Marketing and performance multiplier force


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This presentation pools tangible and intangible factors driving performance under the “roof” of normal distribution. It then uses two metaphors to highlight the Multiplier Force Effect on performance. One metaphor is coal. Good quality coal burns well and ignites better in good oxygenated air. So are employees, ignite them in an atmosphere of happiness and their performances shall multiply. Unfortunately, the opposite is true. Even worse is that bad employees are like bad coal ignite poorly depriving the burning fire of engaged employees.
A second metaphor is tree branching and knowledge branching. Good employees branch out their knowledge to their peers. The more branching units we have, the larger Multiple Force Effect shall be.

Published in: Marketing
  • Regarding the comment you made in your Slideshare '5 Marketing and Performance Multiplier Force, Ali Anani, "So are bad performers, even bad influencers, and low quality happiness, here remains much to study their effects on organization performance", I couldn't agree more. And there is so much to be gained from continued topic study which could reflect on brand building, a company's profitability, a company's work culture are just a few.
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  • Thank you Ali, I hope to be uploading a new presentation in the next few weeks :)
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  • Isabella Wesloy wrote 'Seeds to the Wind A response for Dr. Ali Anani’s Slideshare presentation: ‘Marketing and Performance Multiplier Force’ By Isabella M H Wesoly, BA (Hons), Dip. IRIS'. This presentation is on slideshare and is worthy of reading.
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  • @JeffWashburnPE
    Jeff- first I want to register my welcoming of your comment as it is the first critical one. So, my understanding is no such thing as toxic employees. I accept your notation that bad employees may not be bad because they are given wrong assignments, poor work environment and harsh managers. I fully accept that. But, I base on my experiences, the least to say, that some employees are disengaged and strive to sway other workers from doing their jobs while heavily engaged in spreading false information.
    Jeff- I have a forthcoming presentation that shall address these issues in much greater detail.
    Jeff- I thank you again for your openness and honesty
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  • Ali,
    I dislike slides 8-14. There is a common but invalid assumption behind them: There are bad employees. I will accept that there are managers and leaders that have poor attitudes about people that they work with, and that those same managers and leaders either don't know what to do, follow their leader, not interested in improving the situation, or are flat lazy.

    I start with this mental model: There is no such thing as a bad employee. For some people, its just seems easy to find where and how they best contribute. (Yes, I meant seems, because actually due to their innate desire to please, they are the hardest to determine the where and how they best contribute.) You may find that that 'bad' employee can be your best, or you might find that you don't have the kind of work that would make him or her happy.

    My main objection to the bad employee assumption is the self-fulfilling prophecy that accompanies the assumption.

    Some of you might think that its kind of wimpy to take the positive attitude about people. It takes more courage and strength to stand in that position, than to stand with the majority. I promise that you'll have some outstanding success stories to tell.

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Marketing and performance multiplier force

  1. 1. Marketing and Performance Multiplier Force Marketing and Performance Multiplier Force Ali Anani, PhD
  2. 2. Not only humans mostly have normal distribution, but also their emotions such as happiness Extremely Unhappy Extremely happy Moderately happy
  3. 3. Normally distributed emotions and normally distributed performers on the same graph Extremely happy Zone of High Levels Ideas Happiness Performers Influencers Niches
  4. 4. Imagine a company having three persons (units) who fall into the high performance zone of the normal distribution VS a company that has seven performing employees in the same zone. What is the actual difference between the two companies?
  5. 5. It is not 3:7
  6. 6. According to the Multiplier Force law It is: 7^2 – 3^2 = 49 - 9 = 40
  7. 7. According to the Multiplier Force law It is: 7^2 – 3^2 = 49 - 9 = 40 The organization with the 7 units has 40:1 times more opportunity to win over the organization with three active units
  8. 8. How about the low performing employees with low performing emotions? Zone of Low Performance and Emotions
  9. 9. How about the low performing employees? A good metaphor for them is burning low quality coal Zone of Low Performance and Emotions
  10. 10. How about the low performing employees? There remains much to study the harmful attributes of coal and how they may be minimized, avoided, or completely removed to make coal burning less harmful to the environment
  11. 11. So, are bad performers, even bad influencers and low-quality happiness… here remains much to study their effects on organizational performance
  12. 12. Bad performers may eat-up the Multiplier Force and extinguish the burning desire to perform among the performing employees
  13. 13. Beware of the low burning coal-like employees! They blow their toxic smoke on the performing ones polluting the work environment
  14. 14. “The farther away you are from the center of the company, both physically and emotionally, the more likely you are to seek alternative ways of doing things.” See more at:
  15. 15. "The moral is to the physical as three to one." Napoleon
  16. 16. Performing employees “move” co-workers and clients with ease
  17. 17. They move their worries away They move their performance up They engage them in what they do
  18. 18. High performers branch their knowledge like a tree branches out
  19. 19. Employees branch out their knowledge to other employees
  20. 20. Increasing the number of high performing employees (units)
  21. 21. High performers move medium performers to their high-performing zone
  22. 22. This way increasing the Multiplier Force
  23. 23. But why we don’t see the effect of Multiplier Force in reality?
  24. 24. It is because trees need good environment to branch out healthily
  25. 25. And coal-like employees suffocate the environment creating a diminishing success factor on the organization
  26. 26. The extension of these ideas is applicable to many other business areas such as marketing
  27. 27. Trees branch out in such a way so as not to eclipse each other from sunlight
  28. 28. And branching is best if follows the Golden ratio and Fibonacci Numbers
  29. 29. Instead of opening one outlet or branch, it is better to open more branches
  30. 30. Five branches have a higher Multiplier Marketing Force than three branches by a factor of sixteen
  31. 31. It amazes me why the obvious in not obvious sometimes
  32. 32. Small negligence may multiply into a negative force
  33. 33. Small negligence may multiply into a negative force
  34. 34. Scenario - walks in the office and see losses everywhere. Lights on, unused papers in the bin and air-conditioning is on when there no one in the office
  35. 35. Company is losing. Lay-offs are increasing. Fear of job loss is escalating like an inflated balloon.
  36. 36. Negligence builds up creating a toxic work environment
  37. 37. Is the inertia of bad habits hovering?
  38. 38. Bad habits may freeze organizations because their effect swell up with time
  39. 39. We don’t ventilate a room while allowing polluted air to move in Do we?
  40. 40. To succeed and perform better in a healthy environment we need to increase the self-igniting coal while removing the low-quality ones.