Positioning Strategy Decision


The challenge facing a manager is deciding  which positioning strategy is most appropriate in a given situation. The choice of a strategy is made easier when the following three questions are considered. First, who are the likely competitors, what positions have they staked out in the marketplace, and how strong are they? Second, what are the preferences of the target consumers sought and how do these consumers perceive the offerings of competitors? Finally, what position, if any, do we already have in the target consumer’s mind? Once answered, attention can then be focused on a series of implementation questions:

  • What position do we want to own?
  • What competitors must be outperformed if we are to establish the position?
  • Do we have the marketing resources to occupy and hold the position?

The success of positioning strategy depends on a number of factors. First, the position selected must be clearly communicated to target customers. Second, as the development of a position is a lengthy and often expensive process, frequent positioning changes should be avoided. Finally, and perhaps most impotant, the position taken  in the marketplace should be sustainable and profitable.

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 and Product Objectives


The marketing intent is to take full advantage of the brand potential while building a base from which other revenue sources can be combined—both in and out of the retail business. They are detailed in three areas below:

  • Current markets. Grow current markets by expanding brand a flavor distribution at the retail level.
  • New markets. Expand business by the end of Year 5.
  • New products. Expand brand presence at the retail level through the addition of new products.

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.

Audience-Centered Approach to Communication


Beside other things, effective organizational communication is audience-centered approach. Keep your audience in mind at all time during the process of communication. Empathizing with, being sensitive to, and generally considering your audience’s feelings is the best approach for effective communication. The audience-centered approach is more than an approach to business communication; it’s actually the modern approach to business in general, behind such concepts as total quality management and total customer satisfaction.

 Because you care about your audience, you take every step possible to get your message across in a way that is meaningful to your audience. You might actually create lively individual portraits of readers and listeners to predict how they will react. You might simply try to put yourself in your audience’s position. You might try adhering strictly to guidelines about courtesy, or you might be able to gather information about the needs and wants of your audience. Whatever your tactic, the point is to write and speak from your audience’s point of view.

 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.

Risking New Ideas


If we want people in the organization to start taking some risks, we need to replace no with yes and replace limits with encouragement. The key to the development of a risk-taking organizational climate lies in the ability of management to convey the attitude that new ideas are always a hot commodity. New ideas do not have to be perfect at birth. As the saying goes: “It doesn’t have to be right the first time. It just needs to be real.”

The best risk-takers are those who act without concentrating on all the jeopardies and instead work around the fears that hang up other people. That doesn’t mean that they don’t think before they act; it does mean that in this environment, they take some well-planned chances. I’ve watched associates get better month by month at learning how to make the right risks pay off for them, personally and professionally.

When we communicate that we expect mistakes to occur when people are putting out and working hard, we create an atmosphere of encouragement.  A lot of people in corporate life have made careers out of surviving rather than succeeding; they’ve had to cope with atmospheres laced with fear, suspicion, and blame. Get rid of the blame and start celebrating the efforts and new ideas. Plan to make mistakes and still make it through.

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.

Financial Statement


A financial statement is a snapshot taken of your business at a given time. Usually this picture is taken at a month end. It will tell you what the business owns, what it owes, your capital and equity in the business, what the sales were, what it cost to make those sales, what the business overhead was, and how much profit (or loss) the business made.

A financial statement follows a set format, consisting following sections:

  • Notice to reader or review engagement report
  • Balance sheet
  • Statement of retained earnings (if incorporated)
  • Statement of income and expenses
  • Notes to financial statements
  • Statement of changes in financial position.

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.

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.

Problem-solving at the Upper Management Level


Full step-by-step application of the process, documented on chartpad or notepad, is required most often for concrete problems whose identity can be directly observed or easily visualized. These largely are mechanical, tangible situations.

At the upper management level, however, application of the process often consists of use of the ideas of the process. This includes discussion of a situation in al l its dimensions rather than formulation of hypotheses based on experience; attention to distinctions of identity, location, timing and magnitude rather than informed speculation alone; and testing of possible causes against the facts surrounding a situation rather than immediate action directed at the cause suggested by informed speculation. Data may be recorded and notes taken, but use of the process at upper levels of management is usually observable in the character of the questioning and the nature of the investigation. We observe people using the common language of Problem Analysis to organize their information, communicate it, and put it in perspective. They are sharing information through the channels of a systematic process. They are using words that will clarify each individual’s contributions.

