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Wield Power Gracefully When Making Decisions
Get comfortable with the concept of power 

By John Baldoni

Emerging leaders sometimes stumble over the use of power for one of two reasons. Either they are too comfortable with it, and wield it ruthlessly, or they are so fearful of it they avoid it completely.

Decide when to power down. It's true that sometimes you can be more effective by not using your authority. Jeff Immelt, CEO of GE, once told the New York Times he had to tell people "You're doing it my way" between 7 and 12 times annually. If he did this only 3 times, the organization would lack discipline. If he did it 18 times, good executives would flee.

Know when to apply power. While you want to push decision making to the front lines, there will be times when you need to make a big decision. Making the call will mean you have to exert power. So make the decision and communicate it so that everyone understands its implications and what they need to do to support it.

Follow through with power. Decision making is the first step. It is up to the leader to bring people together to implement the plan. When organizations fail, it's often because people end up doing their own thing—instead of the right thing. They become distracted by competing priorities and fail to follow through on their commitments as a consequence.

John Baldoni is the president of Baldoni Consulting LLC, a full-service executive coaching and leadership development firm. He is an internationally recognized coach and author of many books, including Lead with Purpose. 

Four of the Most Important Nonverbal Communications Tactics for the Workplace 
Four nonverbal tactics to master

Do top leaders and successful managers use specific nonverbal communications skills and tactics to maximize on-the-job performance and professional success? "You bet they do," says Darlene Price. Price is the author of the book Well Said! Presentations and Conversations That Get Results. Here she offers four top nonverbal communications tactics for achieving maximum performance in the workplace.

1. Look 'em dead in the eye. When speaking to others, ideally look directly into their eyes at least two to three seconds before looking away or moving to the next person. Glancing at someone for one second or less is known as "eye-dart" and conveys insecurity, anxiety, or evasion. Smile with your eyes.
2. Keep your cool even in the face of monumental stupidity! If you want to convey a positive collaborative attitude, choose to hold a slight smile, nod occasionally, raise your eyebrows to show interest, and maintain good eye contact.
3. Pay attention not just to what people are saying, but how they are saying it. Separate the emotion from the actual words being used. Focus and seek to understand the nonverbal elements of your voice and how others are talking. Include the tone, pacing, pausing, volume, inflection, pitch, and articulation. 
4. Turn all your electronics off! Turn your smart phone, notebook, laptop, iPhone, and even your iPod off! Don't be the one who causes a distraction!

Well Said is published by AMACOM. Darlene Price is president and founder of Well Said, Inc., a training and consulting firm specializing in high-impact presentations and effective communication.

We knew that the Internet would bring with it a whole wave of new media disruption. We were unprepared for just how massive the disruption has been. You needn't look any farther than this one staggering statistic to understand the scale of change: Google's advertising revenue is larger than that of the entire print industry's revenue.

In the past short while, we have seen a rise in new ways for advertisers to connect with consumers like never before. We're also seeing an increasing amount of media budgets shifting from traditional channels to digital advertising. You can't throw a marketer down a flight of stairs these days without hearing terms like real-time bidding, big data, retargeting and native advertising tumbling off of his tongue. It's beginning to make social media, mobile marketing and plain-old digital advertising seem somewhat antiquated.

So, where do you, the business leader, place those ad dollars? Do you spend them with the latest and greatest shiny object? Do you stick to your traditional guns? Do you sprinkle them around in the hopes of hitting the jackpot on the advertising table of roulette? 

What we need is a framework that helps us transcend the many different ways that consumers are connecting with brands and lets us see the bigger picture.

What if we tossed away the terms we have used to date? What if we forgot all about traditional media, social media, mobile marketing, banner ads, QR codes and the rest and simplified the advertising process by simply asking if the media in question is active or passive? Passive mediais any form of media where the consumer can't physically do anything with it, except for consume it (newspaper, television, radio, etc). Active media is any form of media where the consumer can physically engage with it (Facebook, Twitter, Google, etc).

