There is a crisis of engagement. With 87% of employees disengaged worldwide, Gallup states in a 2016 report that “employee engagement has barely budged in years”. In the United States and Australia these figures are 68% and 76% respectively. These levels of disengagement represent billions of dollars in costs to organisations and governments.

Why are so many employees disengaged? How can organisations increase engagement? What effect do disengaged customers, students, welfare recipients and other stakeholders have on the bottom line and on organisational success? How can you find a superior means to overcome these engagement problems?

With a market in need of a viable solution, management has to address the symptoms, the foundations and find the solution, including a next generation of engagement tools.

Leaders MUST address the issues, the direct & indirect costs, the effect on customer experience, and the philosophies around minimising, and explore new & engaging methodology to deal with this problem.

MARKET STATUS QUO

Increasing employee engagement investments of 10% can increase profits by $2,400 per employee, per year. (Source: Workplace Research Foundation). Employers are rapidly catching on to the positive ROI of investing in their employee engagement efforts.

Highly engaged employees are 38% more likely to have above-average productivity. (Source: Workplace Research Foundation). This is a huge part of where we see increased profits coming from. Kevin Kruse (@Kruse) coined a great term to define this ripple effect that employee engagement tends to have on an organization, he calls it, “The Engagement Profit Chain”.

Companies that foster engaged brand ambassadors in their workforce report an average of 2.69 sick days taken annually per employee, compared to companies with weak engagement efforts, reporting an average of 6.19 sick days. (Source: Workplace Research Foundation). Sick days can be very costly in the way of lost productivity and reduced workplace morale. Reducing these costs is just another benefit associated with employee engagement efforts.

Companies with engaged employees, outperform those without by 202%. (Source: Dale Carnegie). “Employee engagement is the emotional commitment the employee has to the organization and its goals. This emotional commitment means engaged employees actually care about their work and their company. They don’t work just for a pay-cheque, or just for the next promotion, but work on behalf of the organization’s goals.” – Kevin Kruse

Companies that implement regular employee feedback have turnover rates that are 14.9% lower than for employees who receive no feedback. (Source: Gallup). This is a big one folks! There are a lot of estimates on the cost of employee turnover, and honestly, that number is going to be different for each employee, location and company. The exact number doesn’t matter as much as the prevention of that cost. What is employee turnover costing you?

Only about 25% of business leaders have an employee engagement strategy. (Source: Dale Carnegie). There’s another powerful statistic. The benefits of building an engaged workforce are undeniable, yet so many companies haven’t made the investment yet. This disconnect seems like the opportunity for a strong competitive advantage over the other 75% of companies who don’t have a strategy.

The numbers don’t lie, organizations are going to need to invest in employee engagement in order to stay competitive, drive productivity and improve the bottom line.

THE FIRST STEP

Leaders need to develop sincere, motivating, inspiring alignment of teams for many reasons… Remove silos, undo secret agenda, create unity of effort, inspire initiative, minimise mistakes, etc.

At Launch Engineering, we deal with this under the “8th “P” of Marketing, “Politics”… were we recognise that Internal Marketing is key to Marketing Strategy & Planning. Readers should contact Launch engineering or visit…

http://www.launchengineering.com/MissionVision.htm

 

 

Brand Equity Grows with Business Productivity from People

Engagement Levels Around the World

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Product Development that Wins Overwhelming, Profitable Sales

It is a mad world we live in… so close to the wood, we rarely stand back and enjoy the trees, let alone the whole forest. In MARKETING terms, we’ve been distracted by Marketing Communications (with all the digital hype) and forgotten the other 7P’s of Marketing.

If you do recall proper Marketing Management, just for a second, you’ll recall that new markets arise daily, and new products that better satisfy the needs of market segments are the fast road to blue ocean sales, profits, market share, success, and return on shareholders’ funds and outstanding EBIT.

Product Development Delivers Competitive Edge

The operational focus in FMCG led them to discover that over 50% of profits come from products launched in the past 3 years.

Clever strategic marketing by banks has helped them reap millions in extra profits, without increasing transactions, simply by developing new products that better match the needs and wants of certain market segments, while better matching the capabilities and efficiencies of their organisations.

Product Development Is Getting More Sophisticated

As New Product Development consultants, we have seen a constant sophistication since we began 19 years ago!

It is time to share new and proven updates on New Product Development… changes in thinking, methods, adaptations.. as well as a reminder of the basic Laws of Exchange and the correct strategic directions and actions to take in certain, pre-set circumstances.

For instance, in just a few years, the Stage-Gate process for New Product Development has gone from academic indifference to usage by 80% of USA corporations!

