Thursday, December 29, 2011



THE 6 P's OF MARKETING:

If there is one thing that every business owner must understand it is marketing. The right marketing strategy can bring you success just as the wrong one can lead to failure. The first step in devising a good marketing plan is to understand exactly what marketing is. You might think it is about selling products, but that is not entirely true. While the end result is probably selling products or services, marketing itself has to do more with figuring out what your customers need and finding a way to get it to them. It requires you to carefully evaluate your business to see how you can best provide your product or service to the customer.

In order to have a great marketing plan you have to understand and implement the 6 P’s of marketing. The six P’s are product, place, price, promotion, and people. Those six words are the basis of your marketing plan and to some extent your business as a whole. Here we will explain these six things and how they affect your marketing strategy and business.

Defining The 6 P’s

1. Products - Simply put, a product is anything, good or service, that is needed in the market. All products can be broken down in to three components. The core product is defined as the end benefit for the customer. For example, a person who buys a pair of shoes is buying comfort and foot protection. The next component is the formal products which refers to the actual item and includes it’s physical and psychological aspects. That same person who buys a pair of shoes is buying a brand name because they view it as best. The last component is the augmented product which refers to the entire service or good including any additional support items like a warranty, service, or delivery. As a business owner you must take into consideration all aspects of a product because they each play an important role in whether or not customers choose your product over other products.

2. Place – Place is all about how your customers can get a product. It is incredibly important that business owners think about where their customers are, and how they will get their product to those customers. Positioning your business in the right place so that it is convenient for both your customers and from your manufacture’s standpoint is a great idea. The place also takes into consideration how the product will get to customers, meaning whether you will sell it directly or through a retailer or online.

3. Pricing Strategy - The price at which you sell your product depends on a number of factors. You must set a price that allows you to make a profit while also meeting your competitors’ prices or beating them. It also has to be the right amount to allow you to maintain and increase your customer base. To figure this out, you have to know how much it costs to get your product to a consumer including all costs, not just that of your raw materials. You will also have to do research to find out what your competition charges and what price consumers will pay.

4. Promotion - Promotion is the nuts and bolts of getting your message out to the public. This is mainly done through advertising in the form of radio, newspapers, television, and on line promotions. Getting the right message out to your core customers is a big task. You must try to find a balance between what your competitors are saying and what you need to say to give your product a positive image. There are many rules governing truth in advertising here in Australia, so be certain you comply with all regulations before you launch any promotion campaign.

5. People - You might think that this P refers to customers, but it does not. The most important people in your business are the people who work with and for you. Hiring the right people is one of the most important things you will do for your business. They are the face of your product to the world as well as the hands behind the scene that make sure everything gets done correctly and on time. As a business owner you must work hard to develop your employees and to manage them with dignity so they want to work for you. You also have to figure out what you need done in your business so you can hire the right people to fill each position and task.

6. Process - Process takes into account all of the previous P’s to ensure that each customer has a good experience when they do business with you. Your process includes everything that you did to get your product to the consumer including all of the planning and paperwork and marketing that it took to do it. As you look at your process you have to ensure that you have planned for every possible scenario so that you can guarantee success. You also have to have efficient procedures in place that make your business run as effectively as possible. Also make sure you accurately document each step so you can control the quality of your product and services all the way down the line. You must also be able to review your procedures so that you can improve as necessary all the time.

This is just brief overview of the 6 P’s of marketing. Once you have decided to open a business you will need to spend a great deal of time understanding them as they relate to your particular product. Each one plays an important role in the level of success your business can have.

Tuesday, December 20, 2011


Eight reasons to leave a Job :


1.When the Management is as confused about the role 1year down the lane as they were at the point of hiring.

2.No Process in place.

3.Work-Culture.

4. Skill-set rapidly diminishing due to multiple role-handling,therby loosing focus.

5.Lastly,when you are deprived of being part of important Events/Customer-Meets due to foggy role-clarity.(Management's ON-OFF attitude towards whether attending Events is a part of your role or not).

6. Believing day long sessions and having endless meetings is solution for every problem and by doing that,expecting drastic results. Else start another series of meetings.

7. Di-motivation.

Thursday, December 15, 2011


TOP TEN REASONS WHY LARGE COMPANIES FAIL TO KEEP THEIR BEST TALENT.

Whether it’s a high-profile tech company like Google!, or a more established conglomerate like GE or HUL, large companies have a hard time keeping their best and brightest in house.

Large established companies have a tremendous advantage in retaining their top talent.