But there's a catch to this (there is always a catch, isn't there?). We can't just look at one aspect of the experience to see whether it is active or passive. To find the right marketing mix, we have to look at four elements of the modern media experience:

1. The Consumer. When is the consumer active or passive with the media channel? Do all consumers want to tweet, share, chat and create when they are engrossed in a TV show late in the evening, or are they most comfortable sitting back and watching the drama unfold? We live in a world where television broadcasters are pushing at a feverish pace to make what was a very passive media channel (sitting back and watching) into an active one (adding widgets and tickers, encouraging tweeters to use special hashtags, etc). Understanding how the audience consumes the medium is core to understanding what type of advertising they will best embrace. So yes, you can tell TV show viewers to follow along on Facebook, but how many of them simply want to sit back, watch the TV show, and fall asleep?

2. The Media. How do you think Google — as a search engine — would be performing if the sole form of revenue was driven by banner advertising on the search results and not the contextually relevant format of AdWords? In fact, banner ads are a very simplistic and non-active type of media. They essentially replicate the print model: "We have content on a web page, why not put an ad next to it like we do with magazines and newspaper?" While banner advertising still generates billions of dollars in media advertising, the truth is that it is a very passive advertising format that was simply copy and pasted over to the a very active new medium. We could talk about how "interactive" these banner ads are (or were promised to be), but the numbers don't lie: banner ads couldn't perform any worse. Well over 99% of banner ads fail to generate any kind of click. They are passive forms of media that are out of touch with their very active digital channels.

3. The Channel. Are you the same person on Google that you are on Facebook that you are reading this post on Harvard Business Review? These are very different types of digital channels and digital consumers act differently depending on which channels they are using. When you are doing a search on Google, you have a very different intent and mindset than when you're on Facebook and connecting with friends or catching up with acquaintances. It becomes abundantly clear that you're also in a dramatically different media mindset as you read these words than when you're creating a board on Pinterest. Understanding how these channels independently operate, and which types of advertising match the consumer's intent, is critical to building a successful advertising campaign.

4. The Platform. The word "platform" gets thrown around a lot. Here's what I mean by it: the Internet is the platform that the Facebook channel resides on; television is the platform that the HGTV specialty channel resides on. So before you allocate those marketing dollars, ask yourself: is the platform an active or passive one? Think about digital books as a platform. Do readers really want links, embedded video, extended audio interviews, sharing capabilities and more in a book? Will they, intuitively, turn what has traditionally been a very passive platform into an active one, simply because book publishers feel they are competing for attention with the Internet? As we watch the "smartening" of the television, it will be interesting to see just how many viewers truly dive into the myriad new ways of engaging with television. Certainly, those in the TV business hope that lots of them will. Most newer televisions are Internet enabled, but what is the true number of households that actually connect their TV sets to the Internet? According to eMarketer, nearly one quarter of US households now have a TV connected to the Internet, so we're about to find out just how active this typically passive platform can become.

One important caveat: it is not a zero sum game when it comes to active and passive media. The ways that consumers engage with different forms of media is not an absolute. While some will claim that Twitter is useless unless you're constantly tweeting and retweeting, there is a large user base that is simply interested in following celebrities (these people are very passive in an active channel). And, for every person who watches The Voice while building up a hearty Doritos stain on their jammies, there is a ever-growing segment that will tweet, share, chat, and follow every move that that Team Usher makes (these people are very active in a passive channel). So, instead of worrying about social media marketing, mobile marketing and more, why not sit back as ask yourself these questions:

·         When are our consumers active or passive with our brand?

·         Is our advertising active when they're active and passive when they're passive?

·         Are the channels that we're advertising on active when the consumers are active and passive when they are passive?

·         And, lastly, is the platform — in and of itself — a predominantly active or passive one?

From there, you can truly start to better understand what a proper advertising mix can look like, be better at defining which opportunities could potentially work against others, and know which ones are just woefully flawed.

