Archive for May 3rd, 2010

One of these things is not like the others …

May 3, 2010

Remember the Sesame Street skits where — as a kid — you had to identify that in a group consisting of an apple, an orange, a dog, and a grapefruit that the dog “wasn’t like the others” ?

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Let’s play that game again.  Here’s the group:

(a)  “When you spread the wealth around, it’s good for everybody.”
http://www.youtube.com/watch?v=RZcEHLr4gBg

(b) “I do think at a certain point you’ve made enough money.”
http://www.realclearpolitics.com/video/2010/04/28/obama_to_wall_street_i_do_think_at_a_certain_point_youve_made_enough_money.html

(c) “There will be time for them to make profits … now is not that time.”
http://www.realclearpolitics.com/politics_nation/2009/01/obama_now_is_not_the_time_for.html

(d)  “I’m not anti-business … or anti-capitalism”
http://www.businessweek.com/magazine/content/09_32/b4142000676096.htm

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If you were raised on Sesame Street, you probably picked (d) … correct.

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There are a bunch of ironies:

(1) Some people seem genuinely surprised these days that Obama is trying to spread the wealth around … geez, he said he was going to do it and people voted for him and his ideas.  As the President likes to say (over & over & over): elections have consequences.

(2) Apparently $5.5 million per year is below the threshold of “you’ve made too much money” since that was what Obama raked in last year while in his $400,000 per year job as President … hmmm.  Remember in a debate John McCain answered “what’s rich?” with the answer: $5 million … double hmmm.

(3) Jobs, jobs, jobs … if the Dems have an Achilles Heel this November it’s the unemployment rate.  Other than bloating the government bureaucracies and watchdog agencies, where does the President think the jobs are going to be created?  Does he really think that he can rally American businesses by constantly vilifying them — one after another?  I guess the approach might work, but I’m taking the under bet …

Posted in Obama - Promises Made & Kept, Obama Administration | Leave a Comment »

It’s Powerpoint’s fault … oh, really ?

May 3, 2010

The article below has gone viral, providing ammo for folks who dislike Powerpoint presentations.

To me — an avid Powerpointer —  the argument is downright laughable.

It’s a bad idea to get somebody to organize their thoughts and present them in a logical sequence?  Better to let them ramble aimlessly and hide behind undocumented points-of-view?

If there’s not enough information for deep understanding, then demand it !  There’s plenty of space on a Powerpoint slide and in appendices.

Takes too much time to prepare?  Try writing a 5 or 10 page memo.  Knock it out in less time?  Call me skeptical.

You think Powerpoint pitches are mind-numbing?  Then what do you think about windy teleprompter speeches?

As the saying goes: slides don’t kill, people do …

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Excerpted from NY Times: We Have Met the Enemy and He Is PowerPoint, April 26, 2010

PowerPoint has crept into the daily lives of military commanders and reached the level of near obsession.

“PowerPoint makes us stupid,” says Gen. James N. Mattis of the Marine Corps, the Joint Forces commander.

Brig. Gen. H. R. McMaster banned PowerPoint presentations … and likens PowerPoint to an internal threat.

“It’s dangerous because it can create the illusion of understanding and the illusion of control … Some problems in the world are not bullet-izable.”

In General McMaster’s view, PowerPoint’s worst offense is … rigid lists of bullet points that take no account of interconnected forces. 

Behind all the PowerPoint jokes are serious concerns that the program stifles discussion, critical thinking and thoughtful decision-making.

“Death by PowerPoint,” the phrase used to described the numbing sensation that accompanies a 30-slide briefing, seems here to stay.

Commanders say that the slides impart less information than a five-page paper can hold, and that they relieve the briefer of the need to polish writing to convey an analytic, persuasive point. Imagine lawyers presenting arguments before the Supreme Court in slides instead of legal briefs.

No one is suggesting that PowerPoint is to blame for mistakes in the current wars, but the program did become notorious during the prelude to the invasion of Iraq.

Full article:
http://www.nytimes.com/2010/04/27/world/27powerpoint.html?emc=eta1

Posted in Powerpoint pitches | 2 Comments »

If you’re looking for profit, don’t overlook the power of pricing

May 3, 2010

Key Takeaway: There are many ways to drive profitability for your brand. While line extensions, increased unit sales, and cost reductions may increase the ever-important bottom line, pricing strategies may be the most overlooked options.

A sound pricing strategy has the potential to improve profitability more than other tactics, as any change in price will inevitably trickle all the way down to the organization’s overall profits.

By knowing your market, establishing target prices, and giving consumers options at different price points, you will have the potential to improve profits for your existing brand or line your new business up for success.

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Excerpted from Businessweek, “Effective Pricing Strategies to Improve Profits” by Tapan Bhatt, April 19, 2010

Current turmoil in the financial markets, highly competitive markets, and downward pressure on product prices strain the profits of companies both large and small. Now more than ever, companies must turn to the most influential, yet overlooked driver of profits: active price management.

Improve price responsiveness. To prevent margin erosion, companies should continuously fine-tune pricing across products and services so that it aligns with prevailing market conditions. Communicating prices across the network of sales reps, partners, and distributors also arms teams with the pricing data they need to compete effectively.

Address low-margin business. Companies can accurately identify low-margin business and associated root causes to make informed decisions as to whether certain deals make strategic sense despite low profitability. This way corrective action can be taken if needed.

Tighten cost-to-serve recovery. Tough economic times demand tighter cost-to-serve policies. Companies can classify customers into categories such as “strategic” and “opportunistic” to ensure appropriate cost-to-serve recovery for opportunistic customers while serving the needs of strategic customers.

Set granular pricing. Rather than using an ad hoc approach, companies should set prices and negotiation guidance according to different customer segments. Segment-specific pricing considers factors such as customer perception of product value, prevailing market conditions, and position vs. competitors.

Control “maverick” selling. The absence of guidelines on pricing negotiation, or the ability to enforce them, creates substantial variability in negotiation outcomes. Companies can increase negotiation consistency and improve margins by establishing target prices, approval levels, and floors.

Edit by JMZ

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Full Article:
http://www.businessweek.com/smallbiz/tips/archives/2010/04/effective_prici.html

Posted in Mktg - Pricing | Leave a Comment »