Week 6

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Here at the University of Edinburgh Business School we take a break from class in Week 6 to allow the students to participate in the Development Centre.  The Development Centre is an opportunity for the students to find out how they might act and react in a simulated business situation.  Students are observed by trained observers drawn from outwith the Business School and from a range of industry backgrounds and, as the exercises progresses, the observers record how each participant is behaving against a range of soft skills.  General feedback is given in class and confidential, one-to-one feedback takes place later on.  This exercise is an important element in our Career and Personal Development programme, the programme that aims at developing the students’ soft skills such as leadership, communication and creative problem solving.  It is not only the students who take this programme.  Parts of it has been delivered to organisations based locally who praise this programme highly.

But with Week 6 in progress it is also becoming obvious to the new class that they have now passed the halfwaymark of Semester 1 classes, only another three weeks to go.  This of course brings on the stress a bit but it is important not to overdo it and thereby bring on the exhaustion before the assessment.  It is so easy to do just that and that will affect the result.  The good thing is that Week 6 allows the students to catch up on the reading a bit because of the break from classes.

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Perceived Value

I believe that people buy because of the perceived value of the product or service. The reality is what they perceive and not what you want them to perceive. We know that for most of the people“seeing is believing” but most of the snacks manufacturing companies in Pakistan could not understand the value of this KEY point. Go and buy some chips packet today and you will realize that price for each packet has now increased, amount of chips has decreased and also you will find that packet size has also been squeezed a little. Now here is the equation:
Increased Price= Less chips in a smaller packet (in short you are giving more value and getting less in return). The point I am trying to make is that this less value is obviously evident!
Few months back Continental biscuits reduced 1 biscuit per packet to balance their Profit equation. Nobody on earth noticed this tactic. I got to know this through a friend who interviewed a marketing personnel at continental. Coming back to snacks, i am sure no snacks company would be bearing losses these days just because of their inability to cash on perceived value NOT BECAUSE perceived value has no value! Since every player in the industry has failed to understand this point, so things are going fine! But as soon as any player comes up with a strategy based on this vacant position of “High Perceived Value”, that snack will snatch the market!
Thats what I think…Don’t forget to honor me with your comments!

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Dont stop!

I think problem-solving model shouldn’t be taught to our management students and managers. It makes them believe that everything starts with a problem! Leave your work on auto-pilot, sit back and relax and whenever there will be a problem, a bell will rang that would announce the occurrence of a problem and then YOU the manager would go down with your “marketing management 12th edition”, “principles of management 20 edition” and “problem solving made easy for dummies” just like a fire fighter. In someway the problem will be “solved” or delayed to make that warning bell shut up!

Congratulations! You have got the best employee award.

Make sense? Frankly speaking it does unless you look at the other side of the picture.

The other side says “Is there any other way to have better processes?” yeah phir wohi creativity! What would happen when there is no apparent problem? You decided to make a product of per unit cost 20 and you are achieving that. Success! Now you have got what you wanted so what is the point of “thinking” on it. Here the success kills creativity! You must have heard that story of a dog who always took a long path to reach to the bone, it never thought that there could be some short cut. I think our institutes are producing problem managers because creativity is not promoted. Situation gets worse when students are asked in the final exam “describe the 5 steps of problem solving in detail”. Start challenging the obvious and you might come up with new ways, new products, new IDEAS! Or at least don’t teach them problem-solving…let them learn.

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The MBA D-Bag

Many schools apply an EBAY like course bidding structure when it comes to picking courses.   Basically, you get a number of points that you can use to bid on the classes you want to take.  Classes with famous professors or at really nice times go for hundreds of points.  Space is limited, so students invest time in laying out a bidding strategy.

People apply game theory.  They look at past bidding histories for a class, figure out what people are interested in taking, figure out what they are likely to bid, and then try to game the system.

With that said, people are pretty relaxed about talking about it.  I had not met a single person that had a problem discussing which courses he/she planned to bid on and many even revealed how many points they were going to throw.

Until I met THE MBA D-BAG.  He was wearing a tie. He had gelled spiky hair. He had his game face on. 

It turns out we both wanted to take the same class, so I asked how much he bid for it….his game face got all scrunched up, he looked at his watch “What time does bidding officially end? Two minutes ago, then it’s okay, I guess I don’t mind telling you how many points I bid.”

WTF.

[caption id="attachment_328" align="alignnone" width="350" caption="D-BAG, Go Home!!"][/caption]

Really? Are you serious? Is bidding a state secret or something? The reaction blew my mind because really, personalities like that DO NOT belong at my school.

This guy sucks. What a d-bag.

I bet you ANYTHING he is trying to get into banking….I hope he gets an even bigger D-Bag for his first round of interviews. Hopefully D-Bag Sr will smack some sense into this kid.

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Software Trainee Walkin Miracle Technologies

Job Description
We urgently need B.E, BCA, B.Tech, MCA, M.Sc, MBA Students our training & placement program on Mainframe, AS/400, Datawarehousing, SQT, Seible CRM, DB2 DBA, J2EE, .Net, SAP(CRM, SD, FI/CO, PP, MM, ABAP/4, HR & Basis).CMM level 5 Standard Projects
Desired Candidate Profile
MORE THAN 300 REQUIRMENT ON VARIOUS TECNOLOGIES
WITH TOP MNC’S .SALARY 1.5 LAC TO 5 LAC
GET TRAINING WITH ASSURED JOB GURANTEE .——–
DURATION 2-4 MONTHS
STARTING COST OF TRAINING 5000/-
WALK IN DAILY BETWEEN 10 TO 7 (SAT/SUN OPEN)

Address:
Miracle technologies , ISO 9001:2000 certified
company , leader IN Outsourcing to majar
IT Player in India:- HCL
IMPETUS,INFOSYS,WIPRO,TCS,
NUCELUS,SYNTEL,I
BM,GLOBAL LOGIC ,SAMSUNG,LG
ETC.

Email Address: trainee.miracle@gmail.com
Telephone: 91-0120-3058446,3058447

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Enterprise 2.0 Vendors - An Implementation Lifecycle Model

On a phone call with a Connectbeam customer, I heard what seemed like a good description of the way in which Enterprise 2.0 - and perhaps other enterprise software - achieves enterprise-wide adoption. This particular customer started with an internal advocate who started with a departmental implementation, and is now rolling it out to thousands in the organization.

Now anyone following the space knows there are many, many factors in the process of gaining adoption. What I’m going to describe is a slice of those factors, but I think it’s a juicy slice.

The graphic below depicts the model:

Four stages in this simple model. Let’s break ‘em down a bit.

Implement

This is the initial toehold in the organization.  Where will the app makes the most sense? For many vendors, the place where it makes the most sense is the department where the most enthusiastic advocate resides.

Clearly, the vendor needs to consider where its app will have the highest impact, and where an office culture will be receptive to a new way to working.

Implement also includes any integration with other apps. Don’t underestimate this. It takes a bit of time to set things up, and often at the departmental level, employees aren’t as familiar with corporate apps.

But really, the Implement process revolves around the manager who has the most passion for your app.

Try It

Next, employees need to actually use your application. This is important (obviously). If you’re going to show ROI for your app, it starts with people actually using your app.

Measure usage stats. These are the early markers of whether the app will be successful inside the company.

The internal advocate needs to recruit fellow passionates into this process. Try out the service. Put some real live near-term projects and tasks up on the service, be it a wiki, microblogging, blogs, social bookmarking, RSS, etc.

The internal advocate and his/her fellow travellers should celebrate when other employees use the product. Give them a shout-out for their usage, recognize the useful stuff they create.

The Try It stage needs to run for a few weeks or even months. The app really needs to prove its utility in this stage.

Anecdotes

After sustained usage by a group for a while, there will be interesting Anecdotes that emerge. Let’s be clear on the value of these…

Anecdotes drive company-wide adoption

Dry stats such as entries per day, clicks per user, etc. are the stuff you need to measure whether people are Trying It. Anecdotes are what sell the app to other departments and locations inside the organization.

