"There is a service waiting to be born."
The truly revolutionery impact of the information
revolution is just beggining to be felt. But it is not information that
fuels this impact. It is something that practically no one foresaw or
even talked about fiftenn or twenty years ago: e-commerce - that is, the
explosive emergence of the internet as a major, perhaps eventually the
major, worldwide distribution channel for goods, for services, and,
surprisingly, for managerial and proffessional jobs. This is profoundly
changing economies, markets, and industry structures; products ands
services and their flow; consumers segmentations, consumer values, and
consumer behavior; jobs and labor markets.
New and unexpected industries will no doubt emerge,
and fast. There is a service waiting to be born.
Fast-Forward to 2015. What are three entirely new businesses that will
emerge in your industry from technological development that you can
MANAGING IN THE NEXT SOCIETY.
Converting good intentions into results
"It's much easier to sell the Broklyn Bridge
than to give it away."
The nonprofit institution is not merely delivering a
service. It wants the end user to be not a user but a doer. It uses a
service to bring about a change in human beings. It attempts to become a
part of the recipient rather than merely a supplier.
Nonprofit institutions used to think they didn't need
marketing. But, as a famous old saying by a great nineteenth-century con
man has it, "It's much easier to sell the Broklyn Bridge than to
give it away." Nobody trusts you if you offer something for free.
You need to market even the most beneficial service. But the marketing
you do in the nonprofit sector is quiet different from selling. It's
more a matter of looking at your service from the recipient's point of
view. You have to know what to sell, to whom to sell, and when to sell.
The mission of the Salvation Army is to make citizens out of the
rejected. How does that service look from the recipient's point of view?
How should the Salvation Army market that service?
MANAGING THE NON-PROFIT ORGANIZATION.
"I never stop myself from asking whom ever I run
into-cab drivers, people at airports, moviegoers on line-what they think
about cars or cookies or computers or whatever we are working on. The
future is out there in the world, and the one place you won't find it is
the place where most people look for it. Its not in your office."
FAITH POPCORN, American business consultant,
co-founder and CEO of BrainReserve and author.
"I am not pretending to know all the answers. In
some cases I am still learning what the questions are!"
LANA TURNER, (1920-95), American Actress and Author.
"The one minute managers symbol- a one minute
readout from the face of a modern digital watch- is intended to remind
each of us to take a minute out of our day to look into the faces of
people we manage. And to realize that they are our most important
KENNETH BLAQNCHARD, American educator, management
consultant, Trainer and author, Lecturer, comunication consultant and
"An individual without information cannot take
responsibility: An indivaidual who is given information cannot help but
JAN CARLZON, Swedish Business Leader, formaer CEO of
Scandinavian Airline system.
"Smart peole make mistakes. But dumb people make
the same mistakes over and over again."
"A fear of having to admit having been wrong or
of making a mistake should not be impediment to taking salvaging,
corrective action. If more entrepreneurs and private company investors
or angels... were to invest using more consideration and therefore more
slowly, and exit from declining situations more quickly, they would die
ARTHUR LIPPER III, American businessman.
"Problems are only oportunities in work
HENERY J KAISER, 1882 - 1967, American industrialist
and founder of more than 100 companies.