How to create an international business travel destination file

31 08 2006

The international business traveller has a lot of work to do before each trip. The preparation of the journey can be complicated and usually requires quite a bit of time in order to finalize visas, appointments, hotels, transportation, and tickets and connections.

I highly recommend an international travel destination file be created and maintained for the countries and business destinations that you or your organization travels to.

This should be updated each time someone visits the destination. This important accumulated business travel information will save time, money, trouble and aggravation for everyone required to travel in the future.

Notes should be written during the trip and a final executive summary presented and filed at most 5 days after your return. This is not a personal travel diary, and should be focused on providing practical useful information for the next person who is required to visit the destination on business.

The file should contain the following information and observations:

  • Is a visa required?  Contact information for the embassy or consulate, required information that must be submitted and the time required for the process from start to finish.
  • Travel agency and airlines used. Comments and observations about flights, connections, and prices.
  • Information about hotels that you have stayed in, names, addresses, telephone and fax numbers, email. Comments about the cost, distance to clients, pros and cons. security and other observations.
  • Alternative hotels to consider for the next trip and contact information.
  • Airports, names and airport 3 digit code. What services are available at the airport, money changing, auto rental, taxis, airport taxes upon arrival or departure, how far from the city or hotel, other comments.
  • Restaurants, recommendations, places to avoid, addresses and contact information.
  • Information and comments about business manners; the way people dress, gift giving, what NOT to do, other observations.
  • Cultural tips and observations. What and when do people eat. Tipping, what is correct. What to do or where to go in your off time.
  • Weather and climate. Recommendations for how to dress and what to pack.
  • Information about average costs, hotels, meals, transportation, and other related business costs
  • Other observations: What would you do differently and why? What would make the trip better or more efficient the next time? Recommendations for the next traveller from your organization.

The institutionalization of this information will result in more efficient planning and execution of travel plans, better administration of costs and time, and more satisfaction for the international road warriors in your organization. They can dedicate their time to getting work done, and not about travel worries.

Related Links

International business traveller -ambassador, explorer, map-maker

16 Essential Questions – International Business Traveller’s Quiz

7 Tips for doing business internationally

International Business Trip Planning, Part 6

International Business Trip Planning, Part 5

International Business Trip Planning, Part 4





Curriculum Vitae (español) – Lee Iwan

29 08 2006

Lee A. Iwan

Lee.iwan@gmail.com

 

Desarrollo de Negocios – Executiva Internacional

Planeacion Estrategico * Operaciones * Descubrimiento de Oportunidades

Executivo con experiencia en posicionamiento estrategico, operaciones, gerencia, distribucion, desarrollo y descubrimiento, integracion del cadena de suministro, planeacion estrategia en nuevos negocios, negocios de rapido crecimiento y en organizaciones maduros. Orientada a resultados, lider decisiva, exitoso en la identificacion de mercados nuevos y la solucion pragmatico de problemas. Historia de éxito en incrementando ventas, participacion en el mercado global y utilidades. Prospera en ambientes dinamicos y fluidos mientras manteniendo enfoque y organización. Competencias incluyen:

Planeacion estrategica y su implementacion * Identificacion del mercados
Gerencia de Cambios * Gerencia de Operaciones
Desarrollo de Negocios * Portavoz * Liderazgo del Equipo

 

EXPERIENCIA PROFESIONAL

QUIMICA CENTRAL DE MEXICO S.A. de C.V., Gto. México
mayo 2005 – presente
Gerente de Negocios, Desarrollo y Descubrimiento

Executivo independiente reportando directamente al Director y Consejo de Administacion. Responsible por la visulaizacion, investigacion, creacion, comunicacion, seguimiento, analisis, planeacion y implementacion del desarrollo y descubrimiento de nuevos negocios y proyectos de diversificacion estrategicas.

Logros importantes:

  • Lider del negociaciones y proyecto, Joint-Venture farmaceutica (Mexico-Suiza), fabricacion y comercializacion, acuerdo firmada enero 2006.
  • Negociaciones para alianzas estrategicas para incrementar la posicionamiento global y nacional del empresa a largo plazo.

QUIMICA CENTRAL DE MEXICO S.A. de C.V., Gto. México
marzo 2000 – mayo 2005
Gerente de Negocios, Ventas y Proveedores Internacional

Responsable por descubrimiento de negocios y alianzas estrategica, participacion del equipos, inteligencia del negocio, estrategia para las Asia-Pacifco y America Latina, implementacion de ventas y desarrollo del mercado, control y manejo de distribuidores y agentes, gerencia de logistica y cadena de sumistro, comunicaciones internacionales, globalizacion del cultura corporativa, projectos especiales corporativas.

Logros importantes:

  • Creacion y implementacion de estrategia de ventas y promocion para el mercado en Asia-Pacifico. Ventas de US $ 5 M en 3 años.
  • Iniciado y mantenido alianzas estrategicas con proveedores internacionales, ahorros de USD $ 2 M, fortificamos posicionamiento.
  • Negocio representacions exclusivo de empresas de Sud Africa y EUA. Valor de ventas primer año US $ 2.5 M
  • Incremento competitivida utilizando el departamento de exportacion a manejar y empujar cambios culturales corporativas en planeacion, produccion, tiempo al mercado, cadena de suministro y logisticas, ventas, mercadotecnia y administracion.
  • Negocio descuentos en logistica, ahorros de USD $ 500 K

QUIMICA CENTRAL DE MEXICO S.A. de C.V., Gto. México
julio 1998 – marzo 2000
Gerente de Exportaciones

Responsable para ventas, distribucion, mercadotecnia y desarrollo del negocios en 20 paises, incluyendo America Latina, EUA, Europa y Taiwan.

Logros importantes:

  • Creacion estructura de precios bases y comisiones para agentes y distribuidores en America Latina, resultados incremento en lealtad y ventas de 8%.
  • Re-ingenieria de sistemas administrativas de comunicaciones, facturacion y envio del los productos para incrementa leatad con clientes y distribuidores y incrementar ingresos.

 

MARLY MEXICO SA de CV – Leon, Guanajuato, Mexico
1994 – 2005
Consultor

CLUB ROTARIO LEON – Leon, Guanajuato, Mexico
1997
Consultor

NUVIDA S.A. de C.V., León, Guanajuato, México
enero 1994 – julio 1998
Dueño – Presidente – Fundador

Presidente y Director de Operaciones para negocio de servicios. Clientes corporativos, gobierno y privadas. 80 empleados.

FOLLAS NOVAS S.A. de C.V., Silao, Guanajuato, Mexico
septiembre 1993 – junio 1994
Socio

Proyecto de produccion y supervision de operaciones

FLOWERS FLOWERS INC., Evanston, IL, EUA
marzo 1986 – agosto 1993
Dueño – Presidente – Fundador

Presidente y Director de Operaciones para innovadora start-up negocio de bienes y servicios para el consumidor. Ventas de USD $ 750 K anual.

AMLINGS FLOWERLAND, Niles, IL, EUA
junio 1980 – mayo 1986
Gerente de Sucursal

Responsable por operaciones del sucursal. 70 empleadas. Ventas USD $ 3 M anual.

 

EXPERIENCIA LABORAL DURANTE UNIVERSIDAD Y PREPARATORIA

RECORD CITY, Niles, IL, EUA

KAPS, Champaign, IL, EUA

UNIVERSITY OF ILLINOIS, College of Agriculture, Urbana, IL EUA

UNIVERSITY OF ILLINOIS, College of Life Sciences, Urbana, IL EUA

CRATE & BARREL INC., Chicago, IL EUA

SKIL SAW INC.., Wheeling, IL, EUA

UNITED PARCEL SERVICE, Northbrook, IL EUA

IWAN ELLIS PAINTING, Northbrook, IL EUA

FOLEY KOCH LANDSCAPING, Mount Prospect, IL, EUA

ALLGAUERS RESTAURANT, Northbrook IL EUA

DUNKIN DONUTS, Wheeling, IL EUA

JEWEL FOODS, Wheeling, IL EUA

DEPUSSEY CATTERY, Northbrook, IL EUA

EDUCACION

Bachelor of Science Agricultural Economics, University of Illinois – Urbana, IL, EUA

LOGROS PROFESSIONALES

Weblog: https://leeiwan.wordpress.com April 2006- Presente

Conferencia de la Industria de Cromo, Sud Africa, 2006

Mision Comercial, Mexico India 2005

Curso – Finanzas por no financieros, 2005

Consejero de COFOCE, Comité de proveedores, industria del calzado, 2000 – Presente

Participación en la certificación del ISO 9001:2000, 2004

Misión de Proveeduría, Moscu, Rusia 2004

Misión de Proveeduría, Estambul, Turquía 2003

All China Leather Exhibition, Shanghai, China, 2002 – 2005

Guangzhou Leather Fair, Guangzhou, China 2002 –2005

Misión Comercial México-Centro América, 2002

Asia Pacific Leather Fair, Hong Kong, 1999 – 2005

Linneapelle, Bolonia, Italia 1999 – 2005

Misión Comercial México-China, 2001

Misión Comercial México-Centro América, 2001

Misión Comercial México – China, 2000

Mision Proveeduria, Amsterdam, Holanda, 2000

Miami Leather Fair, Miami, EUA, 2000

FENAC, Leather Fair Novo Hamburgo, Brasil 1999

Miami Leather Fair, Miami, EUA, 1999

Curso – Resolución Miscelánea de Comercio Exterior 2004 a Fondo

Curso – Resolución Miscelánea de Comercio Exterior 2003 a Fondo

Diplomado – Modificaciones a La Legislación Aduanera 2003

Curso – Resolución Miscelánea de Comercio Exterior 2002 a Fondo

Diplomado – Logística de la Comercio Exterior, 2001

Curso – Resolución Miscelánea de Comercio Exterior 2001 a Fondo

Diplomado – Comercio Exterior, 2000

Curso – El Vendedor Estratégico

Periódico AM, Periódico. 1994 – 1996

Society of American Florists, Consejo Editorial, Washington D.C., EUA 1990 – 1992

Chicago-Dempster Merchants Association, Vice-Presidente, Evanston, IL EUA 1998-1990

Lee.iwan@gmail.com





Putting change into perspective

25 08 2006

We all understand that change is a part of our life. We’re physically changing, our environment is changing, our relationships are changing, the whole universe in changing.

How can we successfully survive and prosper in an environment that is constantly evolving, moving and changing?

How do we reduce and eliminate stress and indecision from our lives?

Change does not have to take us by surprise. It does not, and should not be thought of as a negative force. We can plan, prepare, adjust and create strategies that allow us to feel comfortable, reduce stress and look forward to change.

Change Options

  • Predict the change before it happens
  • Control the changes, limit the velocity or magnitud, guide and channel the change to fit your objectives
  • Create and provoke the changes
  • Embrace the changes, go with the flow, adapt and enjoy
  • Ignore change, the “head in the sand” treatment, pretend it doesn’t exist or isn’t happening.
  • Observe and analyze change, identify the factors that caused the change and study the effects.

Life is all about change. Growth is optional. It all depends on you.





How to negotiate with Mexican business people

25 08 2006

Mexico has a culture that embraces and enjoys negotiations. From the schoolyard to the local markets to the executive boardrooms, negotiations are an important part of everyday life for Mexican citizens.

Mexican business people are good negotiators and enjoy the process.

You can expect tough negotiations if you are doing business in Mexico. Tough negotiations in the sense that they will question everything, and spend a great deal of time trying to get you to accept their point of view or conditions. The arguments may be based on emotions or facts, or both.

You should always come into the negotiation very well prepared. Know what you want, and have the evidence to support your claim. Your arguments, supported by facts, will be heard and processed by your Mexican counterparts. If facts are presented that are new, take the time to verify the information and sources before you reach a conclusion.

Negotiations in Mexico can be compared to the first round of a sporting event, both sides desire to “win”, but rarely do they burst onto the field with all their energy in the first 5 minutes. The process of “feeling out” the opponent, observing their strengths and weaknesses, are critical to understanding how to develop a winning strategy and understanding what you are up against.

Mexicans are often seeking a long term, stable relationship with suppliers and clients. Focus your negotiations and decisions on creating a long term business relationship and strategy with your Mexican counterpart.

Your ability to negotiate will be a reflection of your company, your character, and your abilities as a business person. Take your time, don’t get emotional, support your arguments with facts, and be consistent with your demands or desires over time. The negotiation process is helping to build trust and credibility, it’s important to build solid foundations for your future relationship.

Don’t be in a hurry to end the negotiations. The Mexican culture is more permissive about time and deadlines than you find in USA or Europe. If you are in a rush, you will lose important negotiating power.

Always start your negotiation with some margin and leeway. It will always to be to your advantage to “give” a little before the negotiations are over. It may take 4 hours for you to “give in”, but the gesture will be seen as your willingness to do business and enough for the negotiator to claim a little victory. Everyone wins.

Write down your final agreement, and the results of your negotiations and have both sides sign and retain a copy. This simple step will avoid any language, communication or interpretation problems that may develop in the future.

Related Links

Meeting People in Mexico – kiss, shake hands or hug

Before you go on a business trip to Mexico

How to do business in Mexico, parts 1 – 28

16 Essential Questions – International Business Traveller’s Quiz





The 6 Fundamental Concepts Behind Every Successful Business

22 08 2006

1. Supply and Demand. The fundamental idea behind business and a market economy. Want to determine where to sell or buy, or predict if prices will be going up or down? Understand the concept of supply and demand.

2. Cause and Effect. Physics applied to the business environment. What you do will affect your competitor and the market and vice versa.

3. People like to feel important and special. Learn this and you’ve discovered one of the fundamental qualities of a great salesperson or marketer.

4. Simple clear communication, on-time. Don’t make it technical, keep it easy to understand. Answer all questions when asked, and never forget to call back and follow-up.

5. Get the work done, on time, and with the highest degree of quality possible.

6. Ask lots of questions and get all the answers.





Before you go on your business trip to Mexico

21 08 2006

When planning a trip to visit Mexico to investigate the market, make connections or to initiate business operations, contact the following groups and organization before you go. They can assist you with information, meetings, finding contacts and understanding the country, the people and the business environment.

Mexico Business Trip Planning, sources of information

1. Contact your country’s Consulate or Embassy closest to your intended destination and see if a meeting will be possible. It is important to determine if they have a commercial or trade officer, many times the embassies or consulates only handle political matters.

2. Trade or commercial missions sponsored by your industry, city, state, or other formal business related group. These missions provide structured access to trade organizations, top business people, and politicians. They are normally of low to moderate cost, and you will be travelling with others seeking similar information about the country.

3. Contact the Sustainable Economic Development office in the Mexican state and Economic Development office in the Mexican cities you wish to visit. They can provide information on costs of doing business, permits and permissions and can help you find the contacts or information you are seeking.

4. Your state or city may have an economic promotion office in Mexico seeking to promote the city or state businesses and relationships. They are more than happy to organize meetings with possible contacts in Mexico and provide business information for you.

5. Seek trade show or international industry events in Mexico. Coordinate your trip so that you can attend the event, and consult with government and private industry contacts before of after the fair.

Related Links 

How to do business in Mexico, Parts 1 – 28 

Tip:  How to call Mexico from the US 





International business traveller – ambassador, explorer, map-maker

21 08 2006

The critical roles played by international business travellers.

International business travellers play an incredibly important role as ambassadors, explorers and “map-makers” inside their organizations and with their overseas contacts.

Ambassadors, Explorers, and “Map-Makers”

Ambassador of your country and culture. During your trip your actions and reactions are being watched by others. They are trying to confirm, deny or create stereotypes of your country. Everything including your inter-personal skills, business negotiation skills and manners, the way you dress and eat, your choice of hotels, table manners, social skills, and the ability to make small-talk and conversation will be watched, examined and commented upon after you leave. Keep this idea clear at all time during your trip, it is important.

Ambassador of your company. Prepare and bring all materials required for the negotiations and business interactions. Project an aura of professionalism, a willingness to learn and share, and honesty. Create relationships with a long-term vision. You may be promoted or leave the organization some day, but your international contacts will continue to do business with your company.

Ambassador of you. International business is all about relationships, and your behaviour and attitudes are critically important as the liaison and trusted representative. Make promises you can keep, follow-through on the projects and projects. Project honesty and a concern for doing business and maintaining relationships. Your actions should focus on creating a climate of trust and open communication. Don’t try to be someone you are not.

Explorer. The international business traveller, technicians, and sales and business development executives have the added responsibility of verifying existing information, establishing new contacts that will be beneficial in the future, and discovering new ideas and opportunities. It requires an inquisitive character, a bit of courage and a spirit of adventure.

Map-Maker. Often neglected by organizations is the cultural, political and personal information gathered by international business people. This information (or data), should be gathered, filtered and consolidated, and available to the organization after every overseas trip. “Maps” should be made for future consultation and reference. The map-making role requires the separation of the facts from interpretation, personal anecdotes and opinions. This information becomes the foundation for all future strategic and operating decisions.

Related Links

7 Tips for International Business

16 Essential Questions – International Business Traveller’s Quiz

How to do Business in Mexico, Parts 1 – 28

International Business Trip Planning, Part 6





20 challenges faced by a family owned business

17 08 2006

Every business organization has a unique set of challenges and problems. The family business is no different. Many of these problems exist in corporate business environments, but can be exaggerated in a family business.

Family business go through various stages of growth and development over time. Many of these challenges will be found once the second and subsequent generations enter the business.

A famous saying about family owned business in Mexico is “Father, founder of the company, son rich, and grandson poor” (Padre noble, hijo rico, nieto pobre). The founder works and builds a business, the son takes it over and is poorly prepared to manage and make it grow but enjoys the wealth, and the grandson inherits a dead business and and empty bank account.

Prepare now and help your grandson avoid the poorhouse.

20 challenges for the family business

  1. Emotions. Family problems will affect the business. Divorce, separations, health or financial problems also create difficult political situations for the family members.
  2. Informality. Absence of clear policies and business norms for family members
  3. Tunnel vision. Lack of outside opinions and diversity on how to operate the business.
  4. Lack of written strategy. No documented plan or long term planning.
  5. Compensation problems for family members. Dividends, salaries, benefits and compensation for non-participating family members are not clearly defined and justified.
  6. Role confusion. Roles and responsibilities must be clearly defined.
  7. Lack of talent. Hiring family members who are not qualified or lack the skills and abilities for the organization. Inability to fire them when it is clear they are not working out.
  8. High turnover of non-family members. When employees feel that the family “mafia” will always advance over outsiders and when employees realize that management is incompetent.
  9. Succession Planning. Most family organizations do not have a plan for handing the power to the next generation, leading to great political conflicts and divisions.
  10. Retirement and estate planning. Long term planning to cover the necessities and realities of older members when they leave the company.
  11. Training. There should be a specific training program when you integrate family members into the company. This should provide specific information that related to the goals, expectations and obligations of the position.
  12. Paternalistic. Control is centralized and influenced by tradition instead of good management practices.
  13. Overly Conservative. Older family members try to preserve the status quo and resist change. Especially resistance to ideas and change proposed by the younger generation.
  14. Communication problems. Provoked by role confusion, emotions (envy, fear, anger), political divisions or other relationship problems.
  15. Systematic thinking. Decisions are made day-to-day in response to problems. No long-term planning or strategic planning.
  16. Exit strategy. No clear plan on how to sell, close or walk away from the business.
  17. Business valuation. No knowledge of the worth of the business, and the factors that make it valuable or decrease its value.
  18. Growth. Problems due to lack of capital and new investment or resistance to re-investment in the business.
  19. Vision. Each family member has a different vision of the business and different goals.
  20. Control of operations. Difficult to control other members of the family. Lack of participation in the day-to-day work and supervision required.




How impersonal is your life and your world?

15 08 2006

We live in an impersonal world. I hear this constantly and wonder exactly what people mean when they say it. Is this a warning, an observation, a criticism, a declaration of failure in their ability to create and maintain relationships?

The world has always been impersonal, it’s just not possible that millions of human beings will relate to one another with familiarity. It’s an impossible scenario.

So why all the focus on how impersonal our lives are lately?

Is it a cry for help, a diagnosis and awareness that something is wrong or could be better?
It’s because we have isolated ourselves, by ourselves.

Impersonal is what YOU make it, it has to do with your interaction and participation with others. You are in control, you are not a victim.

Our access to wealth, communications and easy travel have allowed us to travel and move our residence often and meet thousands of people throughout the world during our lifetime. This was not possible 100 years ago.

We no longer live in Norman Rockwell’s Main street America, in a small town, where we know the neighbors, the teachers, the firemen, clerks and shop owners. We didn’t invest enough time in a safe stable environment in order to learn about others and become secure with ourselves and diversity.

In today’s world it’s so easy to walk away from ideas, behaviours and people who are not like us. We can now live by ourselves, in our own little world, designed by us and just for us. The only problem is, we are social creatures and we do want others in our lives. We have created a dilemma by isolating ourselves.

It’s just common sense that this exposure to so many people we don’t know, and who don’t know us, is bound to create a bit of tension or coldness in our initial contacts. Depending on how you respond and interact with others, these interactions can remain cold and impersonal, or might warm up and become pleasant and more personalized.

Simple acts that allow others to let their guard down are all that’s necessary. A smile, a hello or thank-you, a question or comment that initiates a conversation is sometimes all it takes to break the ice.

Relationships are made and created through trust and time. It’s about giving your time, showing interest, and learning. You cannot expect to become best friends with anyone in a week or month, be realistic. You cannot create a meaningful relationship by watching co-workers or neighbors through your window.

Proof of how easy it is to begin a relationship can be found with the Internet, social networks, chat-rooms, etc. All you have to do is throw out a comment or question and in a matter of minutes be involved in communication with a perfect stranger. Why then the complaints about an impersonal world? What’s different when you are not on-line, and are face to face with another human being?

If you think the world is cold and impersonal, take a look at your actions and behavior and determine if you are actively participating to open the door in your communications and relationships. Does your world revolve around you, your problems and your little internal universe? I’ll bet you think the world is impersonal.

Are you interested in giving, sharing, listening, learning and accepting others and their diversity? I’ll bet you think the world is a pretty fine place to be.

Related Links

Lonely and have no friends

What happens when we have no friends

Social networks, are they a part of your life?





Build your organization, don’t destroy it

14 08 2006

Pragmatic business people know that strategies must be reviewed before, during and after implementation. Difficult questions must be asked and answered throughout the organization. Results analyzed and reviewed in order to identify flaws and errors.

Many times this exercise can push us into seeking and identifying problems instead of solutions. Too much time spent on what can go wrong and not enough focus on what can be created. Gridlock sets in, no solution is good enough, there is always a flaw.

All to often we find ourselves criticizing the work of others and the efforts that did not succeed as expected. We spend time taking things apart to find out what went wrong, and seeking to identify who was responsible for the “failure”. Our days are spent destroying the ideas of others.

Why not focus an equal amount of time on the positive aspects?

What did or will work, and why?

Creation is much more difficult than destruction. Support the creation of ideas and solutions in your organization, make your first analysis focus on the successful or positive aspects.

Ask yourself, “what am I creating today”.





International business travel, the end of an era?

11 08 2006

Once again the airline industry is about to have their security guidelines changed in order to accomodate new perceived threats by terrorists. The arrest of 24+ people in London involved in plotting terror attacks aboard airplanes is being heralded in the press and blog world as the end of business travel, the end of an era.

It’s true that business travellers will be the most affected group if new security regulations are put in place to limit carry-on luggage, liquids and electronic equipment. International business travellers will surely suffer most, 8 to 14 hour flights beg for a carry on bag crammed with items that may now be eliminated by new regulations.

The thought of making the trip from LA to Hong Kong, without my water bottle, my contact lens solution, saline spray, Ipod and reading material would make me seek an alternative. Perhaps I would pass the opportunity to meet face to face, and try to do the business via telephone, VOIP, or fax, accepting that fact that the outcome wouldn’t be the same. How many others would do the same?

I believe face to face meetings are an essential part of doing business, and more so for international relationships. But there comes a time when the trip itself is so painful and uncomfortable that we do seek alternatives that are easier and more pleasant, or we charge more in order to suffer the inconvenience.

Two thoughts come to mind:

1. How will global business be affected? How many of us will seek an supplier or customer that is closer to home? How will business change if international travel is severely affected? Will business travellers embrace communication technology in order to make things happen as they used to? Will international business travellers request more compensation, raising the cost of doing business?

2. What will the airlines do to adapt and make it safe and comfortable for their business travel customers? Will they provide, contact lens solution, creams, and bottled water for their customers as part of the standard service? How can they turn this gigantic lemon into lemonade?





Sales and marketing terrorism

10 08 2006

The recent media coverage of political terrorism throughout the world has me reflecting on terrorism and extreme sales and marketing tactics in the business world.

Every industry has individuals or organizations that use drastic, pointless, unethical or dangerous economic tactics in order to increase income or market share in the short term. This use of drastic and irresponsible actions can be called sales and marketing terrorism.

The goal of sales and marketing terrorism is to create immediate change, instill panic and chaos, or further the goals of one group who cannot or are not willing to work with the current system of rules, regulations and norms.

Many times the reaction to these isolated incidents will severely impact the industry, market or specific businesses. Reactions can result in increased government legislation, more government or industry intervention, increased costs of doing business, loss of revenue and reduced customer confidence in the organization or industry.

Some examples of “sales and marketing terrorism”:

A competitor who initiates a campaign of extreme discounts or low prices (dumping) in order to eliminate a competitor or increase market share.

A marketing campaign that uses lies and innuendo to reduce the reputation of a competitor or industry segment.

Products of extremely poor quality (below expected consumer beliefs or expectations) substituted for products known for their quality.

Don’t confuse sales and marketing terrorism with innovative ideas and paradigm shifts in how to do business. The difference is that a sales and marketing terrorist has no plan other than disruption.

Sales and marketing terrorism is a short term strategy or single event that has no regard for long term collateral consequences. They believe their actions will be justified because of short term increases in profit or market share. Rarely do they succeed, but often create chaos and disorder in the marketplace that have an impact on the industry and consumers that can last for a long time.





The “Lightning and Thunder ” sales and marketing strategy

7 08 2006

Thunder and lightning are impressive natural phenomenon that have the power to frighten, exhilarate, and inspire awe. We’ve seen severe lightning and thunderstorms hundreds of times, and yet can be continually surprised or shocked by the power and ferocity of the thunder and lightning.

Lightning is swift, if you blink you might miss it. It is always an unusual and unique form that appears in the sky. It is dazzling, it can light up the entire sky for an instant. We cannot predict where it will strike or what type of damage it may cause. It’s wild and uncontrollable. Unforgettable because it is unique, elusive and enormous.

Thunder always follows the lightning. You can’t miss it, whether it’s a sudden roaring clap or a booming rolling bass note. Thunder is often impressive, and one relates the sound of thunder to the power of the lightning bolt that precedes it. In fact thunder is all about power. It’s the announcement that lightning has passed through, and the thunder’s volume and duration represent an event that has passed away. People rarely forget a huge thunderclap.

Are you giving your customers thunder and lightning with your products, service, sales and marketing?

Do your customers see a brilliant “flash” from your organization, do they hear and feel the power of the thunder after the event?

Are you offering products or services that dazzle and amaze, that light up the customers sky for a moment?

Do they see the lightning and hear the thunder from your efforts?

If your organization is only creating cloudy skies or drizzle for your clients, it’s time to change and create something to make them sit up and take notice. Make some lightning and thunder.





13 Tactics Guaranteed to Kill any Project

26 07 2006

How many of these tactics can you identify and how many are at work right now in your organization?

13 tactics guaranteed to kill any project

1. Assemble and invite a huge group of people to participate, most of whom have no stake in the outcome.

2. Do not assign or elect a leader, or better yet, assign leadership to several members.

3. Never make the goals and objectives of the project clear. Leave them as vague as possible.

4. Never assign responsibilities to specific members and never set firm dates for the completion of tasks.

5. Stifle and block all new and alternative ideas, never allow questioning of procedures or goals, eliminate all creativity and any dissension.

6. Plan lots of long, unplanned meetings without an agenda, where nothing is achieved, goals are not reviewed, and no new compromises are agree upon. Especially good are meetings very late in the day, on Fridays.

7. When asked for information and interaction with other members, take a long time to answer and do not give them what they are asking for. Never respond to emails from other members.

8. Never participate during a meeting, but outside the room complain to everyone that the project is doomed and that everything is wrong.

9. Allow meetings to be interrupted by phone calls and visitors, let everyone answer emails and do work on their laptops during the event.

10. Make sure there are no resources assigned to the project or members, this includes time and money.

11. Give all the decision-making power to one individual, and make sure they never make a decision. Good lines to use to delay decision-making include “this is an important decision, I think it should be reviewed and studied further”, “we don’t have all the facts yet”, “I’ll take it under advisement”. This person should also travel often and be difficult to contact.

12. Big decisions that affect the project should be shared with only a few of the participants.

13. Always blame other members for anything that might be wrong. Attack aggressively, loudly and in public if possible.

Related

Effective Business Meetings

Create a debate – find out who really wants the project to work

Step by step beginner’s guide to project management





Who cleans up the problems generated by upper management at your company?

25 07 2006

I’ve often seen hard-working successful salesmen and purchasing managers devastated and years of relationship  development undermined when upper management changes a deal, strategy or situation without consulting or advising those directly involved. 

The success of salespeople and purchasing managers depends upon trust.  Trust between your company’s representative and the unique individual from the other company.  Trust based upon past performance and promises kept.  Trust developed through quality products and services.  Trust developed by creating a dialogue, listening and exchanging information in order to develop mutually beneficial solutions.  Trust takes time, patience, and a series of negotiations and transactions over time.   Trust that your company is supporting, and will continue to support sales and purchasing and existing relationships.

How many times have you seen executive corporate decisions provoke severe disturbances in the level of trust developed by sales and purchasing departments with their clients and suppliers?

Why don’t upper management executives value and protect these relationships? 

I think it is in large part due to the fact that most executives don’t have to “clean up” their own mess.  Executive management has no individual responsibility for their decisions that affect trust in other parts of the company.  They also expect customers and suppliers to accept that conditions can and will change at any moment, and in effect, are reducing the future effectiveness of their own sales and purchasing departments.  They rely on other departments to “clean up”, to explain, to renegotiate and to make the new policies work.  It’s considered part of the perks of executive management, to make decisions, but let others implement them.

Are there policies and procedures in place at your organization to review the effect a strategic or policy decision will have on trust and current relationships with suppliers and customers? 

Who is capable of “making a mess” at your organization? 

Who is responsible for “cleaning it up”?

Do you think that’s the way it should be?

 

Related:

Corporate Leadership and Managers still aren’t listening

Who do YOU trust?





When leadership fails – an example – the Mexican shoe manufacturing industry

24 07 2006

It’s quite interesting to watch certain businesses and industries succeed and fail, and try to identify the factors that lead to these very different outcomes.

For example in Leon, Guanajuato, the shoe-making capital of Mexico, the industry is under severe pressure from imported product, and lower costs from China, Vietnam, Brazil, and other countries.

It’s quite clear to everyone in the industry that there are several solutions to the problem.

  1. Ask the government to create trade barriers and import tariffs. This will only support the inefficiencies in the national industry, postponing the inevitable.
  2. Invest in design and create a brand. Shoes are purchased for two reasons, fashion and protecting your feet. The fashion market has much higher profit margins, but requires constant investment in research and development and marketing.
  3. Invest in technology. If your product is focused on low prices in the market, you must have low costs, and lower costs than your competitors. This might be achieved with new technologies.
  4. Create alliances within the industry. If China production costs are cheaper, but it takes 60 days for the product to reach the US, doesn’t it make perfect sense to create an alliance where the initial production comes from Mexico (5 days to market), followed by the mass production from China?
  5. Purchase the shoes from the overseas competition and close your production facilities.
  6. Create new markets, export to new markets.

Those are the choices, and what do you think is happening?

The majority of companies are pointing out the danger and requesting government intervention, but not implementing any other strategies to avoid the “doomsday” scenario.

The few companies (industry leaders) that have invested in branding, design, technology and purchasing from competitors are thriving, earning money and making profits.

Why is avoiding the obvious or inevitable, such common behaviour in most organizations and groups?

I believe it has to do with the failure of the leaders to move out of the Thinking-Identifying stage and into the Planning and Implementation stages.

The cycle of business leadership and management consists of:

  • Thinking-Identifying. Thinking and identifying important internal and external factors and understanding how they interact.
  • Planning. Using the data and information to formulate a plan and strategy
  • Implementing the strategy. Putting the resources and motivation behind the plan and “making it work”.
  • Reaction-Modification. Reacting and modifying the plan as the conditions change.

Many leaders are uncomfortable or unable to identify the major factors that are and will affect their companies. They are unable to create strategies and delay important and critical decisions because they lack data, or have too much of it, or don’t know how to properly analyze it and find conclusions. Without a strategy there is obviously no implementation, and the organization begins to react to situations created by others (crisis management).

This inability to read the market, identify market forces, create strategies and adapt to changing conditions will eliminate those organizations from the market. Creating strategy is not easy, and creating successful strategies is even more difficult. It requires excellent leadership and management decisions.

What are the known problems in your organization and industry?

What strategies are waiting to be created and implemented in order to prepare your business for the future?

Why isn’t it happening now?





Serendipity as part of business development

19 07 2006

There is something missing from most business development project evaluations, serendipity.

Defined by Merriam-Webster dictionary as “the faculty or phenomenon of finding valuable or agreeable things not sought for”.

Seth Godin has outlined why companies fear business development (Link). It’s hard to justify the expense and risk on new ventures and projects. The control aspect asserted by legal and financial people reflects one reality inside the company, but don’t forget the other side reflected by the sales, marketing and business development people.

If it’s a good to great idea, and the cost is low, and the chance of success is moderate to good, and the possibility of adding knowledge to the organization is part of the project, then go ahead and try.

Can your organization consider and discuss “serendipity” as a factor in your next business development meeting?

Related Links

Seth Godin: Careful consideration and analysis





Current Resume – Lee Iwan – March 2007

27 04 2006

 

Lee Iwan

International Business Development

Sales & Management Executive

Accomplished bilingual and bi-cultural executive with broad based domestic and international experience in business discovery and development; sales, marketing and operations for start-ups, growth and mature organizations.

Results oriented, proven success in new market identification, strategic thinking, negotiations and pragmatic problem solving. Track record of “hands on” leadership increasing communication, sales, efficiency and profitability.

Thrive in dynamic and fluid environments requiring enthusiasm, creativity, communication skills and organization.

Core competencies include:

Relationships and Communication

Team Leadership

Cross Culture Liaison

Innovation and Change Management

Global Focus

Entrepreneurial Focus

Contingency Planning

PROFESSIONAL EXPERIENCE

QUIMICA CENTRAL DE MEXICO S.A. de C.V. Leon, Gto., México July 1998 – Present

Business Manager, Strategic Business Discovery & Development May 2005 – Present

Serve as independent executive working directly with CEO and Board of Directors. Fully responsible for the visualization, research, creation, communication, follow-through, analysis, planning and implementation of new business development and corporate strategic diversification projects.

Key Achievements:

  • Project Leader, pharmaceutical joint venture (Swiss-México), manufacturing and commercial operations .
  • Spearheading strategic alliance negotiations to increase long-term market share and global positioning.
  • Ongoing negotiations with India and China for product representations, agencies and toll manufacturing.

Business Manager, International Business March 2000 – May 2005

Served as Business Manager, responsible for global sales and marketing, distribution and logistics, and all corporate international negotiations with clients and suppliers.

Directed export sales and market development, international supplier strategic alliances; leadership of export sales distribution and agency networks; cross-functional team participation; business intelligence; sales and marketing strategy and leadership for the Asia Pacific and Latin American regions; sales implementation and market development; logistics and supply chain management, cross cultural communications, “globalization” of company culture and corporate special projects.

Key Achievements:

  • Created and implemented commercial entrance for Asia-Pacific market, first 3 years revenue $ 5 M (US), projected annual sales growth of 200%.
  • Initiated and maintained strategic alliances with international suppliers, raw material cost savings of $ 2 M (US) fortified long term strategic positioning.
  • Negotiated exclusive agency representations in Mexico for South African and US specialty chemical manufacturers.
  • Increased company global competitiveness utilizing the export department to drive corporate cultural changes in strategic planning, production, time to market, supply chain and logistics, sales, marketing and administration.

Export Manager July 1998 – March 2000

Served as Export Manager, responsible for sales, distribution and marketing strategy and management for 20 countries including Latin America, US, Europe and Taiwan.

Key Achievements:

  • Created new commission and base price structure for agents and distributors resulting in increased loyalty and increased revenue of 8%.
  • Re-engineered department systems to increase revenue and customer loyalty through increased efficiency in communications, administrative processes and product shipping.
  • Managed international sales force in Latin America and Asia Pacific regions (18 distributors / agents).

NUVIDA S.A. de C.V., León, Guanajuato, México January 1993 – July 1998

Owner–President–Entrepreneur

Served as President for start-up specialty service business, corporate and government clients.

Key Achievements:

  • Alliance between private industry, State and Local government to create and maintain 100-acre interactive ecological area – Parque Explora.
  • Managed workforce of 45.
  • First workforce in the State to receive State Certification (training and operations procedures).

FLOWERS FLOWERS INC., Evanston, IL, USA March 1986 – August 1993 Owner–President-Entrepreneur

Served as President for start-up innovative luxury consumer goods and service business.

Responsibilities included: strategy and planning, management, sales and marketing, purchasing and operations.

EDUCATION

Bachelor of Science Agricultural Economics * University of Illinois – Urbana, IL 1980

PROFESSIONAL ACHIEVEMENTS

Board Member, State Chemical Industry Export Committee, COFOCE, February 2007 – Present

Weblog: Business South of the Border August 2006 – Present

Weblog: Lee Iwan Accumulated Experience April 2006- Present

Business Development Mission, Chennai, India, February 2007

Chromium Industry Conference, Cape Town, South Africa, February 2006

Commercial Mission, New Delhi, Mumbai India, November 2005

Course: Finance for Non-Financial Managers, 2005

Business Development Mission: Buenos Aires, Argentina, 2004

Board Member, State Leather Industry Consulting Committee, COFOCE, 2000 – Present

ANPIC, Mexican Leather Industry Fair, Leon, Gto., Mexico, 1999 – Present

ISO 9001:2000, Certification Process, 2003 – 2006

Business Development Mission: Geneva, Switzerland & Moscow, Russia, 2004

Business Development Mission: Istanbul, Turkey, 2003

All China Leather Exhibition (ACLE), Shanghai, China 2002 – 2005

Guangzhou Leather Fair, Guangzhou, China, 2002 – 2005

Business Development: Geneva, Switzerland, 2002

Commercial Mission: Mexico – Central America, 2000 – 2002

Asia Pacific Leather Fair, Hong Kong, 1999 – 2005

Linneapelle, Bologna, Italy, 1999 – 2005

Commercial Mission: Mexico – China, 2000 – 2001

Business Development: Amsterdam, Holland, 2000

Business Development: Guatemala, El Salvador, Honduras, 2000

Miami Leather Fair, Miami, FL, USA 1999 –2001

Business Development: Uruguay, Brazil, Argentina, 1999

FENAC, Leather Fair, Novo Hamburgo, Brazil, 1999

Course: Mexican International Commerce Legislation, 2001 – 2004

Diploma: Modifications in the Mexican Customs Legislation, 2003

Diploma: International Commerce – Logistics, 2001

Diploma: International Commerce, 2000

Course: The Strategic Salesperson, 1999

Periodico AM, Newspaper Columnist. 1994 – 1996

Society of American Florists, Editorial Board, 1990 – 1992

Chicago-Dempster Merchants Association, Vice President, 1988 – 1990

Lee.iwan@gmail.com