In ‘How to Persuade People Who Don’t Want to Be Persuaded: Get What You Want Every Time’, Joel Bauer, a public speaker and “infotainer” and Mark Levy, the founder of Levy Innovation, a marketing strategy firm, discuss in detail various persuasion strategies especially designed to persuade people who don’t want to be persuaded.
Roger C. Schank, Dimitris Lyras and Elliot Soloway, pioneers in education engineering explain the future of decision-making in their book titled “The Future of Decision Making: How Revolutionary Software Can Improve the Ability to Decide”. They introduce in this book a novel and unique software design concept to facilitate today’s business decision-making process and tout the concept as the next "big thing", the revolutionary software that can improve the decision-making ability of corporate leaders.
Lon Safko and David K. Brake in this revised second edition of their book ‘The Social Media Bible: Tactics, Tools, and Strategies for Business Success’, redefine the term ‘social media’ and categorize social media tools into 15 major social media categories such as social networking sites, online publishing tools, photo sharing applications, video sharing applications, podcasts, livecasting, microblogging, and so on.
Hiring is expensive as it requires investing considerable time, energy and money to find suitable candidates and get them onboard. But what if the highly talented candidate you have hired leaves the company without contributing any real value? The damage is not only limited to the waste of all the resources that were invested in hiring the candidate but also in the form of lost benefits which the candidate could have brought to the company had s/he lasted long enough.
In the 1990s, on a global level, Samsung was a mediocre, no-name company. Today it is one of the top global brands competing with the best players and beating them in their own games. Its revenues passed that of HP, Siemens and Apple among others in 2013. "The Samsung Way" by Jaeyong Song and Kyungmook Lee documents how the company managed this extraordinary feat and how other companies can follow suit.
In this book titled ‘the Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems’, Richard Pascale, an Associate Fellow of the Saïd Business School, Oxford University; late Jerry Sternin, and Monique Sternin, director of the Positive Deviance Initiative at Tufts University define ‘Positive Deviance’ as an innovative process where focus is on positive deviants, the individuals whose outcome deviates in a positive way from the acceptable norms of the communities.
Rosabeth Moss Kanter, a Professor of Business Administration at Harvard Business School believes that the traditional objective of business, which is profit-making, doesn’t reflect the way how great companies work toward success. Through her research on the most successful companies situated across more than 20 countries on 4 continents, she proves that an institutional logic lies behind the successful practices of great companies.
A.G. Lafley, the former chairman and CEO of Procter & Gamble and Noel M. Tichy, a professor and the director of the Global Citizenship Initiative at the Ross School of Business at the University of Michigan explains the art and science of finding the right CEO in this recently published Harvard Business Review. This article discusses some of the leadership development practices that A.G. Lafley had undertaken while he was the CEO at Procter & Gamble.
In the backdrop of the recent economic recession and subsequent failures of giant corporate firms like Lehman brothers and Washington Mutual, the authors- Ikujiro Nonaka and Hirotaka Takeuchi, in this journal article analyze the reasons behind such disastrous business failures. According to them, there exists a wide gap between what CEOs preach and what they do.
In this article adapted from Scott Keller and Colin Price’s book ‘Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage’, the authors introduce the concept called ‘organizational health’ and go on categorically stating that in order to sustain high performance over the long term, organizations must have in-built capabilities to learn and must keep changing over time; in fact an organization’s ultimate competitive advantage lies in these capabilities.
In the latest McKinsey Quarterly Review, W. Brian Arthur, an eminent economist and a pioneer in the science of complexity explains ‘the second economy’ based on ‘digitization’ and how this second economy revolutionizes the way we live, in the same way industrial revolution did almost 60 years ago. He further explains the economic possibilities of this digital economy for the future generation and also the possible down side of such a digital revolution.
E-learning was introduced with a lot of hype but turned out to be a disappointment. It was not because e-learning as a concept was merely a lot of hot-air but not much substance. The real reasons were that we did not have platforms that could maximize the potential of e-learning. But that was then, today we have Web 2.0, social media, crowd-sourcing and a host of mobile computer devices like tablet PCs, e-readers, ipods and ipads, all of which can be used together to make the most of e-learning.
Almost all economists agree that technological progress drives long-term economic growth. Many proponents of the technology provisions in the stimulus bill go further, however, arguing that the funding will alsocreate jobs immediately. Daniel Kammen, founding director of the Renewable and Appropriate Energy Laboratory at the University of California, Berkeley, estimates that investments in renewable energy create three to five times as many jobs as the equivalent investments in fossil-fuel energies.
