Exceeding Customer Expectations


We often focus on meeting customer expectations by closing the gap between customer perceptions and expectations. There’s a difficulty in meeting expectations because of all the factors that must be coordinated to deliver on the firm’s service promises. However, an increasingly popular service maxim urges companies to “exceed customer expectations.”—to delight, excite, surprise, and otherwise amaze. According to this formulated belief, merely meeting customer expectations is not enough; a company must exceed them to retain customers. This is an appealing slogan as well as one that sets a high performance standard for employees, but it holds the potential to overpromise to both customers and employees. In attempting to exceed customer expectations, a company must understand a) what type of expectations can and should be exceeded, b) what customer group or segment is to be targeted, and c) the impact exceeding  expectations has on future expectations of 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.

Sales Forecasts


From a sales manager’s point of view, the importance of timely, accurate sales forecasts cannot be overstated. There is nothing quite as needlessly frustrating as being surprised at the month end sales results because the forecasts from the field were incorrect, untimely, or inadequate.

More than simply keeping sales managers up to date, accurate sales forecasting can have an important impact on other areas of the company as well. Sales forecasts give management the information that is necessary to implement a product plan that ensures that the right product is available for salespeople to sell.

It is true that a sales force automation system cannot compensate for poor forecasting skills of salespeople in the field. What a sales system can do, however, is to move the information from the field management instantly. Perhaps more important is the fact that an automated sales system can deliver the information in a format that allows the forecasts of several salespeople to be automatically rolled up into a consolidated regional report. Since the information is in a more usable format, it is more valuable to management. It is more likely to be useful in preventing end-of-the-month surprises.

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.

Why People Resist Change?


  1. Loss of Control: When people feel on top of things, change threatens them with losing control of their personal area of control or influence.
  2. Uncertainty: Predictability is contributing to many people. Change brings uncertainty, which some people find threatening.
  3. Surprise: We like new things but hate surprises. Sudden change is very unsettling to most of us.
  4. Habits: We love our habits. They are efficient and don’t require thought. Establishing new behavior patterns is difficult.
  5. Familiarity: The more we know things, the better we like them. (that’s why companies spend a lot on advertising) The unfamiliar is disturbing.
  6. Work: New things usually mean more work (at least at the beginning).
  7. Competence: People know that they can do what they already do. Change means they will have to master new skills, and they don’t know if they will be able to do it
  8. Ripples: People fear that change in one thing will lead to change in others.
  9. Adjustment: People are afraid it will take them a long time to adjust to any change.

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.

 

When Marketing doesn’t Work


Marketing has not measured up to expectations in many companies because management has concentrated on the trappings rather than the substance. When most executives talk about what their companies have done to become more marketing oriented, they usually point to such actions as:

  • Declarations of support from top management in the form of speeches, annual reports, or talks to the investment community.
  • Creation of a marketing organization, including appointment of a marketing head and product or market managers, transfer to marketing of the product development and service functions, establishment of a market research function, salespeople reassigned around markets, advertising function strengthened.
  • Adoption of new administrative mechanisms, such as formal marketing planning approaches, more and better sales information, and revised information systems structured around markets rather than products.
  • Increased marketing expenditures for staffing, training and development, advertising, marketing, research.

The point is not that these actions are useless, but that by themselves they are no guarantee of marketing success. Effective marketing requires a fundamental shift in attitude and values throughout the company so that everyone in every functional area places paramount importance on being responsive to market needs. The steps taken in most companies are not useful because they fail to accomplish this crucial shift in attitude. And without this shift in attitude, the most highly developed marketing operation cannot produce any real results.

Why have so few companies gone beyond the trappings to achieve the change in attitude that ensures substantive marketing? Frequently, one or more of these situations exist:

  • In a surprising number of cases, management does not fully understand the marketing concept as it applies in its situation.
  • In many other cases, management understands the implications of the marketing concept but has not committed itself to the actions and decisions needed to reinforce it.
  • In almost every case, management has failed to install the administrative mechanisms necessary for effective implementation of the concept, especially into the non-marketing function.

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.

 

Good Maintenance


Good maintenance is fundamental to productive manufacturing system; try running a production line with faulty equipment. Total productive maintenance is keeping the current plant and equipment at its highest productive level through cooperation of all areas of the organization. Generally, the first task is to break down the traditional barriers between maintenance and production personnel so they are working together. Individuals working together without regard to organizational structure, using their skills and ingenuity, have common objective—peak performance or total productivity.

