How to Manage. Nine ‘Must-Dos’ For Managers Who Aspire to Succeed

The book and library shelves groan from the amount of books that tell you how to manage more effectively. And if you have the time to pore through these tomes, there are bound to be some gems to be found. When we (Jarvis Finger and I) wrote our best-selling management books, we identified four main qualities of people in management positions. These were as follows.1. Most people become managers ‘overnight’ with limited preparation for their new roles. A successful salesperson, for example, soon becomes the sales manager; an enthusiastic and thorough auditor is soon promoted to audit manager. And one of the ‘rewards’ for their success is an increasing amount of management responsibilities.2. Most people don’t have the time (or the inclination) to read all of the management literature in their field – to be ‘rewarded’ with one or two ideas. If only someone else were able to do this for them! We started with Management in a Minute, progressed to Just About Everything a Manager Needs to Know, and arrived at The Management Bible and The Online Manager (TOM).3. Most managers today have, of necessity, to become ‘generally’ responsible, with a working knowledge of a broad range of issues including substance abuse, sexual harassment, diversity in the workplace, grief counseling, security, and workplace health and safety.4. Most managers can’t be expected to know everything. Instead, they need to know where to go when they need to know. Albert Einstein brought this to our attention decades ago.Our contributions on how to manage even more effectively are available for all the world to see. Here are nine things you must do if your management is to continue to improve.1) You must never tolerate unacceptable behavior from employees. One of your key tasks is to create a culture that makes your workplace a place where people want to be. If you’re going to achieve that you will need to crack down on ‘bad’ and reward ‘good’ behaviors.2) You must build strong personal rapport with staff. Gaining the trust and confidence of your people will enable you to have open communication that is a necessary requirement of successful management.3) You must set clear goals and, where possible, involve staff in the establishment of those goals. Once those goals have been set, you need to communicate these regularly to your staff–on a weekly or monthly basis.4) You must realize the importance of staff rewards and recognition. Whether it’s something as straightforward as a thank-you note or dinners-for-two. You need to ensure that the form of reward is valued by the recipient: reward need not mean ‘money’.5) You must look for opportunities for people to develop. Self-development can take the forms of promotions, external training, or giving increase responsibilities with corresponding freedoms.6) You must confront problems head-on when they arise. Failure to act is not something that you want to be recognized for. And when you’ve taken appropriate action, spend time discussing the problems and actions with those immediately concerned.7) You must reduce or eliminate bureaucratic regulations (get rid of so-called ‘red tape’), recognize individuals’ and group contributions, and focus on creating a fun environment. At the same time, you need to make sure that people are doing what’s required of them-not necessarily their ‘best’ but what achieves the desired outcomes (sometimes ‘best’ is not good enough).8) You must persuade those people whose contributions you value to stay and encourage those who don’t have anything meaningful to offer the organization and customers to find a place that best suits their way of operating.9) You must make use of key resources such as The Online Manager (TOM) and The Management Bible. What Albert Einstein called ‘lumber knowledge’ (storing stuff that you think might someday be useful) is unlikely to help make you a better manager.

