Obviously, when customers are forced to replace older products with newer, more energy-efficient ones, there is an opportunity for businesses to sell a new product — even if the new product might be a higher cost. There is a sure way of promoting energy efficiency, but if I tell you, you must not tell the authorities who are behind the financing of the program…
A committee appointed to consider the future operation of the Association reported some startling facts about the Association’s Manager, Mr. Edmunds. In the minutes, President Jack Sharpe listed a string of indiscretions that highlighted his dissatisfaction with Mr. Edmunds’ conduct.
In 2012, sales and income growth was the most common performance indicator used by Canadian enterprises to monitor their long-term strategic objectives (76.7% of enterprises), followed by gross margin and operating margin growth (60.2%). As for strategic focus, enterprises directed their efforts toward maintaining or optimizing their existing business activities rather than on introducing new or significantly improved products or practices.
As a company matures, the needs of the organization change. The role of the president must evolve if the organization is going to grow in revenue, territory and influence. In order to successfully navigate this transition, the leader must be able to pull back from daily functions and take on a more strategic role with a heavy emphasis on personnel structure and development. While I am not suggesting that this notion is either new or revolutionary, it is often easier said than done. If growth is going to occur, the leader must fight the urge to fall back into a direct managerial stance.
We all know that the ultimate sign of traditional ‘relationship-building’ with your customers is being invited to their daughter’s wedding; but I would argue that kind of relationship is not about building relationships, but rather about “buddy relationships”. I think we spend too much time on “buddy” and not enough time on building strategic relationships.