This approach does not mean that such basic techniques as predictive and preventive maintenance are not used; they are essential to building a foundation for successful total productive maintenance environment. Productive maintenance is the process of using data and statistical tools to determine when a piece of equipment will fail, and preventive maintenance is the process of periodically performing activities such as lubrication on the equipment to keep it running.

The total maintenance function should be directed towards the elimination of unplanned equipment and plant maintenance. The objective is to create a system in which all maintenance activities can be planned and not interfere with the production process. Surprise equipment breakdowns should not occur. Before the advent of computer-aided manufacturing, operators in some organizations were responsible for their machines and took a certain pride of ownership. With the help of maintenance technicians, operators spent part of their work time keeping their equipment in good running order. Recent technical advances have given us more tools to perform the maintenance function.

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.

 

Diet and Fitness


Growing evidence indicates that reduced intake of salt and saturated fats and increased consumption of fiber – and vitamin-rich fruits and vegetables are steps that can greatly increase the body’s ability to cope with the physiological effects of stress. Regular exercise also helps. People who exercise regularly obtain many benefits closely related to resistance of the adverse effects of stress. Fitness reduces both the incidence of cardiovascular illness and the death rate from such diseases. Similarly, physical fitness lowers blood pressure, an important factor in many aspects of personal health. It is not surprising that growing numbers of companies are taking steps to ensure that their employees engage in regular exercise.

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.

 

Building Business Pipeline


  1. Every week, select ten companies or organizations that meet your ‘target’ market profile. List these names, addresses and phone numbers. Select these carefully and include referrals.
  2. Make a research cell to each and identify the most appropriate initial contact. You do not need to speak to this person at this stage, talk to the receptionist or assistant instead.
  3. Send a one-page ‘success’ letter and a very brief overview of what benefits you can offer. Mail on a Thursday or Friday. Focus on your capabilities and how you can benefit the prospect.
  4. Telephone each ‘suspect’ that you mailed within 3-5 days. As 50 percent will be unavailable, log callbacks in your diary. Don’t be surprised if they don’t remember your letter, review it on the phone. Dropping names or using benefits by association can be useful.
  5. Have a prepared call sheet, questions and reasons for an appointment (your goal is a short initial meeting). Offer a benefit to your meeting: share ideas, examples, etc.
  6. Set aside time each week for research, mailing and planning – consistency is vital for this to work. You might find it better to aim for one hour a day rather than one whole day each week.
  7. Maintain accurate but brief reports to monitor your progress and to track activity.
  8. After approximately 10-12 weeks of containing new suspects, reduce the new contacts by between 50 percent and 80 percent and instead go back through all those people you contacted previously and re-contact them, i.e., stay in touch with suspects and prospects every three months. Things often change and if you have selected potential prospects well, it may only be a matter of time before you do business.
  9. Make sure that the subsequent 90 day contact contains something new, interesting or different, even if only very slightly. This also makes sure that you don’t appear too pushy.

10.  No matter how busy you get, always make time to keep in touch with new suspects and prospects in this way on a planned and consistent basis.

The rules:

  1. Do not allow any one customer to contribute more than 30 percent of you sales in any given quarter.
  2. Make sure that at least 30 percent of your sales pipelines is from new business, the rest should be from existing customers or referrals. Do not rely on existing customers to the exclusion of new customers.
  3. Always have a third more sales in the pipeline than you need.

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.

Just About Money


Strictly defined, money is anything generally accepted in exchange for goods and services. To be used as a medium of exchange, money must be acceptable, divisible, portable, stable in value, durable, and difficult to counterfeit.

Acceptability: To be effective, money must be readily acceptable for the purchase of goods and services and for the settlement of debts. Acceptability is probably the most important characteristic of money: If people do not trust the value of money, businesses will not accept it as a payment for goods and services, and consumers will have to find some other means of paying for their purchases.

Divisibility: Given the widespread use of quarters, dimes, nickels, and pennies in the United States, it is no surprise that the principle of divisibility is an important one. With barter, the lack of divisibility often makes otherwise preferable trades impossible, as would be an attempt to trade a steer for a loaf of bread. For money to serve effectively as a measure of value, all items must be valued in terms of comparable units—dimes, for a piece of bubble gum, quarters for laundry machines, and dollars (or dollars and coins) for everything else.