2 Things You Need To Know About Successful Marketing On The Internet

Most people who offer advice on how to market products on the Internet don’t know what they are talking about. Most of the advice is a rehash of advice given to people 20 years ago about using direct mail letters, classified advertising and other forms of direct marketing, and then applied to the Internet.And most of the advice is wrong, wrong, wrong.In a series of articles in this department, I’m going to tell you what you need to know about successfully marketing your product or service on the Internet. And I’m going to tell you why so many people fail to do it right.Internet Marketing is a Game of Two HalvesMarketing on the Internet can be summarised with just two basic strategies – these are either Push Marketing or Pull Marketing. Here’s what I mean.1. Push Marketing Push marketing is pretty much what it sounds like. It is the strategy of ‘pushing’ your product ads into the faces of potential customers, hoping that if you ‘push’ enough, you will eventually find buyers. Prime examples of Push Marketing on the Internet are spam email, pop-up ads, and intrusive banner ads. All try to ‘push’ their way into your focus, and get you do something you really had no interest in doing. Most of the self-proclaimed Internet marketing ‘gurus’ advise you to heavily invest in ‘push’ marketing techniques. (Most of these same gurus don’t bother to mention that the three things consumers dislike the most about the Internet spam, pop-up ads, and intrusive banner ads – all push marketing.)2. Pull Marketing Pull marketing is the strategy of offering detailed content, information, tools and resources on a specific topic, which serves as a ‘magnet’ to pull visitors to your site when they search for that information in the search engine. Pull Marketing works because most people who use the Internet are in ‘search’ mode – searching for a solution to a specific problem or a specific product they wish to buy. Internet users in search mode use the search engines as their ‘find it fast’ tool – particularly Google. They go to Google, type in the item or solution they are searching for, and then view a list of sites which may offer the resource they are searching for. When they find a site offering solutions, they are ‘pulled’ to the site by the content or resources on that site. When they get to the site, they already know what they want, and if they find it there, they often buy on the spot.The vast majority of purchases made on the web are made as a direct result of ‘pull’ marketing. A web user searches Google for a specific product, finds it on a site, and buys it. No banner ads, no spam, no pop-ups involved.The real reason most people use the Internet is that they can find almost anything they are looking for – solutions to problems or products to buy. They start at the search engine, and are ‘pulled’ into the sites that have what they want. Pull marketing is the natural behaviour of the vast majority of Internet users.Push or Pull?Most of your Internet marketing ‘gurus’ will tell you to concentrate your Internet marketing efforts on different forms of Push Marketing. And most of these same people just so happen to have a push-enabling product to sell you. In fact, if you check, you’ll find that most of these marketing ‘gurus’ have never sold anything themselves except their Push products. Most seem to work on the ‘bigger fool’ theory of marketing – which is the belief that there is always a ‘bigger fool than me’ out there willing to fork over money.If you look past the marketing gurus and start to track the success stories of small companies and individuals on the web, you’ll see that the real success stories invariably attribute their success to ‘pull’ marketing. They created resources on a specific subject or topic, the search engine gave their sites high placement for key words relating to those topics, and visitors found the site through the search engines.The vast majority of these small sites never used spam, never used pop-ups, and never used banner ads. They just provided resources on their sites which acted as a magnet to pull visitors to their site. And it is unlikely you’d even know about these sites unless you searched for the solutions or information they offer.Lotto Mentality?I think the major reason we still see so many people get involved with the kind of Push Marketing consumers so deeply despise is that many would-be entrepreneurs have ‘Lotto mentality’.They think that paying for a spam campaign, or obnoxious banner ads, or intrusive pop-ups can overcome having an unwanted product. And they think if they send out millions of emails, surely enough fools will fall for the offer to make the seller some money.Truth is, it rarely ever happens. Instead, in the case of the spammer, the spam creates angry consumers who complain to the seller’s web host, and the site is taken offline. If the seller is unlucky, he will become the target of the spam vigilantes who make it a personal vendetta to cause grief to spammers.My advice – when it comes to Internet Marketing, avoid intrusive Push Marketing. Instead concentrate on building a content rich ‘magnet’ site which pulls those with a specific interest to your site. Create the kind of site they will want to visit often, recommend to friends, and add to their favourites list – and you’ll be on the road to success.

Taiwan Fibre Industry: Shift In Production Base

Global demand of man made fibreWorld demand for manufactured fibres is projected to increase 5.4 per cent annually to about 44 million metric tons in 2005, valued at US$120 billion. Manufactured fibres will continue to increase their market share at the costs of natural fibres expanding to nearly two-thirds of total mill fibre consumption in 2005 based on expanding applications in apparel and home furnishings, as well as continuing strength for synthetics in tufted carpeting and industrial applications.It is noticed that, in the future, the contribution of natural fibres will decrease as the contribution of artificial fibres rises. It is projected that 65 million tons of synthetic yarn will be produced globally in 2010; nearly 30 million tons of which will be polyester, 4 million acrylic, 5 million polyamide and 2 million cellulose.Taiwan’s man made fibre industryIn the last five decades, the textile industry has created an important position in exports, earning huge revenues of foreign exchange for Taiwan. Though, in the second half of the 1980s, many problems like labour shortages, increasing overhead costs, prohibitive land prices and environmental protection forced many textile houses to relocate a part or all of their production to Southeast Asia and China in order to stay competitive.Hence textiles are called as one of Taiwan’s labour-intensive “traditional industries.” Those textile companies that stayed in Taiwan were forced to improve. Small, family-run businesses have been transformed into medium-sized or large companies, with cost-effective measures and new management practice to enhance quality and productivity. Since Taiwan does not produce cotton, wool, silk, linen, or other natural raw materials, the domestic textile industry has developed man-made fabrics, which have demonstrated to be outstanding options to natural products.Taiwan’s petrochemical industry covers 50 upper and middle-stream producers located at Kaohsiung. In 2002, the industry had a production value of US$17.6 billion (apart from textile and plastics related industries), of which 62.7 per cent was sold in the domestic market. Taiwan’s petrochemical production capacity, as calculated by ethylene output, was capable to fulfill about 94 per cent of actual domestic demand in 2002.Today, Taiwan’s man-made fibres have gained an important position in the world’s textile industry. In 2002, Taiwan made over three million tons of man-made fibre, which stood second in the world. Polyester amounted for 80 per cent of the total output and ranked Taiwan as the world’s second largest manufacturer of this fibre. That same year, Taiwan’s export and import amounted to over US$14.6 billion of textiles, including fibre, yarn, fabric, garments and accessories. Hong Kong was the main target for Taiwan’s textile exports, followed by the United States and ASEAN countries. The textile industry has been one of Taiwan’s major shares in maintaining the island’s favorable trade balance.The production of man-made fibre of Taiwan for the year 2005 has been registering a continuous decline in output that began in November 2004. Production fell to a record low of 258,970 tons in November 2004. It further declined in November 2005 to 9.2 percent from year ago levels to 234,900 tons. Man-made fibre production declined to 14.6 percent from year ago levels to 2,664,122 tons for the January through November 2005 period. This is in contrast to last years 0.3 percent increase to levels of 3,341,900 tonsTaiwan’s exports to ChinaIn the first four months of 2005, Taiwan exported $9.22 billion worth products and services to the Chinese. Taiwan’s mainland-bound exports for the January-April period saw a raise of 21.2 per cent over the same period in 2004. Major export products to China covered electrical equipment and parts, machine tools, plastics, steel, synthetic fibres, optical products, organic chemicals, industrial textiles and brass and bronze products. In the interim, Taiwan gained a trade surplus of $6.99 billion against the mainland in the first four months of 2005, up 23.4 per cent over the year-earlier level.China’s potent marketThe stiff competition has persisted with China receiving further market shares. Now the Chinese polyester industry posses more than half the world polyester fibre and yarn spinning business. There was only one nation (PR China) with a growth rate in all polyester sub-segments in 2005. Against this, the industries in South Korea and Taiwan lost an aggregated production volume of 650,000 tons.There is a remarkable growth in mill demand for polyester filament in China. Even so, capacity has increased faster in the last few years, leading to a decline in operating costs and pressure on fibre prices. With new volume still being established, operating costs are set to increase only slowly out to 2005. The question is whether China, and the world, will be capable to keep up to these volumes. China’s volumes have a great effect on the world picture where we again see low operating cost that recover only slowly.This emphasises the stress on fibre prices from excess capacity in this segment of the fibre market. In the 1990′s, China’s contribution of mill demand for acrylic, polyester filament and polyester staple was between 13.9 per cent and 18.7 per cent. By 2020, China could gain well, up a 44.5 per cent