In our business, we see the good and the bad things that large companies do in relation to talent management. Here’s my Top Ten list of what large companies do to lose their top talent :

1. Big Company Bureaucracy

This is probably the #1 reason we hear after the fact from disenchanted employees. However, it’s usually a reason that masks the real reason. No one likes rules that make no sense. But, when top talent is complaining along these lines, it’s usually a sign that they didn’t feel as if they had a say in these rules. They were simply told to follow along and get with the program. No voice in the process and really talented people say “check please.”

2.Failing to Find a Project for the Talent that Ignites Their Passion

Big companies have many moving parts — by definition. Therefore, they usually don’t have people going around to their best and brightest asking them if they’re enjoying their current projects or if they want to work on something new that they’re really interested in which would help the company. HR people are usually too busy keeping up with other things to get into this. The bosses are also usually tapped out on time and this becomes a “nice to have” rather than “must have” conversation. However, unless you see it as a “must have,” say adios to some of your best people. Top talent isn’t driven by money and power, but by the opportunity to be a part of something huge, that will change the world, and for which they are really passionate. Big companies usually never spend the time to figure this out with those people.

3.Poor Annual Performance Reviews

You would be amazed at how many companies do not do a very effective job at annual performance reviews. Or, if they have them, they are rushed through, with a form quickly filled out and sent off to HR, and back to real work. The impression this leaves with the employee is that my boss — and, therefore, the company — isn’t really interested in my long-term future here. If you’re talented enough, why stay? This one leads into #4….

4.No Discussion around Career Development

Here’s a secret for most bosses: most employees don’t know what they’ll be doing in 5 years. In our experience, about less than 5% of people could tell you if you asked. However, everyone wants to have a discussion with you about their future. Most bosses never engage with their employees about where they want to go in their careers — even the top talent. This represents a huge opportunity for you and your organization if you do bring it up. Our best clients have separate annual discussions with their employees — apart from their annual or bi-annual performance review meetings — to discuss succession planning or career development. If your best people know that you think there’s a path for them going forward, they’ll be more likely to hang around.

5.Shifting Whims/Strategic Priorities

I applaud Google!’s plans to build an incubator or “brickhouse” around their talent, by giving them new exciting projects to work on. The challenge for most organizations is not setting up a strategic priority, like establishing an incubator, but sticking with it a year or two from now. Top talent hates to be “jerked around.” If you commit to a project that they will be heading up, you’ve got to give them enough opportunity to deliver what they’ve promised.

6.Lack of Accountability and/or telling them how to do their Jobs

Although you can’t “jerk around” top talent, it’s a mistake to treat top talent leading a project as “untouchable.” We’re not saying that you need to get into anyone’s business or telling them what to do. However, top talent demands accountability from others and doesn’t mind being held accountable for their projects. Therefore, have regular touch points with your best people as they work through their projects. They’ll appreciate your insights/observations/suggestions — as long as they don’t spillover into preaching.

7.Top Talent likes other Top Talent

What are the rest of the people around your top talent like? Many organizations keep some people on the payroll that rationally shouldn’t be there. You’ll get a litany of rationales explaining why when you ask. “It’s too hard to find a replacement for him/her….” “Now’s not the time….” However, doing exit interviews with the best people leaving big companies you often hear how they were turned off by some of their former “team mates.” If you want to keep your best people, make sure they’re surrounded by other great people.

8.The Missing Vision Thing

This might sound obvious, but is the future of your organization exciting? What strategy are you executing? What is the vision you want this talented person to fulfill? Did they have a say/input into this vision? If the answer is no, there’s work to do — and fast.

9.Lack of Open-Mindedness

The best people want to share their ideas and have them listened to. However, a lot of companies have a vision/strategy which they are trying to execute against — and, often find opposing voices to this strategy as an annoyance and a sign that someone’s not a “team player.” If all the best people are leaving and disagreeing with the strategy, you’re left with a bunch of “yes” people saying the same things to each other. You’ve got to be able to listen to others’ points of view — always incorporating the best parts of these new suggestions.

10.Who’s the Boss?

If a few people have recently quit at your company who report to the same boss, it’s likely not a coincidence. We’ll often get asked to come in and “fix” someone who’s a great sales person, engineer, or is a founder, but who is driving everyone around them “nuts.” We can try, but unfortunately, executive coaching usually only works 33% of the time in these cases. You’re better off trying to find another spot for them in the organization — or, at the very least, not overseeing your high-potential talent that you want to keep.

It’s never a one-way street. Top talent has to assume some responsibility as much as the organization. However, with the scarcity of talent — which will only increase in the next 5 years — Smart Organizations are ones who get out in front of these ten things, rather than wait for their people to come to them, asking to implement this list.