Talking about Bookkeeping


Everyone knows intuitively, if not experientially, that good bookkeeping is good business. If you don’t keep track of your business’s money matters—what comes in and what goes out—you will be in the dark as to how well or poorly your business is doing, and hence how well or poorly you’re handling certain aspects of the business. After all numbers do not lie. If they indicate that all is well, you’ll be able to capitalize on your success by, if nothing else, continuing to do with confidence whatever you’re doing right. If the numbers reveal that all is not well, you will be able to take appropriate measures to solve problems which if left unchecked could land you in failure zone. Just as with certain physical diseases, early detection means early cure and increased chance of survival. Lastly, it goes without saying that slipshod recordkeeping can cost you time, anxiety and even money when tax time rolls around. In sum, while its understandable that people are inclined to avoid and neglect bookkeeping matters, its fundamentally inexcusable.

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.

Concept Testing


Concept testing is part of the prescreening process, preparing a management team to do the full screening of the idea just before beginning serious technical work. The elementary purpose of a concept test is to identify the very poor concept so it can be eliminated. If music lovers, for example, cannot conceive of a compact disc that will last forever and thus reject it out of hand, the concept is probably a poor one.

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.

Postponement


Postponement is the delay to the last possible moment of the final formulation or commitment of a product. The most general method which can be applied in promoting the efficiency of a marketing system is the postponement of differentiation for example, to postpone changes in form and identity to the latest point in the marketing flow or to postpone changes in  inventory location to the latest possible time. Minimization of the risk of speculation is achieved by delaying differentiation of the product to the time of purchase. Savings in transportation of goods are achieved because merchandise is moved in larger quantities, in bulk, or in relatively undifferentiated places.

Postponement is the opposite of speculation. A speculative inventory is put into a distribution center whenever the cost of carrying that inventory is less than the profit derived from having that inventory readily available to stimulate purchases.

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.

Organizational Paralysis


Within 6 months of life some organizations suffer a paralysis:

  1. Point zero minus six months: growing anticipation of the new organization is rife; most senior managers are preoccupied with networking amongst the organization’s rising stars in order to be well positioned for advancement.
  2. Point zero minus three months: the new organization is due shortly, so no one will do anything in case it is seen to be wrong in light of the new structure.
  3. Point zero minus one month: all senior managers desperately plead for a new job so the sin of the last year’s time wasting can be hoofed off onto another poor unsuspecting victim.
  4. Point zero: the planned reorganization is put back two months to accommodate the wishes of an intransigent director who keeps digging in his heels and refuses to listen.
  5. Point zero plus six months: senior mangers look forward to extremely generous takeover conditions and contemplating retirement

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.

 

Constant Challenge


This is clear when you consider how people find jobs in the first place. For many people their whole career history is laced with luck and chance: being in the job market when a certain company was recruiting, seeing a certain advert, knowing someone who knew someone. Many people not in a true vocation have little real idea about the job or company they start working for before they actually start the job.

Some people pick losers and are repeatedly made redundant, or take several jobs before they find something that fits. Other people pick winners in the job lottery, walk into their first position and stay there all their working life.

Nothing wrong with that from a personal point of view, but the last thing these people want to do is rock the best by pushing themselves or indeed anyone else (except those lower down the pecking order) out of their comfort zones.

This inevitably creates stuffy, complacent business. What incentive is there for these people to take risks or leave when they don’t think they will ever find another job half as cushy as the current one?

What is more, when an employee has several years of service under their belt, disgruntled employers will duck this issue, thinking that they will be too costly and difficult to move on.

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 Workload


The workload may vary from hour to hour, day to day, week to week, season to season or from department to department or job to job. Workloads may be as simple to measure as, “We need one security guard on duty every hour of the year,” or as complex as, “We manufacture and ship over 300 different customer products, and our customer orders come in at the last minute.” Companies that do not routinely measure their workload practice backward scheduling, fit the workload into their current schedule even though that schedule may be the wrong one. The result is often a big gap between the master schedule (the one that’s posted in the employee handbook or printed in the union contract) and the actual schedule (the one that is really worked). Many companies become experts at backward scheduling and are able to stretch their master schedule to the limits, keeping customers satisfied, but the negative impact on productivity, safety, overtime, and morale can cost millions of dollars every year.

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.

Primitive Organizations


Primitive organizations exhibit all the classic features of any start-up. Energy and anticipation are usually high and the right startup can almost run on pure adrenalin.

Primitive organizations naturally perform the things that other types of organizations have to work hard to achieve. Formal structure and communication is not yet necessary, as enthusiasm and team spirit can carry the organization along.

In the early stages most primitive organizations manage to operate under one working culture and build effective internal and external relationships. This state of affairs can’t last, however, as primitive organizations are naturally transient. When the initial honeymoon period passes, the culture of the organization will change of its own accord.

All that is up for debate is how much it will change, how fast it will change and whether that change will be managed or if nature will be allowed to take its own course.

As is the case with all organizations, primitive organizations face the choice of managing their culture from the word go, or leaving it to chance. Unfortunately too many organizations rely on the natural spirit associated with being a primitive startup and de-prioritize cultural investment, choosing to concentrate on what they see as operational necessities.

To a point this is understandable, but this attitude reflects some common misconceptions.

  • An organization’s honeymoon period or primitive stage can be incredibly short, which catches a lot of organizations out – and once the damage is done, it’s done. Remedial work is always harder and significantly more draining and time-consuming than positive effort.
  • Proactive cultural and relationship management right from the start can be achieved at minimal cost in terms of time and money, and will deliver benefit for years to come. It is worth remembering that managing a working culture does not mean over-engineering it: in fact, it should mean quite the opposite. Good practice from day one is what creates long-term amazing relationships and long-term success.

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.

Marketing Communications Strategy


Strategies vary depending on the primary audience—customers, distributors, opinion formers, and stakeholders. The stakeholders require a message that communicates the organization’s values rather than specific offerings, whereas the customers may want specific product offerings and benefits.

Strategic options must be generated before deciding on a final strategy. It is highly unlikely that the first communications strategy that emerges is going to be the best one. Herebelow are some points to be remembered while making a strategy:

  • Objectives, strategy, tactics, action, and control.
  • Do your homework.
  • Develop some options.
  • Know your resources.
  • Win senior management support.
  • Do not hurt the environment.
  • Put everything in place before making a move.

This prepares the way for the development of good strategies. When the strategic options have been developed, they can be compared in order to determine which strategy is more likely to deliver the best result.

Remember, ‘STOP & SIT.’ Ask whether the communications strategy breaks up the market into segments and targets the right customers. Will the strategy fulfill the marketing and communications objectives? Is the positioning made crystal clear? What sequence of integrated communications tools will be used? Musts for communicators are:

  • Always define precisely your audience.
  • Avoid the predictable.
  • Keep the message simple.
  • Use power tools (images that last).
  • Say what only you can say.

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.

Customer Commitment


Great companies are extremely market-oriented and are incredible at creating value to their highly satisfied, loyal customers. Greatness in marketing and customer service is a function of attitude, not resources. Most companies do not do a very good job as marketers. Consider when you have been put on hold endlessly when calling for technical support, when you have been ignored or treated indifferently when visiting a retail site, or when you have been supplied inferior goods or services. While second-rate firms may survive in the short term, they will not last in the long run unless they change their philosophy and start creating superior value 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.

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