Busy managers are not avoiding responsibility when they tell subordinates, “I want you to solve your own problems.” They have neither the time nor the specific skills to personally guide their subordinates’ problem-solving efforts. The truth of the matter is that managers who become directly involved in problem solving are subject to criticism for failing to set priorities on their own time or to delegate appropriately—in short, for failing to manage their operations. Managers need not have all the right answers. What is required of them are the ability and willingness to ask the right questions. The kind of questioning we use in specifying, in identifying distinctions and change, and in testing possible causes lends itself well to the process of assessing the logic and the work that other people have contributed to resolving a problem.

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.

Internet and Knowledge Management


The Internet and knowledge management function as catalysts or stimuli for each other. The Internet provides a physical medium of the organization’s sharing and co-creation of knowledge. It also acts as a catalyst for the cultural shift in attitudes, which encourages cooperation and collaboration among all of the players in the activities of an organization including co-workers (by co-workers mean all employees regardless of their status), suppliers, customers, business partners and in some cases even among competing firms. Knowledge management, on the other hand, requires a medium like the Internet for the distribution, facilitation and promotion of knowledge transactions. The Internet is reshaping collaboration and we ought to know how this is taking place and how we can take advantage of it.

Not only has the Internet functioned as an excellent medium for the practice of knowledge management by speeding up the pace of innovation and the force for bringing knowledge to the fore as today’s principal source of wealth. In the age before computing and the Internet, when change was not so rapid as it is today, all players had more or less the same opportunity to acquire the knowledge to conduct business. In today’s rapidly changing environment the ability to access and create knowledge is absolutely essential to success and , hence, the emergence of knowledge management.

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.

Mergers and Acquisitions


Regardless of what form a business takes—be it a sole proprietorship, partnership, or a corporation—the chances are reasonably good that its form will evolve over time. Companies of all sizes and types achieve a variety of objectives by merging, dividing, and restructuring. The terms most often used to describe all of this activity are mergers, acquisitions, and leveraged buyouts. The difference between a merger and an acquisition is fairly technical, having to do with how the financial transaction is structured. Basically, in a merger, two or more companies combine to create a new company by pooling their interests. In an acquisition, one company buys another company (or parts of another company) and emerges as the controlling corporation. The flip side of an acquisition is a divestiture, in which one company sells a portion of its business to another company. In leveraged buyouts one or more individuals purchase the company (or a division of the company) with borrowed funds, using the assets of the company they’re buying to secure (or guarantee repayment of) the loan. The loans are then repaid out of the company’s earnings, through the sale of assets, or with stock. Leveraged buyouts do not always work.

Mergers and acquisitions represent relatively radical ways in which companies are combined. On a more modest scale, businesses often join forces in alliances to accomplish specific purpose. In a joint venture, two or more companies combine forces to work on a project. The joint venture may be dissolved fairly quickly if the project is limited in scope, or it may endure for many years.

A consortium is similar to a joint venture, but it involves the combined efforts of several companies. Cooperatives also serve as a vehicle for joint activities. In a cooperative, a group of people or small companies with common goals work collectively to obtain greater bargaining power and to benefit from economies of scale. Like large companies, these cooperatives can buy and sell things in quantity; but instead of distributing a share of the profits to stockholders, cooperatives divide all profits among their members.

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.

Problem Solving


Problem solving is an important process in quality management. If quality has to be improved then the existing problems are to be solved. Having problems is considered as a stigma in many organizations. But it should be understood that existence of problems is normal and only the continuous existence is a stigma.

Often people live with the philosophy: “We are born in problems, so let us live with problems and die taking the problems with us.” This is quite detrimental to the quality movement. One should have the courage to accept the fact that he has problems and have the patience to identify the same and have the potential to solve them.

Once the problem is identified, it should be defined. Often people end up stating the problems. That should be avoided. Defining the problem gives a better understanding of the problem and on a few occasions the solution is located in the definition itself. The 12 steps involved in problem solving are:

  1. Problem identification.
  2. Problem definition.
  3. Problem analysis.
  4. Identifying causes.
  5. Finding the root cause.
  6. Data analysis.
  7. Solutions generation.
  8. Identifying resistances.
  9. Plan for solution implementation.
  10. Implementation.
  11. Observation
  12. Standardization.

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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