The aim of Marketing?

Your opinion: The aim of Marketing? (Peter Drucker)

“The aim of marketing is to knoww and understand the customer so well that the product or service fits him and sells itself” – Peter Drucker

Did we lose (some) touch with this initial insight by mr. Drucker, looking at nowadays marketing?

Gianluigi Cuccureddu

Consultant ? Marketing Strategist ? Venture Advisor

In short, “yes”. I think that we’ve generally lost touch with those principles. It’s not just marketing products and services. It’s permeated our entire culture. Low-quality “shotgunning” has been slowly replacing targetted, quality interactions. Email customer support, recuriting by keywords, telemarketers, facebook friendships, offshoring and outsourcing, 500 channels and nothing to watch, disposable “everything”, etc. It’s hard to argue with the approach when you can spend next to nothing to saturate thousands with your message and get a handful of positive hits in a matter of minutes. Even if you take into account the number of people that you piss off in the process, the sheer numbers tend to make the behavior worthwhile. Why take the time to do it right when you can be “good enough?

I think that we’re coming to a point where people are going to be willing to pay more to get back that personal touch and connection. They’re starting to recognize that they’re being treated like mindless cattle. Taking the time to understand the customer needs isn’t the “given” that it used to be and Quality has been replaced by “I can live with that”. But I beleive that the pendulum is swinging back and a return to these principles is going to become the differentiator that raise organizations above their competition. (at least I hope so. The alternative is that we continue down the path of information/crap overload and our needs get lost in the noise)

What is the true sense of quality in IT projects?

What is true sense of quality in IT projects?

Hi all

Happy New Year 2009!!!

I am seeing some project management techniques and most of them are focused on quantitative approach.

How we can measure & manage knowledge & creativity in quantitative units? How much it is effective to achieve true sense of quality?

Is any project management technique is based on qualitative approach?

Please share your experience and opinion. It will be great help for me.

Thank you very much in advance.



Ram Srivastava

Team (Innovation, Marketing & Execution) Lead @ YMSLI. Open Source, LAMP, Agile, CMMI. Success story in recession!!

I have this discussion pretty regularly. Typically, PMs and PMOs become focused on budget and schedule to the exclusion of any other metrics or considerations. As indicators of general project health, they’re not bad. But when organizations start equating them with “project success”, We end up with projects that are deemed “successful” but often fail to deliver any business value. It also leads to a number of bad behaviors such as throwing warm bodies at late projects, skimping on QA, poor risk management, code-like-hell programming, requirements disconnects, poor documentation and traceability, etc. Personally, I believe that there is no greater threat to project success than focusing on the wrong metrics. The approach that I’ve generally tried to promote is a process-centric one. Establish the right processes and behaviors to capture and manage requirements, maintain stakeholder involvement, control changes and scope creep and to ensure proper QA throughout. Then measure process compliance and customer acceptance at each stage (quantitative) with customer satisfaction (qualitative) shortly after major milestones. In addition, when scoping the project, determine what the customer’s real KPIs (key Performance Indicators) and KGI/CSFs (Key Goal Indicators/Critical Success Factors) are and include them in the tracking processes. Having that discussion can be surprising. Unfortunately, you need to have somewhat mature processes to be able to implement something like this and you also need some sort of neutral oversight to review process exceptions to determine if the exception was appropriate or just laziness. A project shouldn’t be penalized for bypassing process steps that aren’t providing business value. However, those decisions need to be made consciously and with some form of review/audit to keep people honest.

Documentary Obfuscation for Titillation and Pecuniary Augmentation

Why do we write policies like this?

Dear friends,

Maybe you understand this – I don’t. Here is the opening paragraph to a prototype Employee Handbook, provided to free for all on the SHRM website. It reminds me of something from the Broadway spoof of corporate America, “How to Succeed in Business (Without Really Trying).” It was provided to SHRM by a law firm. Here goes:

Whether you have just joined our staff or have been at XYZ for a while, we are confident that you will find our company a dynamic and rewarding place in which to work and we look forward to a productive and successful association. We consider the employees of XYZ to be one of its most valuable resources. This manual has been written to serve as the guide for the employer/employee relationship.

WHY do we write employee communications in such a stilted, demeaning way? Does anyone talk like this? For one thing, “the employees of XYZ” cannot be “one of its most valuable resources.” “A dynamic and rewarding place in which to work” is one of those say-nothing, just-had-to-fill-the-space phrases that knock you over the head with their emptiness. You should see the rest of the manual! Do you know why otherwise smart people who can write killer marketing materials and compelling copy for the media and other audiences, almost always write this vapid crizzap when writing for employees?

Liz Ryan

Workplace Expert: Career Advisor, Speaker, Author, HR pundit; Yahoo! Hotjobs Networking Expert; BusinessWeek Columnist

Somewhere along the line, the general public has bought into the idea that verbal obfuscation is somehow synonymous with eminent prerogative and meritorious intelligence. (trans: If it’s hard to understand, it must be official or written by someone very smart 🙂 Along the same lines, a 500 page manual is somehow more valuable that a 10 page flyer (even if they contain essentially the same information)

As part of a process re-engineering initiative that I led, we went after documentation that had a low “signal to noise ratio” and had people rewrite them using the simplest wording possible (while maintaining the meaning, of course). In one case, we had a 50+ page manual reduced to a 3/4 page checklist. Even our legal department bought into the idea and reduced a huge software support agreement to a single page written in plain english instead of “legalese”.

I’m sure that if someone took a critical look at most of these “on boarding” manuals, most of them would reduce to a single page welcome letter with a bullet list of expected conduct.

Imagine the energy, fuels, time and resources that could be saved by removing all of the communication of “non-information”.

While I have a great respect for wordsmiths and authors, Corporate communications generally aren’t the place to flex your literary muscles. This is especially true in the age of globalization. Many people reading your memos and manuals may not be fluent in the language. Using flowery language and less common words will certainly lead to misinterpretation.

Check out the Campaign for Plain English: