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.

Managing a Shortage


In the real world, equilibrium prices are always changing. A flood in Brazil may cause the price of coffee to rise; good farming weather in the Midwest will lead to a fall in the price of wheat; advancing technology steadily lowers the price of computers. If enough people are drastically affected by the price change the government may decide to do something about it—whether wisely or unwisely. Rising apartment rents will lead to pressure for rent control, falling wheat prices will lead to pressure for agricultural price supports, and so forth.

When the government controls the price of a good below the market-clearing level, there will be a “shortage.” A shortage is not the same as scarcity. Scarcity simply means that not all desires can be satisfied, and so scarcity is always present. Diamonds are scarce, but there is no shortage—anyone who can pay the price of a diamond can buy one. A shortage exists when goods are not just expensive but unavailable to some people—except perhaps by unlawful means. In a city with rent controls, newcomers may be unable to rent an apartment at all, regardless of their willingness to pay. Thus, faced with a supply shift or demand shift dictating a higher equilibrium price, consumers are bound to lose out one way or the other—either from the higher price if the market adjustment proceeds unimpeded, or from the “shortages” that follow when government interventions keep the price low.

Using the concepts of short-run and long-run supply, let us trace out the consequences of coping with upward pressures on price by imposing a “ceiling.” There are some less visible consequences of price ceiling. Unable to raise price openly, firms may use subtler strategies. They may eliminate discounts or seasonal sales, reduce quality or variety or convenience of their offerings, or concentrate production in product lines that happen to have received a better break from the price-control authorities. Supplies may be sold abroad, leaving even less available for domestic consumers. And of course black markets may arise, providing a wider scope for people specializing in illegal activity. In extreme cases, there may be a breakdown of legitimate trade. In this connection, we can learn much from a previous great inflationary episode associate with World War 11 and its aftermath.

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

Being Accessible to Employees


One of your primary management responsibilities is to make yourself available to employees to answer their questions and address their concerns. When the press of daily activities tends to makes you unavailable:

  • Update your calendar regularly. Give your staff access to your calendar so they can arrange a time to meet with you.
  • Coordinate your schedule with your secretary and set up times when you will check in at the office, either by phone or in person. Let your staff know that your secretary has this information.
  • Set up regular meetings to answer employees’ questions and to get the information that will keep you abreast of their work.
  • Take time to contact employees periodically, particularly those you do not see daily. These need not be formal meetings. Taking time to talk with people, even informally, conveys a nonverbal message of support. Also, your employees will be less likely to view you as an “absentee manager.”

 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