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Leading companies 21st century


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I am amazed at the various self help and self development books that are currently on the best sellers’ lists. This clearly indicates that many people are looking for a road map to develop and succeed in their life quests. Most seem to be newer edits or versions of age old truths which are just written differently using new jargon and acronyms.

Yet, they sell and many become best sellers. I wonder who buys these books and what do they do with them? If the books do work, there should be a gradual decline in demand for them as people would be succeeding in achieving their goals.

One reason could be that people read these books, but few bother to practice what is recommended. But I think there is a majority who do implement the suggestions but yet they continue to seek out the next self help book that comes along. Why is that?

My theory is that successful people have a formula, but there is nothing that should be considered a universal success formula.

Each one of us is unique and we have varying strengths and weaknesses in our abilities and personalities. Some of us are excellent in planning and leading a structured life, while some cannot function without a chaotic environment.

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Leading companies 21st century

  1. 1. Leadership Challenges - Be aware ofa Leading Company 21st Century The human spirit will not invest in mediocrity, on any Vision Statement UnknownLearning and Development Centrefor Excellence SPCL SJ Sarwan
  2. 2. Have a Living FuneralAn old Indian Fore lore goes like this, an Indianmaharaja who would engage in a bizarremorning ritual every day, immediately afterwaking up, he would celebrate his own funeral,complete with music and flowers. All the while,he would chant, "I have lived fully, I have livedfully, I have lived fully."At first I could not understand this when I firstread this, I could not understand the purpose ofthis mans ritual. So I asked an old Indian sageto enlighten my thoughts on the story.His reply was this "Son, what this maharajais doing is connecting to his mortalityevery day of his life so he will live eachday as if it were his last. His ritual is a verywise one and reminds him of the factthat time slips through our hands likegrains of sand and the time to live lifegreatly is not tomorrow but today."Unknown
  3. 3. In this issue one will be able to seewhat great companies in this worldhave much in common. They continueto succeed, to grow in revenues andprofits, to adapt to change andopportunity, and to inordinatelyinfluence society and their industries.These Great companies have thehighest rates of return on assets andequity in their industries. These are thehallmarks, the guiding principles, ofthese companies, some Pointers givenbelow.VISIONGreat companies plan with very clear,measurable specific goals… and notjust short-term, one year goals, butthose of strategic vision.To reiterate, they have a clear marketvision. They know what business they’rein. They know what customers want.They give customers what they want.
  4. 4. CUSTOMER ORIENTATIONGreat companies believe, the customer isalways right.Top managers are all customer-oriented.All top managers regularly make calls oncustomers.Consequently, they are constantlysegmenting their markets and executing thesegment plans meticulously.There is constant contact with customers.They always observe with clarity customerbehaviour, changes in behaviour, andemerging customer needs. They do lots oflistening.The whole company serves the customerculture… not just the sales and marketingpeople, but production, financial, andresearch people as well.They work hard to create customerfranchises.They seek lots of opinions, especially fromcurrent and lapsed customers, suppliers totheir industry, and from their people.
  5. 5. MARKETING and SALESThere is a total company marketing orientation.Everyone in the company understands thatmarketing is the only renewing activity. Everyemployee values the customer.Application case histories and successful customerincidents are constantly communicated throughoutthe sales forces.The sales function is considered part of themarketing mix and is overseen by a marketingmanager. These companies understand that sellingor advertising is not marketing, rather a marketingfunction.They do not get surprised by changes in the market.They usually influence the market.They sell benefits, not features. They sell benefits,not technology.They combine market data with intuitive marketingcommon sense.They provide good, customized and consistent salestraining.They do not price products too low, rather they sellon price-to-value, not to cost.They reserve opportunity money to take advantageof unplanned opportunities.
  6. 6. COMPETITIONThere is a constant review of competitiveactivity. They realize that competitors areafter their slice of the pie.Therefore, they invest more in marketingthan their competitors.MARKET SHAREAchieving and keeping dominant marketshare is their priority. These companiesfully understand that Leadership, strongmarket share is the fundamental commondenominator of profitability.They know that their No.1 market sharestatus as a leaders almost always haveNo.1 profits, No.1 awareness, strongestcustomer franchise and loyalty, and highestprices. This allows them to invest more inmarket research, more in R&D, and more ingaining share advantage over theircompetitors.They focus on market volume share morethan market value share which would comenaturally.
  7. 7. Understanding the importance of market shareleadership requires a sharp awareness of whatbusiness the company is really in -- from acustomer perspective -- and what thattranslates to for positioning and niches. That’swhy great marketing companies think aboutmarketing strategy and execute that strategyrelentlessly.RESEARCH AND DEVELOPMENTManufacturing and marketing people meetoften, once a week ... to discuss costs,forecasts, production, new products, newprocesses, etc.R&D is rewarded for commercializedsuccesses, not just technical ingenuity it’s thenomenclature of the company.They reduce uncertainty with homework andresearch.
  8. 8. BRAND MANAGEMENTThey truly understand theimportance of brand names,and constantly work to keep thebrand names known anduntarnished.CHANNEL PARTNERSThey do not make decisionsbased on the short term shoutsand pleas of the distributor orchannel.They see trade channels aspartners, not customers.
  9. 9. “Managers muddle - leaders inspire. Leaders are people whoinspire with clear vision of how things can be done better.”“What we are looking for are leaders at every level who canenergize, excite and inspire rather than enervate, depress,and control.”Jack WelchLearning and Development Centrefor Excellence SPCL SJ Sarwan