Portability: Clearly, for money to function as a medium of exchange, it must be easily moved from one location to the next. Large colored rocks could be used as money, but you couldn’t carry them around in your wallet. Paper currency and metal coins, on the other hand, are capable of transferring vast purchasing power into small, easily carried bundles.

Stability: Money must be stable and maintain its declared face value. The principle of stability allows people who wish to postpone purchases and save their money to do so without fear that it will decline in value. Money declines its value during periods of inflation, when economic conditions cause prices to rise. Thus, the same amount of money buys fewer and fewer goods and services.

Durability: Money must be durable. The crisp new dollar bills you trade at the music store for the hottest new CD will make their way all around town for about 18 months before being replaced. Were the value of an old, faded bill to fall to line with the deterioration of its appearance, the principles of stability and universal acceptability would fail. Although metal coins, due to their much longer useful life, would appear to be an ideal form of money, paper currency is far more portable than metal because of its light weight. Today, coins are used primarily to provide divisibility.

Difficulty to Counterfeit: To remain stable and enjoy universal acceptance, it almost goes without saying that money must be very difficult to counterfeit—that is, to duplicate illegally. Every country takes steps to make counterfeiting difficult. Most use multicolored money, and many use specially watermarked papers that are virtually impossible to duplicate.

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.

Role of Control in Management Process


Control is the task of ensuring that activities are providing the desired results. In its most general sense, controlling means setting a target, measuring performance, and taking corrective action as required. The goal of control system is to have no unpleasant surprises in the future.

Sometimes being out of control doesn’t have especially serious consequences, as when your dry cleaner is “only” an hour late in finding your freshly cleaned blouse. Often, though, the consequences are more severe. Upon assuming responsibility for a unit, managers decide “where are we going” (Planning), who will do what (Organizing), and how to motivate their troops (Leading).

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.

Adopt Open Communication


To build trust and solid working relationships with employees and others in the organization, it’s important to be seen as someone who is committed to sharing information with others and who goes beyond communicating only what is necessary. Developing a climate in which you and your team are open with information—information exchanges between you and your people, between departments or divisions, and between team members—is critical in order to function effectively.

  • Find out what your employees want to know.
  • Encourage your staff to keep one another informed and share information.
  • Establish a departmental bulletin board to keep people up-to-date on both personal and professional items of interest.
  • Hold periodic staff meetyings to share information about recent developments in the organization.
  • In staff meetings, encourage two-way communication, solicit agenda items from employees, and allow employees time to raise issues.
  • For the purpose of informal communication, hold monthly breakfast meetings that have no agenda.
  • Keep your manager and employees up-to-date by submitting a monthly activity report for your area.
  • Alert your manager to possible implications of events occurring either inside or outside of the organization. Don’t assume that your manager is aware of these implications.
  • Don’t “shoot the messenger” of bad news.
  • Ask your manager which key people you should keep informed.
  • List the key organizational people upon whom your success depends, and make a special effort to keep them informed.
  • Copy your manager on all correspondence to managers in the organization at his or her level or higher level.
  • Ask your manager about any perceived “surprises” in your area and then look for ways to avoid recurrences.
  • Don’t gloss over anything that goes wrong in your area. Report the situation as accurately as possible.
  • Talk with peers or people in other departments about “communication breakdowns.” Devise ways to avoid them.
  • Always double check all written communications before mailing; also ask yourself, “Who else should know about this?”
  • Use the “informal organization” as a way of keeping others informed. Wander around, have coffee with people, ask them questions, and so on.
  • At the end of every day, ask yourself of what occurred that should be reported to other people.
  • Return phone calls promptly.
  • Make a point of updating the appropriate people even when nothing new has developed.
  • Ask your secretary to suggest who should be copied on documents you produce.
  • Appoint a “recorder” for the meetings you conduct and have the minutes distributed to the appropriate people.
  • Promptly respond to notes, letters, and other requests so people know what you are doing about their communications.
  • If they are available, use electronic aide (voice mail, email) to pass along information that doesn’t require face-to-face exchange when you cannot do so in person or in writing.

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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