contribution of mill demand for acrylic, a 49.3 per cent share of mill demand for polyester filament and a 47.2 per cent share of mill demand for polyester staple.The yearly yield of Taiwan’s manmade fibre industry has stayed stable at around 3.1 million tons a year since 2000, but earning from fibre sales is increasing as fibre manufacturers are implementing various techniques and are shifting to production of higher-margin, higher-tech fibres and yarns.The output declined in 2005 because of the phase-out of textile quotas and curbing migration of fibre production to mainland China. While some Taiwanese fibre companies implemented a product diversification strategy to come across the competitive challenges of the market, others such as the Juda Fibre Ltd., Jinan, China, consider that the migration of fibre industry is possible.In 1992, a Taiwanese company established three weaving factories in Jinan, the capital of Shangdong province in China. The company asked Juda Fibre to set up a fibre factory to provide the weaving mills with a local source of raw material. Four years later, it has established a joint venture in Jinan with a local enterprise – the Jinan Chemical Fibre Factory – and emerged as Juda, a new company which means holding all together. In 1999, it established a second company, Nature Fibre Ltd. with its own capital. With more than $60 million worth of fibre exports to the USA, Brazil, Southeast Asia and the Middle East in the past eight years, Juda now foresees the China market as its prospectus. They consider that though Taiwanese fibre companies have dominated the market for high-tech fibres, this control will soon disappear as manufacturers in China are gaining fast. China can now make within two years any type of high-tech fibre that Taiwan companies can produce.It is believed that if Taiwanese fibre manufacturers don’t shift their manufacturing to the China soon, they will lose their good break in China’s manmade fibre market.The Taiwan Man-Made Fibre Industries Association (TMMFA), which possesses 41 members and affiliates, including most of the leading manmade fibre manufacturers in Taiwan, has been exploring the China market for years. In the last few years, it had many investment visits in various parts of China and motivated its members to capture the potential market through the already established ventures.One of the confidences to achievement in China is to know the culture diversities of the various parts of China. For instance, Juda’s achievement is at least partly attributed to the Jinan people’s good nature and honesty.In contrast, another company that made golf clubs established its factory in a different South China city and eventually ended up paying for a costly relocation to a different area. The purpose, employees and local representatives were constantly looking for more benefits from the company and equipment and materials were often stolen and local government representatives were always on a look for something in order to provide the needed services and to help avoid bureaucratic problems.Local economic policy is another problem. There are many areas with a prospective future in China, but not all areas are simple to deal with and local policy is a huge obstruction. Juda came in to the China market following Taiwan’s downstream textile enterprises and assistance by local enterprises. It set up itself in the local community, made business with local companies and offered to local patronage. This grovels to Juda with the community.Another aspect that is normally ignored by companies entering China is correctly calculating all the costs of executing business.For instance, an apparel factory was in problem after its set up in an eastern city of Guangdong province partly due to cost of transportation. It send more than half of its products to Europe and Middle East through Hong Kong, and the transport cost amounted to around $500 per container, greater than that of the center Guangdong cities which have greater labor costs. It is noted that the dissimilarity in labor costs did not pay off for the higher costs of shipping. Hence, it is a question of selection of locations, and was shown to be ill-advised, despite the area’s comparatively lower labor costs.There are various evaluations of the China’s fibre market, but two major trends are clearly marked. Firstly, China’s manmade fibre market will keep prospering. The split between the rich and the poor has been a main dilemma in China. Beijing has considered this as a nuisance to the regime and has initiated to solve the problem. Though the prospects are still in a mist, considerably more rapidly economic development in the rural parts, with a population of 900 million, can be estimated. Compelling the growth in local consumption of manmade fibres will be the sustainable economic development in the rural areas.Secondly, low labor costs will be China’s benefit for a long time. Its 900 million rural residents constitute a large pool of low-cost workers. Chinese people earn $40 (in smaller inland cities and rural areas) to $100 a month. And even if the raise in their earning power is greater than that of the GDP, which Beijing anticipates, China will stay a hotbed for labor-intensive industries, such as manmade fibre production in the next decade. That’s why it is suggested not only to explore the China market but wager their future on it.