More blog posts by Mitch Joel

More on: Advertising, Internet, Marketing

MITCH JOEL

Mitch Joel is president of Twist Image — an award-winning digital marketing agency. His first book, Six Pixels of Separation, named after his highly successful blog and podcast of the same name is a business and marketing bestseller. His next book, CTRL ALT DEL, will be published in Spring 2013.

http://blogs.hbr.org/cs/2013/05/two_terms_marketers_need_for_t.html

   در مبحث اول، به بررسی فاکتورهای تشکیل دهنده طرح تجاری می پردازیم.

خلاصه مدیریتی

- اهداف

- Mission & Vision

- عوامل کلیدی در کسب موفقیت

خلاصه معرفی شرکت

-  معرفی مالکین شرکت

-  معرفی سوابق مرتبط با کار این شرکت

-  مکان فیزیکی شرکت و امکانات شرکت

محصولات و خدمات

-  شرح محصولات و خدمات

-  مقایسه های انجام شده با رقبا

-  فرهنگ فروش سازمان

-  منابع و تأمین اعتبارات مرتبط با تأمین کالا

-  تکنولوژی

-  محصولات و خدمات برنامه ریزی شده آینده سازمان

خلاصه تجزیه و تحلیل بازار

-  بخش بندی های بازار

-  استراـژی انتخاب بخش مشخصی از بازار

-  نیازهای بازار

-  مسیر حرکت بازار

-  رشد بازار

-  تجزیه و تحلیل صنعت

-  الگوهای توزیع

-  الگوهای رفتاری رقبا و خرید

-  رقبای اصلی

خلاصه استراتژی ها و عملیات

-  هرمهای استراتژی

- جایگاه ارزشی برند

-  محدوده های رقابتی

-  استراتژی های بازاریابی

1- جایگاه یابی محصول - شرکت

2-  استراتژی قیمت گذاری

3-  استراتژی های ترویج

4-  الگوهای توزیع

5-  برنامه های بازاریابی - تبلیغات

-  استراتژی های فروش

1-  نیروهای فروش

2-  برنامه های فروش

-  پیوستگی استراتژیها

-  معیارهای اندازه گیری

خلاصه طرح وب

-  استراتژی های بازاریابی وب سایت

-  نیازهای پیاده سازی و اجرا

خلاصه مدیریتی

-  ساختار سازمانی

-  تیم مدیریتی

-  کمبودهای تیم مدیریتی

-  طرح پرسنلی

طرح مالی

-  نکات مهم

-  شاخصهای مهم مالی

-  تجزیه و تحلیل نقطه سربه سری

-  بررسی و تجزیه و تحلیل سود و زیان

-  بررسی و تجزیه و تحلیل نقدینگی

-  نسبتهای مالی

-  طرح طولانی مدت مالی

از پست بعدی به بررسی جزئیات هر کدام از این بخشها خواهیم پرداخت.

Submitted by Richard Towey on Fri, 04/19/2013

A common misconception is that public representation - often referred to as PR - is a service tailored to the requirements of a celebrity or media personality. They need the help of professionals in order to stay in the spotlight and attract the headlines for all the right reasons.

However, this line of work is no different to any other when stripped to its bare bones. Celebrities still compete with each other for the big product endorsements and chat show appearances with the hope of moving from C to A list in the eyes of their target audience. Businesses across a number of industries and sectors hope to achieve the same thing, which is why they invest heavily in marketing to maintain or improve on their status.

Healthcare businesses, for example, are required to fight for their place in today's competitive marketplace. Whether it's a firm of doctors or a supplier of hospital equipment, these businesses need good PR to fend off the competition and maintain their brand image.

Professional agencies help healthcare firms to communicate while encouraging the public to recognise them as a market leader. In addition, healthcare PR is essential to medical businesses because..

It prevents controversy

No firm is perfect, although some are better at dealing with criticism and controversy than others. Nine times out of ten this is due to a good PR strategy.

Everyone must have heard of the saying 'the best defence is a good offence'. This approach is exactly what healthcare businesses, celebrities and athletes need to stave off the critics. To earn the good will of the community, healthcare PR firms ensure their clients are remembered for the work they do. Then, should they come under attack, the business isn't condemned by the public court of opinion over social media and other influential outlets.

