donderdag 24 mei 2012

Marketing wordt sociaal: van de 5 P’s naar de 5 A’s

Eens even wat marketingtheorie erin gooien. Vroeger, begin jaren negentig van den vorigen eeuw, heb ik een marketingopleiding gevolgd. Tijdens die jaren heb ik veel theorie over marketing tot mij genomen. Vooral de bekende 5 P’s kwamen regelmatig langs. Zullen we eens kijken wat van dat model heden ten dage nog steeds klopt?
..... Stel dat we uit zouden gaan van onderstaande 5 A’s? Wat zou er dan gebeuren?
  • Actie van jezelf, in volledige transparantie
  • Alert op wat er gebeurt en wat men (over je) schrijft
  • Aandacht voor je klanten en je omgeving
  • Ambassadeurs van je merk of werk
  • Aantrekkelijkheid van wat je doet
Bron en hele artikel: Frankwatching

dinsdag 22 mei 2012

Businesspersons should dress as human beings

It is great to see Mark Zuckerberg has the confidence to turn up to Wall Street to float his company in the same clothes he normally wears. It’s sad to see that it is still such an issue, with some people on Wall Street complaining about his state of dress.

It is easy for business leaders like Mark or I to dress as we feel comfortable, but it would be wonderful if others could take the lead and allow people who work in business to dress as they feel comfortable too.

Part of the reason that business has a bad name is the stuffy clothes people wear. It would be brilliant if businesspersons didn’t feel they had to wear a uniform, and leaders could let people be more natural.

Bron en meer informatie: Blog Richard Bransom

dinsdag 1 mei 2012

Heb jij een Extraordinary baas?

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. See what they get right.
  1. Business is an ecosystem, not a battlefield.
  2. A company is a community, not a machine.
  3. Management is service, not control.
    Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies. 
  4. My employees are my peers, not my children.
  5. Motivation comes from vision, not from fear.
  6. Change equals growth, not pain.
  7. Technology offers empowerment, not automation.
    Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.
    Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.
  8. Work should be fun, not mere toil.
Hele artikel, plus de verschillen tussen de gewone baas en de Extraordinary baas: Inc