Training Workshop on 2016 Issues, Techniques & Methods In New Product Development

Why not catch up, train some new executives, revitalise some old ones, and tune-up your whole Product Development team by attending my upcoming Product Development course in Kuala Lumpur this June?

You can download a brochure from this link , http://j.mp/kl16prodDEV

Feel free to post questions in the comments section so I can reply and with answers that may help others.

It would be GREAT to see you there!

 

 

 

 

Virgin & Microsoft Declare War!

Bill Gates and Richard Branson are heatedly contesting in a “Dutch Auction” to buy the site http://www.prelaunchchecker.com, but their efforts may be in vain. with Rupert Murdoch has been secretly negotiating for the rights to the intellectual property that drives the assessment engine of the site.

News to hand is that Rupert Murdoch has been secretly negotiating for the rights to the intellectual property that drives the assessment engine of the site.

By now you might be releasing this is an April Fools announcement but, the pre-launch checker is a legitimate tool for making sure your product launch will go successfully.
You can review your launch for free, or opt to have a report generated so you can identify what areas need the most attention.
It might be worth a look, or even bookmarking.. Why not have a look at http://www.prelaunchchecker.com/

 

Product launches should never fail

Those who follow me, are aware that I ascertain new product launches should never fail.

Of course this follows from the fact that products don’t fail… businesses don’t fail… it is MANAGEMENT that fails to do its job properly, who truly fail.

How Do Executives Allow Product Launch Failures to Happen?

But is it their “fault”?

Perhaps modern-day executives are victims of the business education they have been fed, or the hype delivered by self-promoted NPD ‘experts’ who push flawed theory upon susceptible executives.

Models that are popular these days include the new product development wheel (which I admit to having taught, in the past, at postgraduate level myself) and the Stage Gate model (the NPD wheel re-packaged to seduce operational marketing folk with summarial simplicity)… BOTH limited and incomplete as management tools .

Given the limited delivery of academic acumen, it follows when Product Development teams are employed according to their knowledge of such tools, when business teams meet, committees are formed, and decisions are made they are made on the premise that these models are valid; its no wonder that product launches end up being risky, or unsuccessful.

Its kind of like a meeting of the the flat-earth society…. every decision that flows is built upon belief in a model that is simply flawed… so outcomes must be equally as flawed.

Methodology that starts with “idea generation” as Step One…. is dooming you to an 80% failure rate.

  • Idea Generation must FOLLOW discovery of market needs, wants, desires and aspirations.
  • Idea Generation must Be founded on Purpose, Mission and Vision.
  • Idea generation must contextual to the resources available to the organisation.
  • Idea Generation must to FOLLOW discovery of market needs, wants, desires and aspirations.

“That stifles creativity and innovation” cry the masses of self-proclaimed innovation & ideas experts (some of who are clever guys).

So might it be, but there ARE better ways paths to new product development for commercial success than the two mentioned above.

Anyone, globally, should bookmark & use http://www.prelaunchchecker.com to ‘test’ if your product launch idea has merit…

For folks in South East Asia, click this link to find out about my 2-day Product Development workshop this June in Kuala Lumpur, Malaysia. You can find out more by visiting, http://www.yf-asia.com/product-development-for-bullet-proof-product-launch/

If every SMB used a QUALIFIED marketing consultant there would be  a LOT less SMB’s but a LOT more successful corporations. If not, they’d either be large businesses, merged businesses or different businesses.

Small businesses are, far too often, stunted by the limited skills, incompetence, or timidness of the Owner, CEO, major shareholder.

Qualified Accountants, aggressive Sales executives, IT buffs, Workplace bullies, proud tradesman and rich kids can all end up owning or running a business. They are not bad people, and CAN be successful business managers, if they open their minds to, and receive, GOOD business advice.

Did you know advanced marketing training includes CORRECT responses to make for differing market and business conditions, and the Strategic directions and setting certain business circumstances and avoided in others is an area MOST people don’t assume falls under the responsibility of Marketing Management?

Big companies support heavyweight bureaucracy , sometime crippling politics, excessive salaries in top heavy management structures, and other IN-efficiencies of scale because they embrace productive business disciplines and scientific business principles.

