AU Blogspot

 
                 Thanks to Han Lee for permission to use this Photo.

I have found in my many years in the advertising business that a way to keep perspective is to know and respect the customer.  For example, if you are developing advertising for a restaurant, go to the restaurant and experience it as a regular customer.  Observe the service, the menu, the décor, and the atmosphere.  Observe the customers around you.  Are they families or single persons?  Do they appear to be locals who live in the area, or are they visiting from far away?  How are they dressed?  What items are they ordering?  Observe the staff.  Do they seem happy or harried?  How much time do they spend conversing at each table?  These kinds of first-hand observations can add knowledge that research figures cannot provide. This is especially true in Internet marketing. 

Your web development team has just finished creating a whole new web design for the company.  However, many times the company finds out that regular users can find a web site confusing.  Because it is so easy for someone to abandon a site in the middle of a shopping experience, it is essential to ensure an easy navigation system for the most basic of users.  Many companies will bring in focus groups consisting of people in their target market to click through the proposed site design and make any suggestions before the site goes on line.

If you are working for a company that manufactures parts sold to other businesses, visit those businesses, if possible.  Talk with the people who actually use the parts to assemble the final product.  Find out what they think of your product versus that of the competition.  What do they think of the advertising for the parts?  Is it truthful?  Is it meaningful to them? 

As I discuss throughout Ashworth’s Internet Marketing Program, the best business owners and managers stay in touch with their customers.  There is no substitute for meeting the customers and the people responsible for selling your product.

Cheryl Syrett
Internet Marketing Instructor
Ashworth College School of Business 

 
                        Image courtesy of fromasecondstory.

Formal leaders do not hold a monopoly on power.  In fact, it is often individuals with unimpressive titles who wield great power in organizations.  In many of the organizations in which I have worked, administrative assistants have had tremendous power.  Because of their role in the organization, the administrative assistants often knew about organizational changes before most employees.  In addition, administrative assistants served as gatekeepers, allowing only certain people access to key decision makers.  While the title administrative assistant may not conjure images of power, it is often a very powerful position.   

An administrative assistant is only one example demonstrating how employees who do not possess lofty titles may wield significant power.  Line-level employees are often the face of the organization to the customer.  Think about the number of organizations you interact with each day in which you speak only to customer service representatives, either in person or over the phone (at airlines, banks, and insurance companies, for instance).  These front-line employees hold tremendous power, and their actions shape your impression of the entire organization.  In addition, front-line employees often see problems and opportunities those in formal leadership positions miss. In his book, Leading Up, Michael Useem discusses the significant power held by line-level employees and believes that those who are not in formal leadership positions must “lead up,” or lead the leaders, for organizations to be as successful as possible.

“Leading up” means providing accurate data and not withholding information or being afraid to speak to a superior.  Useem states that leaders today are not just bosses; they are the bright and ambitious line-level employees who take charge despite their lack of stature in the organization.  

This raises a point I feel bears repeating.  As you study leadership and investigate the leadership potential within yourself, you may have decided that you are destined to be a leader and therefore must attain some lofty title such as president or chief executive.  However, leadership is not determined by the position or title you hold in an organization.  Remember that you are able to demonstrate true leadership and possess significant power regardless of the position you might hold.  You should never underestimate the power of understanding your job, your customers, and even your boss, and the subsequent value an organization places upon individuals who do understand those things.   

In fact, there is a danger in attaining a formal leadership title too early in one’s career.  One who chooses to lead without a formal title must develop skills those with formal leadership titles do not necessarily need to gain compliance.  For example, someone with the title of president or vice president can simply issue orders if he or she feels something needs to change, and based upon the power of the position, people will generally comply.  However, the leader without a lofty title must influence others to change.  Leading change without a formal mandate to do so requires influence skills, the ability to understand others’ perspectives, and the ability to build coalitions. 

All leaders should possess these skills in order to be truly successful.  However, these skills may not be developed as fully if one is placed in a formal leadership position too soon.  While leading from a formal leadership position poses challenges, overcoming challenges while leading without a formal leader’s title or job description is often the best preparation for the “big” job. 

Tonya C. Crombie, Ph.D.
Management Instructor
Ashworth College

“Fashionista” here at my fabulous local library again.

That’s right, I took another test and completed Lesson 3 on consumer behaviour.  I am on a roll… 

It was another informative chapter on the consumer buying habits—the “why, when, and where” of it all. This lesson really gave me a better understanding for and a direction of who I want my target consumer to be. I already had a good idea, but this lesson REALLY helped me to better understand my target consumer.

So, what are my dreams, goals, and aspirations?

I WILL become the successful owner of a small specialty store that caters to the more curvacious women in the nation. Yes, I said the NATION.  

Starting with one store here in my new home city, I plan to make waves that will eventually lead to a tsunami.  I’d like to open chain stores in not only the major cities like Atlanta, Miami and New York, but smaller cities too.  

Even small towns have divas…

My chain stores will carry clothing that I purchase carefully as a buyer for my target market.  Once my chains are up and running, I will then open up a few boutiques featuring custom designs by myself and other fashion minded designers.

I want to be a Brand. Clothing, shoes, accessories—the works!  

Fashion week! Global recognition!  Non profit organizations for the empowerment of young women!

I guess you could say I want it all. But hey, why want less if I can strive for much more? 

Evita a.k.a. “Fashionista”
Student
Ashworth Fashion Retailing Program