Anecdotes are tangible examples of value. Other employees can hear these examples, and imagine the app being used in their daily work.

Anecdotes that put real dollars behind the use of the app are incredibly value. “So-and-so did this with app, and ended up saving $XX,XXX” types of stories. Those get the attention of senior management, make heros of the internal passionates, and put the social software app on an equal footing with other apps inside the company.

The internal advocate is best-positioned to hear and solicit these Anecdotes. They are the key to company-wide rollout.

Adoption

Welcome to the world of big-time software. Once you break through the departmental and geographic barriers, you’re going to get a lot of feedback on your app. More use cases will emerge than you knew. And more feature requests will come in.

But, attention will still need to be paid to the Try It stage. These other departments may not have a dedicated passionate. The key here will be recurring communication about Anecdotes. The group of internal advocates from the original pilot will become ambassadors and trainers on the best ways to use the app. This continues their role as internal heros and stewards of the app, and leverages their energy and experience.

Wrapping Up

This is a simple model, with a few observations provided. If you’ve got others to share, feel free to weigh in with a comment below.

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Ausbildung zum Vertriebsingenieur

Vertriebsingenieure haben häufig eine Ausbildung als Wirtschaftsingenieur abgeschlossen und bringen dadurch kaufmännisches Know-How mit in den Job. Auch wenn Ingenieure derzeit noch die größten Chancen auf eine schnell Einstellung nach der Ausbildung haben, werden zusätzliche Titel wie ein MBA zunehmend wichtig und entscheiden oft auch über das Einkommen. Zudem erhöhen sie die Chancen einen Job in internationalen Unternehmen zu ergattern.
Stellenangebote für Vertriebsingenieure findet man z.B. hier.

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MBA ITB Business Review

Program MBA ITB telah menerbitkan jurnal-pop bertajuk MBA ITB Business Review sejak Maret 2006. Setiap tahun diterbitkan empat kali, dengan isi yang dikemas mengunakan bahasa yang tidak terlalu njlimet. Jargon yang diusung adalah: sharing knowledge - improving performance. Jadi bukan hanya sebatas analisis atau laporan pandangan mata, tetapi lebih fokus pada how to improve your organisation performance.

Cocok buat para praktisi dan civitas akademika yang mendalami bisnis, manajemen, ekonomi, teknik & manajemen industri.

Bagi yang berminat dapat berlangganan atau membelinya di program MBA ITB, Jl. Gelap Nyawang No. 1 Bandung.

MBA ITB Business Review juga menerima sumbangan artikel  dari anda sekalian yang bisa berupa: sukses story in your organisation, paper yang ditulis dengan bahasa yang populer. Jangan lupa lengkapi dengan short CV dan foto paling cakep yang anda miliki.

Selain itu bagi perusahaan yang mau pasang advertising atau iklan, kami juga welcome.

MBA ITB Business Review selain didistribusikan ke Universitas-universitas, juga dikirim ke Perusahaan-perusahaan, Kementrian Keuangan, Kementrian BUMN, Kementrian Perindustrian, Gubernur Jabar, dan masih banyak lagi yang lainnya.

Spiritnya adalah lets sharing we have to improve nation competitiveness.

Berikut ini sebagian ‘image’ tentang MBA ITB Business Review.

[caption id="attachment_284" align="alignnone" width="71" caption="Contoh_MBA_ITB_Business_Review"][/caption]

[caption id="attachment_289" align="alignnone" width="72" caption="Contoh_MBA_ITB_Business_Review"][/caption]

MBA ITB Business Review Editor

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The Last Semester Cometh

As I approach the last semester, I can’t help but realise that the number of days left in college are fast depleting. I found this amazing video on YouTube by 2004-2006 batch of SCMHRD.

This is a must watch video which sums of our days at SCMHRD from classes to exams to everything during our stay here.

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Common Knowledge

Its funny how we learn unexpected things in a strategy course. I just watched a webcast of game theory. I learnt that, in philosophy, the technical term describing a situation in which two people get into an infinite spiral of “I know that you know that I know that you know that….” apparently is “Common Knowledge”.

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