Guerrilla Marketing


Guerrilla mrketing is the type of all-out marketing necessary for entrepreneurial success. It is virtually unknown to the large corporations. And thank heavens it is. After all, the large corporations have the benefit of big bucks. You don’t. so you’ve got to rely on guerrilla marketing.

 Your size is an ally when it comes to marketing. If you are a small company, a new venture, or a single individual, you can utilize the tactics of guerrilla marketing to their fullest. You’ve got the ability to be fast on your feet, to employ a vast array of marketing tools, to gain access to the biggest marketing brains and get them at bargain-basement prices. Now you may not need to use every weapon in your potential marketing arsenal, but you’re sure going to need some of them. So you’d best know how to use tham all.

 It may be that you will require no advertising at all. But you will require marketing. It may be that word of mouth is so favorable, and spreads so rapidly, that your venture can reap a fortune just because of it. If so, you can be sure that the word of mouth was motivated by effective marketing in the first place.

 In fact, a strong word of mouth campaign is part of marketing, and so are business cards, stationery, matchbooks, the clothes you wear. And certainly your location is important in marketing. Every component that helps you sell what you are selling is part of the marketing process. No detail is insignificant to be included. The more you realize that the better your marketing will be. Its not about sales, its about profits—the dear old bottom line.

 That’s the good news. Here’s the bad: One of these days, you’re going to be an entrepreneur no longer. If you successfully put into practice the principles of guerrila marketing, you’ll become fat and rich and famous and will no longer have the lean, hungry mentality of the entrepreneur.

 Once you’re reached that stage, you wll have to resort to the textbook forms of marketing, for you’ll be too encumbered with employees, traditions, paperwork, management levels, and necessary bureaucracy to be flexible enough for gurella 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, Line of Sight

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Customer Value Action Items


  1. Describe the relationship between process and value;
  2. How does the process view differ from the functional view?
  3. Explain how you would use the marketing cycle and process model to analyze your current business situation.
  4. What quotations would you ask if your company was currently under-doing a review of its processes?
  5. What is a value statement? See if you can describe your firm’s value statement.
  6. What is service blueprinting and when is it appropriate to use?
  7. Suppose you are the manager of a quick-serve restaurant and you begin to notice that your lunch business is steadily declining. Moreover, you notice that customers are queuing up longer at the drive-through window. Which of the process improvement tools would you consider using, and why?

 My Cosultancy–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

Revisiting Leadership


Human beings are designed for learning. Unfortunately, the primary institutions of a society are oriented predominantly toward controlling rather than learning, rewarding individuals for performing for others rather than for cultivating their natural curiosity and impulse to learn. The young child entering school discovers quickly that the name of the game is getting the right answer and avoiding mistakes—a mandate no less compelling to the aspiring managers.

 

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—grades in school, gold stars, and on up through the university. On the job, people, teams, divisions are ranked—reward for the one at the top, punishment at the bottom. Incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

 

Ironically, by focusing on performing for someone else’s approval, corporations create the very conditions that predestine them to mediocre performance. Over the long run, superior performance depends on superior learning. A full one-third of the Fortune 500 industrials listed in 1970 had vanished by 1983.

 

Today, the average lifetime of the largest industrial enterprises is probably less than half the average lifetime of a person in an industrial society. On the other hand, a small number of companies that survived for seventy-five years or longer. Interestingly, the key to their survival is the ability to run experiments in the margin to continually explore new business and organizational opportunities that create potential new sources of growth.

 

If anything, the need for understanding how organizations learn and accelerating that learning is greater today than ever before. In an increasingly dynamic, interdependent, and unpredictable world, it is simply no longer possible for anyone to figure it all out at the top. The old model, the top thinks and the local acts, must now give way to integrating thinking and acting at all levels.

 

While the challenge is great, so is the potential payoff. The person who figures out how to harness the collective genius of the people in his/her organization is going to blow the competition way.

 

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

Creating Strategic Slack


In considering strategies for supporting or protecting core distinctive competences and growing new ones, the issue of resource demands has to be considered. One means of releasing resources is to review those distinctive competences that are no longer central to the strategic future. As is often the case in organizations, competences and distinctive competences emerge, and become embedded into the culture/conciousness of the organization. However, as organizations change their strategic direction, the utility of these competences may reduce, sometimes with them becoming completely irrelevant. Identifying these will free up resources—creating strategic slack. Where competences (or the activities supporting them) are to be withdrawn, careful considration of how this is to be achieved is necessary (who needs to be consulted? What needs to be put into place?) so as to ensure that the resources are freed up rather than covertly protected.

 

An obvious means of freeing up resources is through outsourcing. Through building the business model, those areas that are considered potential candidates for outsourcing will have been scrutinized. Often organizations outsource units, departments and tasks without considering the overall impact on the business model, or on a distinctive competence. Understanding how the particular area or task to be outsourced fits in with the overall model can thus ensure a more sustainable and coherent approach.

 

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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