LURING STRATEGIES

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Status: Finished  |  Genre: Other  |  House: Booksie Classic

Submitted: June 23, 2019

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Submitted: June 23, 2019

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Human beings become cognizant only when started interacting with other human beings and nature around. So, innate human intelligence should always be smart-dusted with co-factors. Devoid of such co-factors, intelligence may be manifested but not to the fullest level; outcomes can be erratically unjust by mere impulsive and juvenile endeavours.

Suppose if we discuss intelligence issue in the corporate segment, can we say intellect alone be effective for predictive outcomes? Is it possible to apply intelligence without important co-factors such as information, observation, thinking and application of logic in today’s corporate sector from gathered field-level statistics?  So do innovative companies. After innovation, companies are optional to create a revenue through sales.

As a professional, when I was at the top of my consultant career, I had been lured into many transitory job enticements especially to join as Head of sales. To tell denial, I had to balance emotional reactions and psychological forces for the fear that my consultancy with those offered companies should also be at risk. Likewise, often professionals at the helm of affairs are in the same state of emotional dilemma as I faced. The emotive reactions are bound to happen to what is heard or being challenged with, let we explore that in this article.

John Sculley was vice-president of Pepsi-Cola during year’s from1970 to1977. Later he became the president of Pepsi-Cola from1977 to 1983. Sculley was renowned as an expert in marketing because of his early successes, notably his introduction of the Pepsi Challenge, which allowed the company to gain market share from primary rival Coca-Cola.

Steve Jobs and John Sculley grew into a close friendship as they were on the same wave-length. Basing on that friendship, in 1983, Steve Jobs invited John Sculley to join Apple. Jobs apparently persuaded him with an interesting question.

“Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world by joining Apple?”

In asking this question, Jobs had brought-in a potent advantage on his side by stirring “the deep-seated human desire to do meaningful work”.

That was an amazing question to lure another potent guy to join his working company.

STRATEGIES IN LURING:

The reasons for luring the gifted-individuals maybe many and vary. But the commonality is - in a world that is progressively designed by exponential vicissitudes in technology; new openings are ascending at an ever more rapid rate. So much so, risks are also escalated equally because of accelerating change and increasing uncertainty. So, visionaries and high-end leadership attempt to off-load their responsibilities to right empowered individuals.

In Steve Jobs and John Sculley case that could have been happened, a part of the then talent-acquisition strategy at the helm of affairs.

We find answers only when we question ourselves rationally such as:

Suppose, if John Sculley’s credibility was being put to examination? 

Or

Business astute in selling sugared water was different from Innovation-oriented Company like Apple’s products.

Did Steve Job provoke or mentally-tease him?

Or

Was John Sculley being undermined?

Well, not exactly. What I felt when I studied this in Business week in the way back, in a world of hastening modification and growing reservations, even the largest companies might have necessity to reframe their internal leadership or fill-in vacuum from external sources. Maybe, Apple needed the sales-leadership to escalate Macintosh Office, which was a laser printer, a laser writer, postscript fonts from Adobe.

The Macintosh range was good but sales were very bad.

Apple’s future vision under Steve Jobs was pure market-oriented, consumer-centred and research-driven.  So Steve Job might have envisaged Apple’s future marketing network from his quixotic panoramic view or helicopter vision.

We all know that Marketing is macroscopic abstract with thorough understanding from a microscopic understanding of consumers’ needs to the last-man-standing service to consumers by respecting country’s or provincial consumers’ sensitive issues related to social, age, varied needs, religious beliefs, geographical insights and genders etc.  

The tech. products and abstract-arts are complex product-mix to promote. Instead of tech. products let us take the abstract-art painting.

Suppose a Global abstract-art endorsing company has taken initiative to demonstrate its portrait on a launch-pad beneath focus light in an art museum.  Few Indian posh families are making footfalls.

When children see that female abstract painting, they could not make out anything out of it.  Teenagers to middle age men see it, their attention emphasis is more on the female protuberant anatomical curvature. If an old man sees it, and for him, the abstract-art is conjugal bliss and often recalls his reminiscences. The high-religious priest sees it, he felt sorry for having gone to such places.

The Marketing-interested professional can unravel the human affiliations at different stages of life but the sales executive can never absorb the trajectory trick.

A more useful definition in this regard might be that someone who sees an opportunity to create value and is willing to take a risk to capitalize on that opportunity has to accept challenges. So, it is worthwhile taking a risk by identifying the elements of opportunity spotting, risk-taking, and value creation.  

Inspired few and experienced many professionals may spawn many ideas but all ideas cannot be fruitful. These professionals have been trying with new-fangled examples to achieve some level of strata in scalable competence of sales domain ignoring marketing concepts.  It is a futile exercise.

Likewise, in our personal lives, we must know to market ourselves rather than sell ourselves for Friends-ship sake, new positions or perks and few bucks’ elevations. 

The difference between Steve Jobs and John Sculley was like that of the difference between marketing visionary and Sales magician. Steve Jobs needed man-marking player to develop sales for Macintosh range to evade deteriorating perceptions, frustration, sadness in employees, shareholders and disgust often followed setbacks.

Any hierarchical executive intends to depart the working organisation for betterment, ask your trusted-peer in the working company.  Then ask family members.  Finally, based on your niche, expertise, job-related skills, talents you can further develop in new offering and love for the job are important, you take a decision.  Do not change just for the sake of money and friendship.

Above all, every time you leave the working company for better predictions, you are just sheep-dipped for nothing and you are starting from group up.  

After all, all great organisations are built by employees’ loyalty and leadership ability. Loyalty is the consequences of leadership in organisations and lastly, Leadership is the touchstone of competence. Even in choosing a Job, Be a leader and Market yourself instead of selling yourself for a few extra bucks.


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