SME’s are more likely to make decisions based on emotion, limited experience and education, the way they’ve always done it, or the cheapest option (likely to be the worst choice)…

Only advanced marketing professionals possess the balance of training and skills in the broad plethora of marketing disciplines, that include:

– Distribution Analysis & Strategy
– Buyer Behaviour Analysis
– B2B strategic methodology
– Marketing Accountability Analysis (ROI, Forecasting, Performance Assessment, Net Marketing Contribution)
– Marketing Communications theory specific to the unique factors of an individual business – rather than those that may be seen to have worked for other businesses
– Pricing Methods and Strategies
– SCIENTIFIC New Product Development
– Understanding of the factors that generate Sustainable Competitive Advantage
– Marketing planning >>> Resource planning >>> Management
– Brand equity, brand portfolio strategies, brand life cycle, etc.
– STP (Segmentation, Targeting, positioning)
– Innovation types, product types, life cycle types, gap analysis..
– The right use of digital, when analogue is still better, and how to maximize returns from both media options

…. and so much more!

The great Conundrum of Marketing is that decision-makers often know so little about the depth and breadth of Marketing, and self-proclaimed marketing experts who are perceived to be good at “Marketing” when their strategic skills are all but absent, far out-number those with REAL skills and true knowledge.

When leaders find the latter, and IF they listen, THAT is when a business prospers… A GOOD Strategic Marketing Consultant will more than pay for themselves (many times over) – that is HOW to recognize a good one, and that is why SMB’s/SME’s should search for and hold on to, a qualified strategic marketing consultant.

Some of my followers might recall that I lectured in Marketing Planning at UTS Graduate School of Business between 2003 and 2009.

Others might remember I have written Marketing Plans for national and international companies, many FMCG,  pharmaceutical and consumer durables, a plethora of other big, small & medium companies, both B2B and B2C.

I may have mentioned that I routinely travel to Asia to deliver commercial workshops on Marketing Planning to executives of large national and international companies.

Consequently, I have spent some time and effort to develop an approach to Marketing Planning that takes:

  1. the profit generating tools from academic Marketing Planning, and
  2. the commercial implementation and reality-checked truths of Marketing Planning in the business world,

… and merged and coordinated both, to put together a Marketing Planning workshop designed to help professional marketing and strategic planning executives write break-though, winning marketing plans.

I’m delivering this  richly empowering “how to” this coming February 17 and 18, in Sydney, so I’ve attached a link to a page where you can get a brochure and more info, and I’d be thrilled if you, others you think might benefit, or professional colleagues who could do with some finesse in Marketing Planning, could attend.

I trust that you will give this some serious thought and, if its not for you, pass it on to someone who you think could use the knowledge.

You’ll be able to download the brochure, find information and booking options at..
http://j.mp/KOmktgPlans

And please feel free to comment with your thoughts on the content, or any questions.

Bottom line? Business success is the power of an organisation to embrace and support “Marketing” – not the lay person’s understanding on the word, which is usually “advertising”, “selling” or synonymous with “promotion”… and not the common executives understanding that is vaguely of completely unaware of the Hierarchies of Marketing, but the true, holistic understanding of “Marketing” as the complete and disciplined skill set that coordinates and controls “the management of exchange”.

In the business world, inclusive of $20M per year corporate executives, powerful money managers, billionaire entrepreneurs and powerful motivational speakers, only a small percent truly understand the nature of Marketing and it extensive power.

“Marketing” permeates through organisational behaviour, financial management, production management, human resources, legal and compliance, logistics , I.T. and every other business discipline within commercial activity.

Experts, properly trained, in “Marketing” SHOULD be leading companies, or at least in positions of power within a Board of Directors… but too few people understand what “Marketing” is… what a “properly trained” marketing person has within their skills set, and MOST importantly, how hopelessly inept non-marketing trained executives can be a building strategic, long-term immortality into their organisations.

Every week, I see and speak to leaders of big companies who stare at me like confused goldfish when I tell them there is a better, more profitable way.

Their arrogance and their ignorance, (9 times out of 10) means their stumble on in the false belief they know better… while investors lose millions, trusting employees lose jobs, economies suffer sub-optimal economic benefits and waste pervades the commercial universe.

6000 staff are about the be needlessly laid off by Malaysian Airlines because their (operational) management can’t see a way out of their situation.

Telstra Australia loses at least 7% of it potential revenue because senior management wont listen to proven marketing theory.

An Australian leading health food company has troubled division because they have delegated strategic responsibility to operationally potent, but under trained, middle management.

Macquarie Bank arrogantly throws its weight around to strip money from assets when greater profits than they imagine lay hidden beneath the surface in the purest form of “success leads to arrogance leads to failure” stereo-type on the modern era.

This is all happening now while quiet achievers are doubling sales, increasing profits by 25%, scalping competitors in FMCG by as much as 5%, or launching a succession of products with no failures.

I’d love commentary from those that agree, AND from those that disagree AFTER they’ve taken time to read my free -e-book, available from j.mp/ALLmktg