233 Slices
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16 People

David Pearson Kogan Page ePub

16
People

If you leave us our money, our buildings, and our brands, but take away our People, the company will fail. But if you take away our money, our buildings, and our brands, but leave us all our People, we can rebuild the whole thing in a decade.

RICHARD DEUPREE, PRESIDENT, PROCTER & GAMBLE 1947

It is not original to state that People make the difference but it is nevertheless true. During my time at Sony I had the pleasure to work with a great Japanese boss called Shin Takagi. Shin sadly died in 2009 but he left his mark on many of us. He had unique experience in Sony in that he had held senior positions in Germany, Italy and Spain, where he founded the sales company, the United States and the UK. I asked him why there were so many problems in one particular country. He told me, ‘There are no good guys!’

Good People are particularly important in marketing because marketing should take the lead, so it is necessary to find People who can make a difference with their Positiveness and Proactiveness, their Professionalism, their Passion and Pride, and their Personality. These are the qualities on which we will focus in the remaining chapters of the book. In this chapter we will consider how we can find such People, how we assess them, how we train and develop them, how we can build teams around them. We will look at some of the specific skills of marketing as well as some of the general skills that any decent manager must possess or acquire. And we will consider the different types of marketer, because in my experience there are many different types that can be effective.

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21 Warehouse design

Rushton, Alan Kogan Page ePub

21

Warehouse design

Introduction

The strategic issues affecting warehouse design have been covered in Chapter 16. These factors, particularly the business plan and the supply chain strategy, represent the starting point for warehouse design, as they define the warehouses precise role, throughput requirements, inventory levels and customer service levels. From these types of requirement, the warehouse designer must select the appropriate equipment and operating methods, determine the internal and external layouts, calculate the equipment and staffing numbers, identify the supporting information systems, and present the capital and operating costs. The various steps involved in this design process are described below.

Design procedure

The design of a large and modern warehouse is very complex and requires a range of skills and disciplines, including, for example, operations, construction, materials handling, information systems, personnel, finance and project management. The operations (eg supply chain or logistics) function often sponsors the project, as that function will be responsible for its eventual successful running. External warehouse designers may be an important part of the team, as many organizations only design warehouses on an infrequent basis and therefore do not necessarily possess all the necessary skills in-house. Usually, a steering group that comprises senior directors and executives oversees the project and provides guidance on future business strategy, environmental policies and financial resources.

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1. Introduction

Kevin Keohane Kogan Page ePub

01

Introduction

Brand and talent

Your brand management and talent management approaches are two of the most powerful levers at your disposal in driving tangible, measurable improvement to the performance of your business.

Brand management helps ensure that people are aware of you, of what you can do for them and why they should consider and purchase from you. It gives you something clear to stand for and to steer by; it guides some of your biggest strategic decisions. Name something more important to a CEO than the reputation of his or her firm.

Talent management helps you make sure you get the right people aboard to help in the first place, and then create an environment where they can contribute more so that your organization can deliver on its promises. Name something more important to a CEO than the talent needed to deliver growth.

Chances are, they are both in the top five; for some, the top three, according to recent surveys by McKinsey, PWC and BCG. But the two are inextricably linked a fact that seems to be lost on many boards, CEOs and strategists today.

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02 The waves of value

Jeroen Geelhoed Kogan Page ePub

02

The waves of value

Sustainable value is created in three waves, and each of these stimulates an organizations value (see Figure 2.1), as we will reveal in this chapter.

Figure 2.1 The waves of value

2.1 Lead the Value

The first wave concerns the inside of an organization. You can immediately sense when you enter organizations that are on the first wave of Lead the Value. You notice it when you speak to the people there and ask them questions. You feel the energy, the sense of urgency or sense of excitement to set to work and do things together. There is also a clear and inspirational vision and strategy that gives people meaning and direction. This vision and strategy are the foundation and framework for all actions in the organization. That is why employees work with inspiration and passion, and care about their customers. With the aforementioned vision and strategy, the organization is ready for the future and ready to perform.

Its leaders actually take ownership, set direction and demonstrate their connection with the organization. Such organizations also have a sound business model. They have a clear target group that they focus on. These organizations provide the target group with a clear offering and employ an intelligent revenue model that forms the basis for economic success. Organizations that excel in Lead the Value have a healthy culture that ensures unity, on the one hand, but also acknowledge the power of complementarity and diversity.

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01 Value for everyone

Jeroen Geelhoed Kogan Page ePub

01

Value for everyone

Talk to an entrepreneur for 10 minutes, or to a manager from an organization, and the terms value or create value will very likely pop up. Creating value is evidently highly important to organizations. Organizations, in fact, derive their raison dtre from the creation of value, as already argued by Schumpeter (1934) and Porter (1985). But what is that value actually? We can all sense it, but giving value a proper definition is another matter.

1.1 What is value?

Let us take a concrete example to bring the question into focus. Some time ago we organized a training programme at Nyenrode Business University, which is located in a castle. We found ourselves in the Wapenzaal, a real castle armoury complete with rough wooden floorboards, portraits of knights on the wall, a huge fireplace and stained-glass windows. A vase with tulips had been placed on the podium, next to a projector, laptop and a few banners. Since the training programme was about value creation, we asked ourselves the following question: Do these tulips create value? Was it a good investment to buy them? Someone replied: Ive just got off a flight from Spain. Those tulips give me the feeling that Im back home again. I feel positive as a result, but I cannot tell you how much value that provides. Someone else said: They create no value whatsoever for me. I didnt even notice them. Another person offered a different perspective: The value of these tulips has now increased, simply because we are talking about them.

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