder, this advice seems positive and developmental. It isn’t: it demeans the manager role but doesn’t succeed in doing much else. The difference between a manager and a leader is much more profound than most people think. The company that overlooks this difference will suffer for it.

 The most important difference between a great manager and a great leader is one of focus. Great managers look inward. They look inside the company, into each individual, into the differences in style, goals, needs, and motivation of each person. These differences are small, subtle, but great managers need to pay attention to them. These subtle differences guide them toward the right way to release each person’s unique talents into performance.

 Great leaders, by contrast, look outward. They look out at the competition, out at the future, out at alternative routes forward. They focus on broad patterns, finding connections, cracks, and then press home their advantage where the resistance is weakest. They must be visionaries, strategic thinkers, and activators. When played well, this is, without doubt, a critical role. But it doesn’t have much to do with the challenge of turning one individual’s talents into performance.

 Great managers are not mini-executives waiting for leadership to be thurst upon them. Great leaders are not simply managers who have developed sophistication. The core activities of a manager and a leader are simply different. It is entirely possible for a person to be a brilliant manager and a terrible leader. But it is just as possible for a person to excel as a leader and fail as manager. And, of course, a few exceptionally ralented individuals excel at both.

 If companies confuse the two roles by expecting every manager to be a leader, or if they define “leader” as simply a more advanced form of “manager,” then the all-important “catalyst” role will soon be undervalued, poorly understood, and poorly played. Gradually the company will fall apart.

 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