The rapid rate at which technological progress is making established companies irrelevant and birthing new champions is scary not only for the vanquished old masters but also for the new champions who may enjoy much less time basking in the glories of success than the old masters did. In this article, two management consultants take up specific examples and explain how certain companies have created success for themselves in today’s volatile business landscape.
Author David Rotman explains the differences between individual technologies and domains while exploring why it takes technology so long to commercialize. This understanding can help enterprises evaluate their product choices, the investments they need to make and the timeline for successful adoption of the new technology. This can show them what to focus on in their development efforts.
Digital Platform is transforming the ways which consumers experience advertising.They re-shape the relationships among marketers, advertises agencies and media companies.This is become obvious in the last few years, and has been confirmed by “Marketing and Media Ecosystem 2010” a landmark cross industry study that Booz & Company recently completed its partnership with Association of National Advertisers(ANA), The Interactive Advertising Bureau(IAB) and the American Association of Advertising Agencies(AAAA).They are dynamic and interconnected community in which Marketers, adv
Recently, Company leaders have realized that they needed a rigorous analysis of the returns from their investments. Finally, they have come out with an idea of creating a database of event cost information and simple breakeven analysis for any proposed event. This helped the company’s marketers understand their financial sense and as a result, it helped in market effectiveness.
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It is said that the only thing constant about life is change. However, in the present context it would be more appropriate to say that the only thing constant about life is rapid change. We are living in a disruptive age where new technologies and other developments bring significant changes to our lives every few years. Business leaders are hardest hit as they cannot even dream of settling down into a comfortable groove because if they do so, it won’t take long for a competitor to copy their solutions and offer it cheaply or come out with a much improved alternative.
As Clients think about which consultant to hire, they respond "We need more time to consider our options" to a proposal.
You may think client waffling is a signal that you have not finished the job of selling the value of your proposal. After all, most consulting projects come with high price tags, and communicating value is at the top of most consultants' lists.
But often the value of the project isn't in question. Instead, the risk involved in achieving that value is what holds up the hiring decision.
Basic marketing metrics help you to walk before you run as a starting step in marketing matters. According to a study by an American senior business executive, only 38% of the executives are measuring the results of their companies marketing effort. If the company’s result falls outside the expected result, the issue should be addressed immediately by using the following three marketing metrics.
#1 - Cost Per New Client
I know of a great book that I strongly recommend you read. Although short and sweet, it packs a powerful message: do what you do best. Focus on doing what you do best. The book is Soar with your Strengths, by Donald O. Clifton and Paula Nelson. It starts with a little fable about the Animal School, and how the squirrel's teachers decide he needs to spend more time learning to swim, since he's already good at climbing.
Most new chief executives are taken aback by the unexpected and unfamiliar new roles, the time and information limitations, and the altered professional relationships they run up against. Here are the common surprises new CEOs face, and here's how to tell when adjustments are necessary.
Surprise One: You Can't Run the Company
You are in too many meetings and involved in too many tactical discussions.
1. Your prospects need you. Do you imagine that by promoting yourself, you are intruding on or interrupting your prospect? Are you thinking, "They won't want what I have," or "They've probably already got someone." Well, as Stock Photography Guru, Rohn Engh, likes to say, "At this very moment, your prospects are waiting for you." Whether it's true about a specific prospect is irrelevant; if you approach each prospect with that frame of mind, you'll make a better presentation.
On the day two weeks ago when I put this piece together, several pieces of news reminded me of the importance of this question. It was reported that Saturn dealerships were closing in anticipation of the announcement by General Motors that Saturn was one of three brands that it would drop. Saturn, arguably the most innovative undertaking by the company in several decades, is on the auction block. Consumers apparently loved the car more than GM executives, who couldn't figure out how to make much money with it.
By keynoting at association conferences, CEOs and other top executives use speaking as a platform to introduce their companies' brands into new markets and solidly position them in established markets. Their speeches created "3D branding," a customized experience that constituents can feel, touch, and interact with. Giving speeches also leverages the credible endorsement of the association and, if made part of a systematic approach, starts building a community of evangelists. Yes, the applause feels good, too.
You have three simple ways that we could apply in your own personal relationships to your business ones.With this you can make that special someone in your life feel extra special and how you can apply these same actions to strengthen your client relationships: