Tuesday, 17 March 2015
Friday, 30 January 2015
Written Friday, January 30, 2015 by jonathan simnett
Wednesday, 21 January 2015
Written Wednesday, January 21, 2015 by jonathan simnett
Tuesday, 16 December 2014
You can then use the job description and candidate specification to start to communicate both internally and externally that you are recruiting - together with details of the hiring process, how to apply and including closing dates. It’s always worth offering a recruitment bounty to current employees. It’s not only cheaper than using recruitment consultants but also says important things about the trust you place in your existing people.
Once the person is on board the daily business of ensuring good performance should involve a managed settling-in or probationary period. This should be accompanied by the setting, communicating, demonstrating and the living of standards – `walking the talk`. Also the giving of regular, objective feedback, praise and reward where due and targeting improvement or correction as necessary should start from day one.
Sticking to the facts
Written Tuesday, December 16, 2014 by jonathan simnett
Wednesday, 19 November 2014
Written Wednesday, November 19, 2014 by jonathan simnett
Thursday, 6 November 2014
Written Thursday, November 06, 2014 by jonathan simnett
Wednesday, 29 October 2014
Despite the deliberate conflation of the terms customer and partner in `marketing speak` there is a profound difference between `customer` and `partner` and this needs to be recognised. Essentially, it’s the difference between a quick date and a long-term commitment.
Certainly, the process of identifying and selecting potential customers or partners is pretty much the same: find out what it is that they need; identify how a product or service will meet it and target businesses accordingly. It’s the context that makes the difference and that needs to be understood.
Common interests and goals
A successful tactical sale to a customer involves engaging an individual or team who are trying to address a particular challenge in their department or deliver on their responsibility in the business.
Creating a partner, however, requires the supplier to become part of the target company’s customer engagement and retention strategy. This means that opportunities to partner are usually much more difficult to find and require more resources to be successful, particularly given the significant differences that usually exist between corporate and entrepreneurial businesses.
To succeed, the two parties have to be aligned in many different ways. Most particularly they must have common interests and goals or they will quickly diverge. The process requires Davids to deal with the existing and complex Goliath partnership structures, licensing and financial deals that are designed to execute successfully strategic decisions made at board level.
They involve many people of different disciplines because they go to the heart of the organisation’s purpose and, as such, have a greater impact of they fail. As with most big deals, the level of risk increases with the level of opportunity. And that means the bureaucracy around risk management also increases to a level that Davids may find tiresome and intimidating in equal measure.
The upside of this is that this process shines a light on what life will be like as Goliath’s partner and underlines the reality that Davids need to fully comprehend to ensure that there's both a cultural fit as well as a commercial one. As ever, the devil is in the detail.
Written Wednesday, October 29, 2014 by jonathan simnett