Healthcare businesses need to install trust more than anyone and PR helps them do exactly that.

They can sustain a client base

When they're not fending off an onslaught of criticism from the general public, healthcare PR agencies help businesses to create and maintain their client base.

Using tried and true techniques, PR firms thrust the name of the business into public view and ensure it stays there for the long-term. Clients aren't all 'consumers' in this market, though. A company's reputation with key journalists could receive a boost because their PR firm is presenting a consistent, professional image of their brand in the media. See, healthcare firms aren't so different to celebrities after all!

It's more cost efficient than other methods of advertising

Any healthcare business should recognise the hefty and increasing cost of advertising. Every single piece of promotional material must form part of a huge campaign nowadays, and settling for anything less will ultimately prove to be a waste of time, effort and resources. That's where healthcare PR comes in.

Public relations campaigns span across numerous advertising channels and often prove to be a much more cost efficient way of conducting a promotional project. They get people talking about the brand by blogging, maintaining an active presence on social media and advertising both on and offline. Rather than risking it all by conducting their own campaigns, healthcare firms should find that PR companies are better equipped for promoting their brand.

by Heidi Grant Halvorson  |   1:00 PM April 8, 2013

Choosing a career path (or changing one) is, for most of us, a confusing and anxiety-riddled experience. Many will tell you to "follow your passion" or "do what you love," but as Cal Newport argues in So Good They Can't Ignore You, this is not very useful advice. When I graduated from college, I liked lots of things. But love? Passion? That would have been seriously overstating it.

We all want to choose a career that will make us happy, but how can we know what that will be? Research suggests that human beings are remarkably bad at predicting how they will feel when doing something in the future. It's not hard to find someone who started out thinking that they would love their chosen profession, only to wind up hating it. In fairness, how are you supposed to know if you will be happy as an investment banker, or an artist, or a professor, if you haven't actually done any of these things yet? Who has ever, in the history of mankind, taken a job and had it turn out exactly as they imagined it would?

So if passion and expected happiness can't be your guides, what can be? Well, you can begin by choosing a career that fits well with your skills and values. Since you actually have some sense of what those are (hopefully), this is a good starting place.

But a bit less obviously — though just as important — you also want to choose an occupation that provides a good motivational fit for you as well.

As I describe in my new book with Columbia Business School's Tory Higgins, Focus and in our recent HBR article, there are two ways you can be motivated to reach your goals.

Some of us tend to see our goals (at work and in life) as opportunities for advancement, achievement and rewards. We think about what we might gain if we are successful in reaching them. If you are someone who sees your goals this way, you have what's called a promotion focus.

The rest of us see our goals as being about security — about not losing everything we've worked so hard for. When you are prevention-focused, you want to avoid danger, fulfill your responsibilities, and be someone people can count on. You want to keep things running smoothly.

Everyone is motivated by both promotion and prevention, but we also tend to have a dominant motivational focus in particular domains of life, like work, love, and parenting. What's essential to understand is that promotion and prevention-focused people have — because of their different motivations — distinct strengths and weaknesses. To give you a flavor of what I mean:

Promotion- focused people excel at:

• Creativity & innovation
• Seizing opportunities to get ahead
• Embracing risk
• Working quickly
• Generating lots of options and alternatives
• Abstract thinking

(Unfortunately, they are also more error-prone, overly-optimistic, and more likely to take risks that land them in hot water)

Prevention-focused people excel at:

• Thoroughness and being detail-oriented
• Analytical thinking and reasoning
• Planning
• Accuracy (working flawlessly)
• Reliability
• Anticipating problems

By now you probably have a sense of your own focus in the workplace, but if you don't, try our free online assessment.

Knowing your dominant focus, you can now evaluate how well-suited you are motivationally to different kinds of careers, or different positions in your organization. More than a decade of research shows that when people experience a fit between their own motivation and the way they work, they are not only more effective, but they also find their work more interesting and engaging, and value it more.

If you are promotion-focused, look for jobs that offer advancement and growth. Consider fast-paced industries where products and services are rapidly changing, and where the ability to identify opportunities will be essential, like the tech sector or social media. To use a sports metaphor, look for a career where you get to play offense — where boldness, speed, and outside-the-box thinking pay off.

If you are prevention-focused, look for jobs that offer you a sense of stability and security. You are good at keeping things running, at handling complexity and always having a Plan B (and C and D) ready at a moment's notice. Consider careers where your thoroughness and attention to detail are valued — for instance, as a contract lawyer or data guru. You work best when you are playing defense — you can spot a threat a mile away, and protect your company or client from harm.

But what about entrepreneurs? you ask. I'm thinking of starting my own business — which motivational focus is best for that? For any successful venture, the truth is that you need both promotion and prevention. An entrepreneur who is all promotion may get her business going, but she probably won't keep it going for long, since she'll be unprepared for the obstacles that will inevitably come her way. And the prevention-focused entrepreneur will get so bogged down worrying about obstacles that his business may never get off the ground at all.

This is one of the reasons that good partnerships can be so invaluable — it often takes a Steve Jobs to see a product's potential, and a Steve Wozniak to actually build it and make it work. So if you are starting a new venture, make sure that you've got a healthy balance of promotion and prevention thinking in the right places.

http://blogs.hbr.org/cs/2013/04/the_key_to_choosing_the_right.html?utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow

by John Reynolds, 04 April 2013, 9:30am

KFC: launches mobile payment system in association with Airtag

The fast-food company is piloting its first mobile and web app for ordering and paying for food across 10 of its sites in the UK. If successful, it will be rolled across more of its restaurants, both in the UK and internationally.

The service is called KFC Fast Track and the app has been built by a company called Airtag.

According to Forest Research, it is estimated that mobile payments will reach $90bn (£60bn) by 2017.

Last year, Starbucks struck a deal to integrate the technology of Square, the mobile payments start-up from Twitter co-founder Jack Dorsey, into its US stores.

In 2011, McDonald's rolled out contactless card payments across its 1,200 UK restaurants in a bid to steal a march on its competitors.

http://www.marketingmagazine.co.uk/bulletin/dailynews/article/1177044/?DCMP=EMC-CONBreakingnewsfromMarketing

New Group Combines Brand, Integrated Marketing Teams

By: 

Natalie Zmuda

 Published: April 04, 2013Coca-Cola has created a Global Sparkling Brand Center, combining its global brand and integrated marketing teams under the leadership of Wendy Clark.

Wendy Clark

According to an internal memo distributed to Coca-Cola employees by Joe Tripodi, chief marketing and commercial officer, the new structure will drive greater integration, simplicity and speed; increase the focus and impact of the team's work on a worldwide basis; and facilitate rapid scaling and spreading of programs and ideas.

"The new structure establishes a single point of leadership accountability, increases the holistic, end-to-end thinking for building global brands and integrates teams for added speed and responsiveness," Mr. Tripodi wrote in the memo. He noted that the Global Sparkling Brand Center is not unlike the Global Juice Center, which was established in 2008.

Ms. Clark has led global integrated marketing communications and capabilities since joining Coca-Cola in 2008 from AT&T.

"Wendy's rich experiences and demonstrated leadership, collaboration, strategic thinking and creativity make her uniquely qualified for this critical new leadership role," Mr. Tripodi wrote.

The changes come in the wake of the departure of Shay Drohan, senior VP-global sparkling brands. He has decided to "pursue new entrepreneurial opportunities" according to a second internal memo. Mr. Drohan spent 15 years with the company in a variety of global marketing roles. He will not be replaced, given the new structure consolidates his role under Ms. Clark.

The memo also notes the creation of a Global Commercial Leadership organization, as well as a Business Services Center.

http://adage.com/article/cmo-strategy/coca-cola-creates-global-sparkling-brand-center/240698/

by John Reynolds, 02 April 2013, 9:16am

Jo Blundell: marketing director leaves Burger King UK