Relationship Determination


Find out the strength of relationship between customer voices and technical requirements. Technical requirements are taken one by one and analyzed with each of customer voices by asking “By working on this technical requirement will it be possible to satisfy this voice of the customers.” The decisions are recorded in the center of the matrix using symbols: Triangle = Strong Relationship, Single Circle = Moderate Relationship, Square = Weak Relationship.

The relationship column is then reviewed to see if there are any customer requirements with no relationship symbols or only weak symbols.

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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Speed and Time


Speed and time measures are very important factors to many customers. The speed with which your company can deliver, whatever it provides, can actually gain you competitive advantage and allow you to offer higher satisfaction, and maybe even demand, or ask a price premium from your customers for that convenience of doing things faster or quicker. However it is not just about the core product, it is also about every single contact or initiation with a customer, from answering the telephone, to replying letters, to the length of a phone call, to how long you’ve been put on hold etc. the customer measures all these factors, largely unconsciously.

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 Concept of Service


If we open a new business, the key issue is how long we are planning. If all we want to do is make a quick buck and move on, there is absolutely no point spending a single penny we don’t absolutely need to. But that is not the route to creating an amazingly successful organization.

The only approach for an organization to take if it wants to become amazingly successful is to become highly effective and highly focused. And that doesn’t pay dividends overnight.

But no single working culture is right for every situation. Why should anyone spend money to create a future that they do not expect to be part of?

Why invest in intangible assets that are hard to value on the balance sheet such as staff, improving team moral, developing customer focus and lifting competence levels, if you expect to be moving on soon?

A working culture centered around the concept of service generally and customer service specifically is the most likely to deliver long-term amazing success.

An organization that wants to adopt a service-based working culture must however be ready for the long haul. It must have both the patience and the resources to get through the early stages in a market where market dominance and being the largest are critical whatever the future price?

Some organizations are better off starting with one working culture and then migrating to another when scale and success allow or demand it.

Planning to evolve or change our working culture is fine as an idea when those in charge are sufficiently switched on to the challenges of changing an organization’s culture: to act at the appropriate time and effectively instigate a culture shift in line with new market conditions.

Let’s not forget that the larger an organization is, the more careful it must be in choosing its working culture in the first instance. Larger organizations are always going to be harder to change; they are clumsy and less fleet of foot than their smaller counterparts. Larger organizations must change their working culture less often and less dramatically, so must put more time and effort into avoiding problems in the first place.

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.

Baselining


One of the most distinctive and helpful features of single system research involves collecting information on the client’s problem/situation before intervention actually begins. This is called baselining. The period of time over which this information is collected is called the baseline. The information or data that you collect is called the baserate, which involves systematic collection of data on the client’s problem prior to the implementation of your intervention program. The data that you collect during baseline continue to be collected throughout your intervention program. They provide an important basis for evaluating your effectiveness, since the baseline is almost always the first phase of your design.

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.

Pricing


Whether or not it is so recognized, pricing is one of the most crucial decision functions of a marketing manager. Pricing is an art, a game played for high stakes; for marketing strategists, it is the moment of truth. All of marketing comes to focus in the pricing decision. To a large extent, pricing decisions determine the types of customers and competitors an organization will attract. Likewise, a single pricing error can effectively nullify all other marketing-mix activities. Despite its importance, price rarely serves as the focus of marketing strategy, in part because it is the easiest marketing-mix activity for the competition to imitate.

It can be easily demonstrated that price is a direct determinant of profit (or loss). This fact is apparent from the fundamental relationship.

Profit = total revenue – total cost

Revenue is a direct result of unit price times quantity sold, and costs are indirectly influenced by quantity sold, which in turn is partially dependent on unit price. Hence, price simultaneously influences both revenues and costs.

Despite its importance, pricing remains on of the least understood marketing-mix activities.

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.

Highly Effective People and Organizations


Why don’t highly effective people always run successful organizations? And why aren’t all successful organizations run by highly effective people?

We have all seen successful organizations being run by people who don’t come close to being highly effective, whilst people we know to be highly effective sometimes work in unremarkable, underperforming companies.

What is going on then?

The answer lies not in re-examining the laws that govern personal effectiveness but in reviewing the similarities and intrinsic differences between highly effective people and organizations. So where do we start?

We know that highly effective people:

o     Control all decision-making from one place – their brain;

o     Coordinate thought and action centrally in their brain and can make their mouth, hands, feet and everything in between do what they want when they want;

o     Have a single mouthpiece; and

o     Are driven by a single social paradigm – the character ethic.

Organizations, on the other hand:

o     Have multiple decision-making points and use multiple decision-making criteria:

o     Cannot centrally control every aspect of their operation;

o     Struggle to send uncorrupted messages from the center outwards and are often unable to receive incoming messages from distant parts of the organization at all;

o     Are driven by a variety of conflicting influences;

o     May try and influence behavior through corporate values without defining and weighting underlying motivations, failing to make them either relevant or meaningful to anyone apart from the team that created them;

o     Are unlikely to be able to manage relationships in a consistent manner without making a determined effort to do so; and

o     May have a leadership team covertly hostile to each other’s motivations, beliefs, individual social paradigms and ideas about corporate culture.

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.

 

Strategic Reasons for Outsourcing


  1. Improve business focus: For many companies, the single most compelling reason for outsourcing is that several “how” issues are siphoning off huge amounts of management’s resources and attention.
  2. Access to World Class capabilities: By the very nature of their specialization, outsourcing providers bring extensive worldwide, world-class resources to meeting the needs of their customers. Partnering with an organization with world class capabilities can offer access to new technology, tools, and techniques that the organization may not currently possess, better career opportunities for personnel who transition to the outsourcing provider; more structured methodologies, procedures, and documentation; and competitive advantage through expanded skills.
  3. Accelerated Reengineering benefits: Outsourcing is often a byproduct of another powerful management tool—business process reengineering. It allows an organization to immediately realize the anticipated benefits of reengineering by having an outside organization—one that is already reengineered to world-class standards—take over the process.
  4. Shared risks: When companies outsource they become more flexible, more dynamic, and better able to adapt to changing opportunities.
  5. Free resources for other purposes: Outsourcing permits an organization to redirect its resources from noncore activities toward activities that have the greater return in serving the 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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